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Vol. 20, Issue 9, 2021
28 FEATURES 28 The bird is the word Chicken Guy! set to transform Orlando, Florida’s restaurant scene 52 All systems go... Your 3-step process to preparing for a healthier future
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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Vol. 20, Issue 9, 2021 INDUSTRY SEGMENTS
38 Facility Maintenance/Service Provider
DEPARTMENTS 4 Editor’s Note 12 Industry News 82 Women in Construction 136 Commercial Construction & Renovation Data 138 Ad Index 140 Publisher’s Note
SPECIAL SECTIONS
Multi-Housing 61 The community-centered approach Addressing California’s affordable housing crisis
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The Cannabis Operations 71 The vibe’s the thing How Hatch is creating an environment where cannabis rules Multi-Use 87 A new day 5-year, $500 million project transforms Chicago’s historic Willis Tower Hospitality in Commercial Construction 97 ‘What used to be’ Enduring pandemic-era trends in hospitality construction and design
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Commercial Interiors 117 A facility story Inside IDD’s new multi-use headquarters and production facility Federal Construction 127 Ten hut… How USMA’s West Point Elementary School is helping prepare students for 21st Century
117 4
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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EDITOR’S NOTE
EDITOR’S NOTE
by Michael J. Pallerino
Let it roll N
> Consumers are most interested in exploring the outdoors (58%)— including hiking, biking, and kayaking—and wellness/relaxation experiences (61%) in the coming year. > In stark contrast, consumers are least interested in shopping and attending concerts/festivals, both coming in with only 6% and 7% (respectively) citing those activities as their top choice for 2022. While these themes are not new, expect them to play a bigger role in how people plan their 2022 trips. > Secluded mountain/rural escapes and waterfront getaways are by far the most popular 2022 vacation experiences. Urban experiences came in last with only 15% putting them at the top of their list for next year. > Travelers are not avoiding areas that have historically reported higher COVID case counts; in fact, the US coastal south ranked the highest (almost 40 percent, a margin of 10% above any other area) among places travelers are interested in visiting next year. > Even with restrictions still in place, international trips are a top choice for 27% of travelers.
ew York City. That's where my daughter wants to go for Spring Break 2022. With trips to Florida an annual ritual for my kids over the past (not adding the years here), New York was a refreshingly cool change of pace. Not having been on the road much during the past (not adding the years here), it will be good to get back to some sense of normalcy. As I was preparing to nail down all the details for the trip (like I have any say in anything teenagers want to do), something interesting jumped out on my industry news feed. According to a survey by vacation rental hospitality company Evolve, nearly 80% of respondents said they are actively moving forward with 2022 travel plans. And if that wasn't encouraging enough, 86% said they plan to book a vacation rental next year, with another
14% citing "maybe." Only 0.3% said they did not plan to use a vacation rental in 2022. While consumers are making travel plans, the only thing that has really changed is their expectations—and why not after everything we have all been through. Today's travelers are savvier than ever. And with a new outlook comes a new way of seeing the world. Check out some of the cooler stats from the survey:
Ok, while none of this matters to my daughter and her much anticipated trek to the Big Apple, I think it is fair that times may have indeed changed. How much and to what extent? That's for another study. Maybe we'll see you on the road in 2022.
Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at mikep@ccr-mag.com.
We want to hear from you At Commercial Construction & Renovation, we’re always looking to showcase the best of what our industry is doing. If you have a project profile or a fresh perspective on how to keep our industry positively moving forward, shoot me an email at mikep@ccr-mag.com. We’d love to take a look.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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F&J PUBLICATIONS, LLC Commercial Construction & Renovation is published monthly by F&J Publications, LLC. The opinions expressed by authors and contributors to Commercial Construction & Renovation are not necessarily those of the editors or publisher. Commercial Construction & Renovation is not responsible for unsolicited manuscripts, photographs or artwork. Articles/content appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.
CIRCLE NO. 6
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
CIRCLE NO. 7
CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Design & Construction Belk Inc. STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture
GREGG LOLLIS Sr. Director, Design Development Chick-fil-A DAVID SHOTWELL Construction Manager Atticus Franchise Group ISYOL E. CABRERA Director Development and Construction Focus Brands LLC DEMETRIA PETERSON Project Director, Design and Construction at HMSHost DAVID THOMPSON Construction Manager The Honey Baked Ham Company, LLC ROB ADKINS, LEED AP CDP Project Development Manager- Licensed Stores- National Accounts Starbucks Coffee Company
HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC
ANDY BRIGGS, CHA Principal A14 Capital
GENERAL CONTRACTOR MATT SCHIMENTI President Schimenti Construction JOHN STALLMAN Marketing Manager Lakeview Construction
DEVELOPMENT/PROJECT MANAGEMENT
JEFFREY D. MAHLER Vice President L2M
MEGAN HAGGERTY Founder Legacy Capital Investment
JIM STAPELTON Vice President Nelson
MIKE KRAUS Principal Kraus-Manning
JIM SHEUCHENKO President Property Management Advisors LLC
RON VOLSKE Construction Project Manager Orscheln Farm & Home
JOE THOMAS Vice President Engineering Loews Hotels
CHRIS VARNEY Principal, Executive Vice President EMG
DEDRICK KIRKEM Manager, Office Operations (Facilities Manager) Essilor/Luxottica
RICK TAKACH Chairman Vesta Hospitality
STEPHEN HEKMAN Executive VP Kingsmen Retail Services US
SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC
KEN DEMSKE Vice President Jones Lang LaSalle
RESTAURANTS RON BIDINOST Vice President of Construction at Bubbakoo’s Burritos
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PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
TOMMY LINSTROTH CEO at Green Badger, LLC
PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show
ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University
HEALTHCARE
NUNZIO DESANTIS, FAIA CEO & Founder of Nunzio Marc DeSantis Architects
JEFF ROARK Principal/Partner Little
JOHN LAPINS Project Management Consultant, Greystar
CLINTON “BROOKS” HERMAN, PMP Senior Facilities Project Manager UTHealth Science Center at Houston
ARCHITECTS/ENGINEERS
KAY BARRETT NCIDQ, CDP Senior Vice President, Cushman & Wakefield
GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations
ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design
CONSULTANT GINA MARIE ROMEO Founder Connect Source Consulting Group, LLC.
BOB WITKEN Chief Operating Officer KCA Development MIKE KLEIN, AIA, NCARB Senior Architect Core States Group
FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group STEVE TURNER Director, GPD Group STEVEN R. OLSON, AIA President CESO, Inc.
ADA BRAD GASKINS Principal The McIntosh Group
ACADEMIA DR. MARK LEE LEVINE Professor Burns School/ Daniels College University of Denver
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INDUSTRY NEWS
NEWS, NOTES & TRENDS...
AroundtheIndustry Retail Walmart At a time when many food and consumables retailers are ramping up their health care products and services for consumers, some Walmart locations will feature The Back Space, a chain of retail health care centers specializing in chiropractic and spinal care services. Target Target has opened a new store in Denver, adding to the retailer’s growing fleet of small-format stores. Wilson Sporting Goods Wilson Sporting Goods opened its first brick-and-mortar store in Chicago, with plans to open additional stores in New York, Los Angeles, Beijing and Shanghai over the next few months. The brand will use the Chicago store to test and collect feedback from shoppers and athletes. Victoria’s Secret Victoria’s Secret will open an off-mall location as part of a test of the retailer’s “store of the future” format, which will feature flexible merchandising, refined staffing, improved customer service and other efforts to cut costs. The store will be one of three openings later this year, with 10 more to follow next year. Best Buy Best Buy will acquire UK tech firm Current Health, moving the retailer further into the health care category. Current Health, which works with telehealth and remote patient monitoring, will join a roster of health care acquisitions for the retailer, including connected health device maker and emergency responder GreatCall and senior care firm Critical Signal Technologies. Bed Bath and Beyond Sleep products seller Casper will open its first branded brick-andmortar shop inside Bed Bath and Beyond’s renovated Manhattan flagship. The move is part of a larger partnership between the retailers that will also include adding Casper experiences at more Bed Bath and Beyond stores and selling Casper products at Bed Bath and Beyond stores nationwide and online.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
American Dream Mall Legoland Discovery Center and the New Jersey SEA LIFE Aquarium open at the American Dream Meadowlands mall. The 25,000-square-foot “City Under the Sea”-themed aquarium is home to more than 3,000 marine creatures, while the Discovery Center features several Lego play zones and experiences, including a 4D cinema and a Lego-themed train ride.
Restaurants Shaq’s Big Chicken Shaquille O’Neal and partners JRS Hospitality and Authentic Brands have mapped an aggressive growth plan for Shaq’s Big Chicken, a concept created by the basketball star in 2018. The chain has started a new franchising program and plans to grow with brick-andmortar locations as well as ghost kitchens, including as many as 80 openings inside Walmart stores. TGI Fridays TGI Fridays has teamed with ghost kitchen operator Reef Technology on a plan to create delivery-only locations for the casual dining brand in as many as 300 global locations, starting with Reef’s hometown of Miami. Wakuda Multibrand operator 50 Eggs Hospitality Group will team with Michelin-starred chef Tetsuya Wakuda to launch Wakuda, a new concept that will open locations in Las Vegas and Singapore in 2022. The Las Vegas location will fill a 12,000-square-foot space at The Venetian and the Japan-themed concept will include an omakase room. Papa John’s Sun Holdings will open 100 Papa John’s locations in Texas by 2029 in the brand’s biggest US franchise deal to date. Papa John’s has shifted to larger development deals as it seeks expansion. Flip’d by IHOP IHOP has unveiled its first Flip’d by IHOP, a fast-casual concept, in Lawrence, Kansas, with plans for a second location in New York City. Customers can order online for pickup and delivery and dine-in patrons at the 55-seat restaurant can either place orders at the counter or use a digital kiosk for contactless ordering.
Tropical Smoothie Cafe Tropical Smoothie Cafe plans to open 150 units in 2022, up from its goal of 130 units this year. The brand says that ghost kitchens are not currently part of its expansion plan. Sushi Maki South Florida-based casual dining chain Sushi Maki has expanded with a new model it calls “polished fast-casual,” in which customers order at the counter and food is delivered to their table on porcelain dishes. The company chose a slimmed-down menu in its fast-casual concept, sacrificing some variety in the interest of faster service.
Hospitality Four Seasons Construction is underway for a planned 2022 opening for the Four Seasons Hotel and Private Residents Nashville, Tennessee, the first international five-star hotel in the market. The 235-room hotel will feature a 10,000-square-foot grand ballroom, a junior ballroom of nearly 4,000 square feet and six other meeting spaces along with a luxury spa, fitness facility and a range of dining and drinking options. Bayou Phoenix Bayou Phoenix has been selected to redevelop the former site of Six Flags amusement park in New Orleans. Plans for the site include a water park, a hotel, a STEM center, an esports arena and a sports complex, with possible amenities such as a golf course and an amusement park. Margaritaville Resort & Family Entertainment Center Work on Phase II of construction at Margaritaville Resort & Family Entertainment Center in Biloxi, Mississippi is expected to be open in summer 2022. An amusement park with attractions, such as a “Sky View” Ferris wheel and an Aerophile-manufactured ride called the “Aerobar,” is being built as part of the second phase, while a new hotel tower is planned for the third phase. Rosewood San Francisco The Rosewood San Francisco hotel will occupy 15 floors of a 61-story building scheduled to open in 2026 in the city’s Transbay district. Rosewood Hotels & Resorts will manage the 180-room hotel for developers F4 Transbay Partners.
Benchmark-Pyramid A merger between management companies Pyramid Hotel Group and Benchmark Global Hospitality will create an organization covering 210 independent lifestyle and branded hotels in the US, Europe and the Caribbean. Benchmark Pyramid will boast annual revenue under management exceeding $3 billion. Godfrey Hotel Oxford Capital Group and Hunter Pasteur, a single- and multi-family home developer based in Farmington Hills, Michigan have announced the groundbreaking for the 227-room Godfrey Hotel Detroit in the historic Corktown neighborhood. Caesars Entertainment/Nobu Hospitality Two new hotels with restaurants, the addition of a restaurant to another hotel and renovation of yet another hotel are in the works as Caesars Entertainment and Nobu Hospitality dial up their partnership. Nobu hotels and restaurants are planned at Harrah’s New Orleans and Caesars Atlantic City, while the Paris Las Vegas is in line for a new lounge and restaurant and the Nobu Hotel Caesars Palace will undergo a multimillion-dollar makeover. Gun Lake Casino Gun Lake Casino in Wayland, Michigan has completed the fourth phase of an expansion that increased the size of the facility to 229,000 square feet. The casino’s exterior was renovated and three new restaurants were added, along with a sports bar and lounge that will offer live entertainment.
Grocers Trader Joe’s Trader Joe’s has opened three new stores with an eye toward capturing a slice of growing markets in New York, California, Colorado and North Carolina. The grocer’s new location in Colorado Springs is a wine shop in a state where groceries and alcohol must be sold separately, and plans call for new locations in Brooklyn, New York’s Upper East Side and Sacramento, which are areas with surging real estate markets. Hy-Vee Hy-Vee, which recently unveiled a larger-format concept store in Iowa, plans to open a similar site in Eau Claire, Wisconsin. The 92,000-square-foot location will feature amenities such as new departments, a Market Grille Express and a Hy-Vee Fast & Fresh convenience store located in the parking lot.
ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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INDUSTRY NEWS
NEWS, NOTES & TRENDS...
The rising New data shows boom in residential construction
E
very month, the US Census Bureau and the Department of Housing release new data showing the amount of new residential building permits issued across the state, city and national level which gives insight into trends into residential construction across the United States. Building material supplier Omnis Panels recently analyzed data from over the last two years to learn more about national trends in new residential construction. The report included five charts that break down new home construction statistics in America: For single family homes: 1. The largest increase in permits issues among all municipalities 2. The largest increase in permits issues among municipalities that issued 1,000 or more over the past year. 3. The largest increase in permits issued among municipalities with 300,000 or more residents. For buildings with five-plus units: 1. The largest increases in permits issued among all municipalities 2. The largest increase in permit issues among municipalities with 300,00 or more residents. For a more detailed look, visit https://omnispanels. com/new-residential-construction-statistics-2021/.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
CIRCLE NO. 9
INDUSTRY NEWS
NEWS, NOTES & TRENDS...
Where we’re heading REPORT: Supply delays, staffing top industry concerns
By Joey Maxwell
T
he pandemic economy is affecting the construction industry in both positive and negative ways. The 2021 “Sterling Seacrest Pritchard Risk Sentiment Index of the Construction Industry” asked almost 90 construction industry leaders to name the top challenges currently facing their businesses. On the positive side, construction leaders are seeing consistent profit margins and more business in their pipelines— but negatively report material costs and delays, as well as staffing challenges, presenting huge hurdles for the industry. The construction businesses surveyed were mostly mid-sized prime contractors with an annual revenue of more than $10 million. Survey participants were asked to choose three top risk issues for their company. Top concerns included: > Material costs and delays (52.8%) > Staffing (52.8%) > Economic issues (29.2%) > Cash Flow (24.7%)
Survey highlights say…
Businesses surveyed felt they were least prepared to handle the issues of material costs, delays and staffing. The construction industry is feeling the strain of increased costs for materials and delays in shipping. The fluctuation in costs has made it very difficult for companies to predict budgets and bid work. It also has made it difficult to stay on budget as material costs increase to record levels and shipping delays result in work slowdowns. Just over 50% of the companies surveyed have had to change the way they work to complete projects on time. Three-quarters of the companies surveyed reported the increased price of materials negatively has impacted their bottom line with 73% of survey participants experiencing project delays. There is good news on the job front. Seventy percent of those asked are seeing a rebound in available jobs and projects. However, finding qualified employees continues to be an ongoing issue for the industry as the skilled labor force has been decreasing
for years. The survey did find more than half of the companies surveyed (60%) have increased employee compensation in the past year in an effort to recruit and retain skilled workers. In all, the Risk Sentiment Level in 2021 rose slightly from the last survey in 2019 to 4.92 from 4.91. Sterling Seacrest Pritchard launched its Risk Sentiment Index in 2015 to determine how prepared construction companies are to manage their risk. Risk levels
peaked in 2015 with a level of 5.15 (on a scale of 1-10). It dropped in 2016 (4.43) but jumped again in 2017 (4.99). This year’s risk sentiment seems to be in a good place especially after the many unexpected twists and turns of the past 18 months. As lumber prices decline and some materials are returning to normal shipping schedules, we hope the return to normalcy will allow companies to experience record growth and well managed risk. CCR
Joey Maxwell is a partner with Sterling Seacrest Pritchard, experts in insurance and risk management. He can be reached at jmaxwell@sspins.com. www.sterlingseacrest.com.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
The numbers game
66
4,969
84
The percentage that hotel sales volume soared over the first half of 2020, with investors saying the second half could be even more aggressive, according to JLL Hotels & Hospitality Group’s annual “Global Hotel Investor Sentiment Survey.” The $30 billion total was within 4% of 2019.
The number of brick-and-mortar store openings retailers have announced to date in 2021, according to data from Coresight. Some business owners are looking to malls as locations for their new units, finding that landlords are willing to give better deals now than in the past.
The percentage that gross operating profits improved to 2019 levels, according to STR’s June 2021 monthly P&L data release. Labor costs also rose from the previous month, and in comparison with 2019.
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ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
17
INDUSTRY NEWS
NEWS, NOTES & TRENDS...
Let’s roll with it While many of these changes came out of necessity as a reaction to the times, the pandemic has brought about a shift in the restaurant industry that will outlast the pandemic. More than a quarter of quickservice and fast-casual operators surveyed said they plan to keep all their pandemic-era changes in place going forward, according to the National Restaurant Association's “2021 State of the Industry” report.
Windy City Gamble Chicago is on the verge of soliciting proposals for its first casino resort, with four gaming companies among 11 firms that have responded to an early request for information and suggestions. The complex, including hotel as well as dining and entertainment offerings, would carry a 40% effective gaming tax burden in exchange for its monopoly over a market that drew almost 60 million visitors in 2019.
Doubling it up
The nation's largest hospitality organizations—the American Hotel & Lodging Association and the Asian American Hotel Owners Association—have joined forces to promote the industry's recovery and lobby the government. The American Hospitality Alliance will advocate on such issues as tax reform, COVID liability and illegal hotels acting as short-term rentals.
On alert Cyber ranks as top business concern
T
he wide, wide world of the internet continues to wreak havoc on all industries, commercial construction included. According to the Travelers Companies Inc.’s “2021 Travelers Risk Index,” cyber threats are the top business concern. Of the 1,200 business leaders who participated in the national survey, 59% said they worry some or a great deal about cyber, compared to medical cost inflation (53%) and increasing employee benefit costs (53%). The results mark a return to the top spot for cyber, which also ranked first in 2019. Other top concerns and key findings include: > Top industry concerns (not necessarily safety) for construction decision makers include medical cost inflation (61%), financial issues (57%) and supply chain issues (57%). > A majority (87%) of construction business decision-makers are somewhat, very or extremely reliant on their computer systems functioning properly for their businesses to operate; and yet 20% of construction companies said they are not knowledgeable about cyber events that could impact their companies.
> Only 30% of construction business decision makers surveyed have written a business continuity plan in the event of a cyber attack
> To prevent and manage cyber-attacks, 72% of construction companies use firewalls and virus protection, while 64% do background checks on employees.
The survey results can be found at www.travelers.com/resources/risk-index/2021-cyber-infographic.
They said it “While produce was not included in our initial rollout plans, we believe DG Fresh provides a potential path to accelerating our produce offering in up to 10,000 stores over time, as we look to further capitalize on our extensive self-distribution capabilities.”
“Restaurants have an opportunity to convert their new digital customer relationships into a highly effective customer growth strategy.” — Brightloom CEO Adam Brotman on how data can help eateries optimize their growth
— Dollar General CEO Todd Vasos on the possibility that DG Fresh could unlock the category of fresh produce for dollar stores
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
“[A]mong the industry segments, I believe that fast casual will experience the most lasting change to its business model.” — Firehouse CEO Don Fox on how COVID-induced changes have further accelerated off-premises dining and blurred the lines between fast-casual and quickservice categories
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INDUSTRY NEWS
PERSPECTIVE
Are you ADA compliant? 3 myths that need to be dispelled now
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e’ve been living with industry changes brought on by the Americans with Disabilities Act (ADA) for more than 30 years. The Federal Civil Rights law requires that goods and services available to the public also are accessible to the more than 60 million Americans with documented or recognized disabilities. It is not only a concern for places of public accommodation and commercial facilities, but for all businesses and yet, ADA myths persist. While most business owners and facilities managers know of ADA, misinformation is common. Do you own a building or a business that is open to the public? If you answered yes, then do you know the accessibility standards to which you must adhere to be in ADA compliance? Do you know which is the building owner’s or business owner’s responsibility when it comes to ADA compliance? Are your lease documents clear on this point? How about the age of the property, do you think that relieves you of certain ADA compliance requirements?
By Mick Lowenthal & Melissa Middleton
There are other regulations. The International Building Code (IBC) and other state-adopted building codes such as the California Building Code (CBC) contain construction-related disabled access provisions or specify additional references such as ANSI A117.1, which specifies the minimum requirements for both commercial and residential construction and/ or alterations. But it is important to note that state and local governing bodies do not enforce federal regulations such as the ADA. The enduring ADA myths are many, but among the most common are these three. Know what is true about these and you will understand the value of re-examining your potentially costly assumptions about ADA compliance.
Myth #1
My building or business is old and grandfathered in and does not need to comply with any disabled access provisions.
The bottom line: There is no such thing as an ADA grandfather clause. The term “grandfather” is a passed-down assumption that ADA standards do not apply to buildings that were built prior to the law’s signing in 1990. This is a false claim. If you provide goods and services to the general public, you must adhere to the ADA standards regardless of the age or the historical importance of the building. The grandfather myth may be confused with a “safe harbor” provision in the 2010 regulations for businesses and state and local governments. All the safe harbor provides for is that you do not have to make modifications to elements in a building that comply with the 1991 ADA Standards even if the 2010 regulations have different requirements for them (unless you make an alteration to the building elements). Your building or business still must comply with the older 1991 ADA standards for accessible design. The ADA National Network website explains https://adata.org/ faq/my-building-grandfathered-under-olderada-standards-or-do-i-need-comply-new2010-ada-standards.
Myth #2
I’m only the tenant and not liable. The building owner is fully responsible for all ADA violations. The bottom line: If you provide goods and services in the US, to the general public, including, but not limited to parking spaces, path of travel to the entrance, sales and service counter heights, aisle width between clothing racks, gas stations pumps, public restrooms, etc., the lessor and lessee both are responsible and liable for the accessibility elements, features and functions located on the site. It is recommended that the lease agreement between the lessor and the lessee clearly identifies who is responsible for providing and the maintenance of existing site elements, features and functions. In 2016, California passed a law, AB-2093, that affects commercial property
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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INDUSTRY NEWS
PERSPECTIVE leases or rental agreements executed on or after January 1, 2017. The goal of the assembly bill is to encourage the disclosure of any accessibility concerns between landlord and tenant during lease negotiations and to provide a framework for how those concerns will be addressed. Discussing who is responsible for barrier removal and liability in the event that an accessibility claim is filed is now an important step in lease negotiations in California and warrants consideration everywhere.
Myth #3
I just received a final inspection from the city and I don’t need to comply with anything else. The bottom line: There is a clear separation of enforcement and compliance between building code and the ADA. Property and business owners must adhere to both during the design and construction phases, even after completion. The ADA is an ongoing obligation and must be maintained. While there may be a similarity in the scoping and technical provisions, existing local building codes typically state that once a site has received final inspection approval, you are compliant until you make an alteration. The intent of the Americans with Disabilities Act (ADA) of 1990 is to make clear that individuals with disabilities are given the same rights and opportunities as an able-bodied individual. Protect those rights and protect yourself from unexpected budget hits or the risk of a lawsuit by taking time to work with a knowledgeable accessibility team to clarify requirements, perform assessments and develop plans for compliance. No matter what the myth is, if there is confusion, or businesses just don’t know, a registered access specialist or licensed design professional can assist you by navigating through the maze of accessibility. For more information on additional scoping or technical requirements, check out the ADA Standards PDF. www.ada.gov/ regs2010/2010ADAStandards/2010ADAStandards.pdf. CCR
There is no such thing as an ADA grandfather clause. The term “grandfather” is a passed-down assumption that ADA standards do not apply to buildings that were built prior to the law’s signing in 1990.
Mick Lowenthal is Project Manager - Registered Accessibility Specialists (Texas), and Melissa Middleton is Senior Project Manager for Terracon Consultants. Collaboration for this article provided by the ADA subject matter experts at Terracon Consultants Inc. For more information, contact Melissa.Middleton@Terracon.com or Mick.Lowenthal@Terracon.com.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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INDUSTRY NEWS
PERSPECTIVE
A material difference In these unprecedented times, why the best solution may be to go digital
W
hile its profound and tragic public health consequences have (appropriately) dominated the headlines, the pandemic has had a dramatic and disruptive financial impact across a range of industries. While the hospitality and restaurant sectors have borne the brunt of that impact, newly fragile and unpredictable global supply chains have introduced pandemic-driven operational challenges into a wide range of industries. Construction is by no means immune to that potentially costly and consequential disruption. In construction, where the timely and predictable procurement of building materials is critically important for setting and maintaining build schedules, delays mean lost opportunities, setbacks and bottom-line impacts. To stay successful in that environment, construction and logistics professionals have had to adapt and evolve, being
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more selective about suppliers, altering timelines, and reordering build sequences. Because all of that is made significantly easier and more efficient with the use of digital tools and technologies, digital transformations—and the competitive advantage they confer—have understandably been in the spotlight lately. For construction professionals, understanding the technologies driving those transformations—and how that tech can be used to avoid or minimize supply chain disruptions—is increasingly important.
New tools, new tech
The term Industry 4.0 refers to a category of technologies—cyber-physical systems, the IoT, cloud computing, and AI—that can help create more connected and cohesive production environments. Additionally, they can help more flexible and more modular
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
By Leonardo Vieira
(and, consequently, more resilient and sustainable) supply chains. By providing greater connectivity, new transparency, and real-time views of key metrics and measurables, Industry 4.0 tech helps adopters glean new insights into not only their own operation—but the shifting contours of an evolving marketplace. For construction professionals, that leads to an improved ability to handle (and even predict) supply disruptions and obtain vital building materials, and to make smarter and more strategic decisions about project design and construction planning. A successful digital transformation directly impacts material management challenges. Digitizing material management leads to smarter purchasing and planning and provides granular real-time insights into inventory and shipping details. The result is faster and more efficient builds and the
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INDUSTRY NEWS
PERSPECTIVE seamless integration of complementary innovations like modular builds and prefabricated parts, as well as smarter scheduling and delivery options.
Implementation and optimization
Construction decision-makers looking to implement a digital transformation should start by familiarizing themselves with the key ingredients for digital transformation success:
Chart a course
Begin with a detailed discovery process, building out a transformation vision based on your organizational priorities and capabilities. That vision should lead to a digital roadmap, with an incremental scale-up process that minimizes complexity as each new piece of the tech puzzle is put in place.
Information is power
It’s a universal truth that your output is only as good as your input. This is perhaps even more important to remember with Industry 4.0 solutions, which are entirely dependent on the adopter’s ability to gather and manage critical data. Before you roll out new tools to manage and leverage that data, take the time to identify and prioritize the key metrics that define success for your company.
The long and the short of it
The pace of new tech development is rapid, making long-term planning obsolete very quickly. Companies looking to move forward with a digital transformation should ditch the 5-year plan and should focus more on being strategic than specific. Replace planning with vision, taking on an approach perhaps best characterized as “see long, but act short.”
Personal > Digital
One of the surprising facts about digital transformations is that they are less about the digital, and more about the personal.
For construction professionals, understanding the technologies driving those transformations—and how that tech can be used to avoid or minimize supply chain disruptions—is increasingly important. In other words: the people using the tech are arguably more important than the tech itself. Construction decision-makers and logistics professionals should think carefully about their operational details, and about how their teams engage with the tools and information available to them. The goal is to realize the full human potential of new solutions.
Take your time
While pandemic turbulence highlights the need for more digital transformations, it’s still a mistake to rush into your own transformation. Partnering with a proven
digital transformation expert can save you time and money by avoiding costly missteps and making sure that any Industry 4.0 investments are thoughtful, impactful and sustainable. At a time when the global supply chain is more fragile and less predictable than ever, you literally cannot afford to throw good money after bad. Successfully executing a strategic digital transformation now will not only position your company to thrive and adapt to the challenges of the emerging post-pandemic market, but will also set you up for sustained success in the face of future disruptions. CCR
Leonardo Vieira is a Digital Industry Director with Stefanini, a $1 billion global technology company specializing in digital solutions. The company has locations in 41 countries across the Americas, Europe, Australia and Asia. Vieira facilitates partnerships with clients to boost operational efficiency, improve industrial processes and implrement high-end technology. He is highly involved in the conceptualization, design and deployment of new Industry 4.0 concepts.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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Capture the Chicken Guy! experience at the selfie wall in the queue area.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
The bird is the word Chicken Guy! set to transform Orlando, Florida’s restaurant scene
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hat do you get when two renowned restaurateur minds put their collective heads together? How about one of the coolest, hippest and most anticipated restaurants to hit the ever-growing Disney Springs community in Orlando, Florida?
ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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THE BIRD IS THE WORD Chicken Guy! — the brainchild of American celebrity chef Guy Fieri and renowned restaurateur Robert Earl — is a 1,800-square-foot concept designed to strike the perfect balance between the edgy side of Fieri’s acclaimed personality (balanced, of course, with Disney’s family-friendly guidelines), and his colorful and playful side. Chicken Guy! is defined by its friendly chicken character and vibrant color palette, which are on-brand with Disney’s environmental personality, while nostalgic references to Fieri’s acclaimed brand—like the Camaro-inspired booth seating to his showcase his “Diners, Drive-ins and Dives” show—can be found throughout the restaurant.
Chicken Guy! Disney Springs grand opening. api(+) designer Kayla Nelson, Guy Fieri and api(+) VP + Director of Design Tom Henken.
The environment embodies partner and TV Star Guy Fieri’s edgy and colorful personality as well as the high quality of food.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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A friendly chicken character stays on theme with Disney’s environmental personality.
“The design team carefully and creatively laid the space out to allow intuitive flow through the space and make the highest and best use of each square inch.” — Tom Henken, VP and Director of Design, api(+)
Throw in some high quality food and Chicken Guy!’s inviting, captivating scenescapes, and you have a brand generating long lines in the continual race to attract visitors to Disney’s dining, shopping and entertainment mecca. Located in the heart of Disney Springs entertainment district, Chicken Guy! features the latest in urban dining—rough brick walls and corrugated tin ceilings, an edgy industrial backdrop and colorful graphics. Set off by simple illustration-style graphics located throughout the restaurant, the in-your-face, playful atmosphere is all Fieri.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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Designed by Tampa’s api(+), the key visual elements of the restaurant were carefully designed to take its guests on a journey. For example, in the queue area, Edison bulbs reflect off the corrugated tin ceiling creating a dynamic sparkle effect, while hanging bulbs look like raw task lighting that might be found in a construction site. In addition, arm-style street lights highlight signage. In the dining room, custom beer keg lights mounted from the ceiling provide both form and function. If you want personality, Chicken Guy! has personality. A “sauce wall” located in the queue area exemplifies both funny and edgy brand qualities, while helping guests choose the perfect option for their personal tastes. To drive the Chicken Guy! theme home, a large cold rolled steel slab features funny, quirky cartoon chickens in different disguises expressing the personality of each of the 20 house-made sauces.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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THE BIRD IS THE WORD To drive the Chicken Guy! theme home, a large cold rolled steel slab features funny, quirky cartoon chickens in different disguises expressing the personality of each of the 20 house-made sauces.
In the dining area, large bold letters let guests know they have arrived in “FLAVORTOWN.”
“The space is a unique half crescent shape and is located in a very highly trafficked area of Disney Springs, so it receives large numbers of guests at lunch and dinner time,” says Tom Henken, api(+)’s VP and Director of Design. “The design team carefully and creatively laid the space out to allow intuitive flow through the space and make the highest and best use of each square inch.” With the Disney Springs’ location serving as the brand’s prototype, Guy Fieri and Earl Enterprises are looking to open locations across the country. Following is a visual walk through the new restaurant. CCR
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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FACILITY MAINTENANCE/SERVICE PROVIDER
Annual listing highlights Facility Maintenance/Service Provider firms
I
f you’re looking to servicing capital assets, commercial assets, and all those areas inside or around your building, you need a facility maintenance firm you can count on. To help you give you an idea of the companies in your corner, check out our annual Facility Maintenance firms report. The listing highlights the leaders in the retail, restaurant, hospitality, healthcare (and other) sectors. In addition, the report provides the contact information and contact person for each firm. If you didn’t make the list, contact Publisher David Corson at davidc@ccr-mag.com.
Acme Paper & Supply Co. Inc.
Andy Attman, Vice President 8229 Sandy Ct. Jessup, MD 20794 301-953-3131 www.acmepaper.com aattman@acmepaper.com Year Established: 1946 No. of Employees: 240 Services Provided: Electrical, Floorcare, Janitorial, Consulting, Lighting/Re-lamping, Signage, Equipment Specialize In: Retail, Hotels, Restaurants, Cannabis, Craft Brewery, Education, Healthcare, Federal, Office Leading Clients: N/A
Alert Labs
Blair Melton, VP, Sales & Marketing 2-132 Queen St. S Kitchener, ON N2G 1V9 Canada (888) 425-3780 Ext. 1 www.alertlabs.com sales@alertlabs.com Year Established: 2015 No. of Employees: 50 Services Provided: Consulting, Water Monitoring, Leak Detection, Temperature & Humidity Reporting, HVAC Monitoring, 24/7 Alerts Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Mixed-Use, Multi-Family, Federal, Education, Healthcare, Office, Construction Sites with no Wi-Fi or Local Internet, Builder’s Risk Insured Sites Leading Clients: Property, Facility, Sustainability, Insurance, Construction and Government Organizations across North America
Amazing Pest Control
Grace Nappi, National Business Development 105 Main St. Hackensack, NJ 07601 (877) 922-2336 • Fax: (201) 336-9091 www.amazingpestcontrol.com gnappi@amazingpestcontrol.com Year Established: 2001, No. of Employees: 25+ Services Provided: Pest Control Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Education, Healthcare, Federal Leading Clients: N/A
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Appell Striping & Sealcoating
Mike Appell, National Account Manager 137 E Main St. Bay Shore, NY 11706 (631) 757-1099 www.appellstriping.com kpeacock@appellstriping.com Year Established: 2001, No. of Employees: 50 Services Provided: Parking Lot Specialize In: Retail, Restaurants, Shopping Centers Leading Clients: Jiffy Lube, Savers Thrift Store, Raising Canes
ASSA ABLOY Openings Solutions
Chris Hobbs, Director, National Accounts 110 Sargent Dr. New Haven, CT 06511 (443) 340-2176 www.assaabloydss.com/en/ solutions-by-market/national-accounts/.com chris.hobbs@assaabloy.com Year Established: 1994, No. of Employees: N/A Services Provided: Doors, Frames, Door Hardware, Access Control Devices, Architectural Specification Support Services Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Mixed-Use, Multi-Family, Federal, Education, Healthcare, Office Leading Clients: Our National Accounts Program Supports Over 100 Organizations in the US in Many Markets
Atlantic Forced Entry & Solar Protection
Suzy Carmody, Director of Operations 1775 I St. NW, Suite 1150 Washington, DC 20006 (202) 953-0025 www.atlanticfesp.com • suzy@atlanticfesp.com Year Established: 2021, No. of Employees: 5 Services Provided: Windows, Security Glazing Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Federal, Education, Healthcare, Office, Leading Clients: N/A
Boss Facility Services, Inc.
Keith Keingstein, President 60 Adams Ave. Hauppauge, NY 11788 (631) 361-7430 www.bossfacilityservices.com • info@bossfacilityservices.com Year Established: 2001, No. of Employees: 60 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Consulting, Lighting/Re-lamping, Painting, Windows, Pest Control, Plumbing, Signage Specialize In: Retail, Restaurants, Shopping Centers, Cannabis, Education, Healthcare, Leading Clients: N/A
BrandPoint Services, LLC.
Dave Knoche, Executive Vice President of Sales 820 Adams Ave., Suite 130 Trooper, PA 19403 (800) 905-4342 • Fax: (484) 392-7520 www.brandpointservices.com dknoche@brandpointservices.com Year Established: 2003 No. of Employees: 80 Services Provided: Electrical, HVAC, Painting, Plumbing, Handyman Specialize In: Retail, Restaurants, Healthcare, Grocery Leading Clients: Confidential
Bureau Veritas
Blake Brosa, Sr. VP 17200 N Perimeter Dr., Suite 100 Scottsdale, AZ 85255 (602) 526-3916 • Fax: (410) 785-6220 www.bvna.com blake.brosa@bvna.com Year Established: 1828, No. of Employees: 630 Services Provided: Managing All Maintenance Projects Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal, Banks Leading Clients: Wells Fargo, Starbucks, Walgreens, Home Depot, McDonald’s, Target
CBRE | FacilitySource
Mike McAlister, Vice President, Sales & Marketing 2020 N Central Ave., Suite 1200 Phoenix, AZ 85004 (619) 708-8482 Mike.mcalister@cbre.com Year Established: 2005 No. of Employees: 100,000+ Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Consulting, Lighting/Re-lamping, Painting, Windows, Parking lot, Pest control, Plumbing, Roofing, Signage, Equipment Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Mixed-Use, Multi-Family, Craft Brewery, Federal, Education, Healthcare, Office Leading Clients: N/A
Chain Store Maintenance, Inc.
John Catanese, Vice President 81 Union St., P.O. Box 2008 Attleboro, MA 02703 (800) 888-1675 • Fax: (508) 222-8025 www.chainstore.com john@chainstore.com Year Established: 1991, No. of Employees: 55 Services Provided: Facility Maintenance Specialize In: The multi site repairs specialist – Providing national retail, restaurant specialty chains, financial institutions, healthcare, assisted living, and hotels with reliable property management services throughout the US Canada, Puerto Rico, and Guam. Emergency services 24/7/365. Handyman, Electrical, Locksmith, Plumbing, Pest Control, Backflow, Project Management. We’re here to HELP! Leading Clients: N/A
CS Hudson Inc.
Brittany Peavy, Client Development Manager 700 Veterans Memorial Hwy. Hauppauge, NY 11788 (832) 851-7250 www.cs-hudson.com bpeavy@cs-hudson.com Year Established: N/A No. of Employees: 60 Services Provided: Electrical, Consulting, Lighting/Re-Lamping, Painting, Windows, Parking Lot, Plumbing, Signage, Equipment, Waste Disposal Specialize In: Retail, Shopping Centers, Cannabis, Mixed-Use, Craft Brewery, Healthcare, Office Leading Clients: N/A
Cushman & Wakefield Solutions, LLC
Shelby Hansard, Procurement Director 128 N First St. Colwich, KS 67030 (316) 721-3656 www.cushwake.com shelby.hansard@cushwake.com Year Established: 1997 No. of Employees: 300 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Lighting/Re-lamping, Painting, Windows, Parking lot, Pest control, Plumbing, Roofing, Signage, Equipment, Waste Disposal Specialize In: Retail, Restaurants, Shopping Centers, Education, Healthcare Leading Clients: Verizon, Ulta Beauty, CVS Pharmacy
DENTCO – A Powerhouse Company
Amber Alvarez, Senior Vice President of Business Development 1161 E Clark Rd., Suite 124 DeWitt, MI 48820-8312 (817) 297-8575 www.dentco.com sales@dentco.com Year Established: 1996 No. of Employees: 900+ Services Provided: Landscaping, Parking lot Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Multi-Family, Healthcare, Office Leading Clients: N/A
Duthie Power Services
Shana Duthie, Head of Sales and Marketing 2335 E Cherry Industrial Cir. Long Beach, CA 90805 (562) 790-1997 www.duthiepower.com info@duthiepower.com Year Established: 1956 No. of Employees: 61 Services Provided: Electrical, Generators Specialize In: Retail, Hotels, Shopping Centers, Cannabis, Mixed-Use, Federal, Education, Healthcare, Office, All Commercial Real Estate Leading Clients: N/A
ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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SPECIAL REPORT
FACILITY MAINTENANCE/SERVICE PROVIDER ENTOUCH
Melissa Parsons, Director of Marketing 1755 N Collins Blvd., Suite 350 Richardson, TX 75080 (800) 820-3511 www.entouchcontrols.com info@entouchcontrols.com Year Established: 2008 No. of Employees: 51-200 Services Provided: Electrical, HVAC, Lighting/Re-Lamping Specialize In: Retail, Restaurants Shopping Centers, Multi-Family, Education, Healthcare, Office, Convenience Store, Banks, Senior Living Communities Leading Clients: FedEx, Lowe’s Canada, 24 Hour Fitness
EvaClean Infection Prevention Solutions by EarthSafe
Rich Prinz, Vice President of Sales 145 Wood Rd. Braintree, MA 02184 (781) 752-1213 www.evaclean.com rprinz@earthsafeca.com Year Established: 2014 No. of Employees: 20+ Services Provided: Janitorial, Infection Prevention Solutions Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Craft Brewery, Federal, Education, Healthcare, Office, Hospitals, Municipalities, Schools, Athletic Facilities, Stadiums & Transportation Leading Clients: Marriott International, NYC Schools, NYU Langone Medical Center, Equnox
Facil-IT
John Hall, National Sales Director 275 Hillside Ave. Williston Park, NY 11596 (516) 739-1313 www.facilit.fm john@facilit.fm Year Established: 2014 No. of Employees: 15 Services Provided: CMMS Software Specialize In: Retail, Restaurants, Healthcare, CMMS Software for Operators and Vendors Leading Clients: MaintenX, Samsung, Powerhouse W Services
Facilities Excellence
David C Fanning, President 113B Commerce Park Dr. Westerville, OH 43082 (800) 354-2602 www.facilitiesexcellence.com dfanning@facilitiesexcellence.com Year Established: 2009, No. of Employees: 15 Services Provided: Electrical, HVAC, Janitorial, Landscaping, Consulting, Lighting/Re-lamping, Painting, Windows, Parking Lot, Pest Control, Plumbing, Roofing, Signage, Equipment Specialize In: Specialty Stores, Hotels, Restaurants Leading Clients: N/A
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
FacilityRX Services
John DiNunzio, President 24657 Halsted Rd. Farmington Hills, MI 48335 (248) 566-6187 • Fax: (248) 946-4198 www.facilityrxservices.com info@facilityrxservices.com Year Established: 2018 No. of Employees: 12 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Consulting, Lighting/Re-lamping, Painting, Windows, Parking Lot, Pest Control, Plumbing, Roofing, Signage, Equipment, Waste Disposal, Remediation Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal, Financial Leading Clients: N/A
FCP Services
James Loukusa, CEO 3185 Terminal Dr. Eagan, MN 55121 (651) 789-0790 www.fcpservices.com jloukusa@fcpservices.com Year Established: 1990, No. of Employees: 100 Services Provided: Consulting, Painting, General Contracting Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Medical, Federal Leading Clients: N/A
Federal Heath
Shane Sommer, National Sales Manager 1128 Beville Rd., Suite E Daytona Beach, FL 32114 (813) 240-4542 • Fax: (407) 672-0678 www.federalheath.com/maintenance ssommer@federalheath.com Year Established: 1901, No. of Employees: 550+ Services Provided: Lighting/Re-lamping, Signage Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Healthcare Leading Clients: Target, Cracker Barrel, Texas Roadhouse
FloorMax USA
Skip Mason, Director of Sales 7701 Derry St. Harrisburg, PA 17111 (717) 564-6464 Fax: (717) 525-8713 www.floormaxusa.com skip.mason@floormaxusa.com Year Established: 2012, No. of Employees: 21 Services Provided: Floorcare Specialize In: Big-Box, Specialty Stores, Drug Stores, Hotels, Restaurants, Education, Healthcare Leading Clients: KinderCare, Harbor Freight, Party City, Walgreens, Heartland Dental, Michael’s Craft Store
CIRCLE NO. 21
SPECIAL REPORT
FACILITY MAINTENANCE/SERVICE PROVIDER Galaxy Group LLC
Robert LaGrega, Member 201 S Blakely St., Suite 251 Dunmore, PA 18512 (888) 689-3487 • Fax: (888) 689-3492 www.galaxyfms.com service@galaxyfms.com Year Established: 1985 No. of Employees: 15 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Lighting/Re-lamping, Painting, Windows, Parking lot, Pest control, Plumbing, Roofing, Signage, Carpentry Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Healthcare, Office Leading Clients: Kimco Realty Corporation, Grow Generation, CBRE, Inc (Siemens Healthcare)
Genesis Lighting Solutions
Doug Head, Executive Vice President 700 Parker Square, Suite 205 Flower Mound, TX 75028 (469) 322-1900 www.making-light.com doug@adart.com Year Established: N/A No. of Employees: N/A Services Provided: Lighting/Re-lamping, Parking Lot Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Education, Healthcare, Office Leading Clients: N/A
GGS Partners, LLC
Neil A Sperling, Managing Partner P.O. Box 3057 Margate,NJ 08402 (609) 313-4346 • Fax: (856) 424-5386 www.ggspartners.com neils@ggspartners.com Year Established: 2003, No. of Employees: 5 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Lighting/ Re-lamping, Painting, Windows, Pest Control, Plumbing, Locks, Handyman Specialize In: Specialty Stores, Restaurants, Healthcare, Multi-Site Franchises Leading Clients: N/A
Green Seal
Taryn Tuss, Vice President of Marketing & Communications 1717 K St. NW, Suite 900 Washington, DC 20006 (202) 872-6400 • Fax: (202) 872-4324 www.greenseal.org marketing@greenseal.org Year Established: 1989 No. of Employees: N/A Services Provided: Certification for Environmentally Preferable Products and Services Specialize In: Professional and Household Cleaning and Facility Care Products and Services Including Floor Care Products and Paints and Coatings Leading Clients: 3M, Vi-Jon, Essity, Georgia-Pacific, Diversey, Ecolab, Benjamin Moore
42
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Heritage Fire Security
Michael Rose, CEO 105 Main St. Hackensack, NJ 07601 (800) 688-5557 • Fax: (201) 336-9901 www.heritagefiresecurity.com info@heritagefiresecurity.com Year Established: 2018, No. of Employees: N/A Services Provided: Fire Protection & Maintenance Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal Leading Clients: N/A
IdentiCom Sign Solutions
John DiNunzio, President 24657 Halsted Rd. Farmington Hills, MI 48335 (248) 344-9590 • Fax: (248) 946-4198 www.identicomsigns.com info@identicomsigns.com Year Established: 2009, No. of Employees: 25 Services Provided: Electrical, Consulting, Lighting/Re-lamping, Painting, Parking Lot, Signage, Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal Leading Clients: N/A
JLG Industries, Inc.
Jennifer Stiansen, Director of Marketing 1 JLG Dr. McConnellsburg, PA 17233 (877) JLG-LIFT www.jlg.com Year Established: 1969 No. of Employees: 5,500 Services Provided: Equipment Specialize In: All Facilities Leading Clients: N/A
K.A.I. Total Pavement
Mark Rauth, National Account Manager 7000 W 206th St. Bucyrus, KS 66013 (913) 384-1010 www.kai-pavement.com mrauth@kai-pavement.com Year Established: 2000 No. of Employees: 100 Services Provided: Paving Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Mixed-Use, Multi-Family, Craft Brewery, Education, Healthcare, Office Leading Clients: Target, Home Depot, Chick-Fil-A, Bridgestone, Firestone
CIRCLE NO. 22
SPECIAL REPORT
FACILITY MAINTENANCE/SERVICE PROVIDER Laser Facility Management
Joe Fairley, Vice President 110 Commerce Rd. Boynton Beach, FL 33426 (561) 466-1621 www.laserfacility.com joseph@laserfacility.com Year Established: 2018 No. of Employees: 47 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Lighting/Re-lamping, Painting, Windows, Parking Lot, Pest Control, Plumbing, Roofing, Signage Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Mixed-Use, Multi-Family, Craft Brewery, Education, Healthcare, Grocery, Telecom Leading Clients: T-Mobile, Kindercare, Bojangles
Nationwide Cleaners
Michael Rose, CEO 105 Main St. Hackensack, NJ 07601 (877) 933-8356 • Fax: (201) 336-9091 www.nationwidecleaners.com info@nationwidecleaners.com Year Established: 2000, No. of Employees: 30+ Services Provided: Janitorial, Windows, Covid-19 Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal Leading Clients: N/A
Paint Folks
Brian Foster, Senior Vice President 105 Main St. Hackensack, NJ 07601 (888) 888-7870 Fax: (201) 936-9180 www.paintfolks.com bfoster@paintfolks.com Year Established: 2011, No. of Employees: 18 Services Provided: Painting Specialize In: Big-Box, Specialty Stores, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal Leading Clients: N/A
Powerhouse
Amber Alvarez, Senior Vice President of Business Development 812 S Crowley Rd., Suite A Crowley, TX 76036 (817) 297-8575 www.powerhousenow.com sales@powerhousenow.com Year Established: 1996 No. of Employees: 900+ Services Provided: Electrical, Floorcare, HVAC, Landscaping, Lighting/Re-lamping, Painting, Parking Lot, Plumbing, Roofing, Signage, Equipment Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Multi-Family, Healthcare, Office Leading Clients: N/A
44
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
PPG Services
Logan Broadbent, VP, Sales 242 W 30th St., Suite 400 New York, NY 10001 (216) 296-2860 www.ppgservices.com lbroadbent@ppg.com Year Established: 1883, No. of Employees: 47,000 Services Provided: Painting, Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants Leading Clients: N/A
Prime Retail Services Inc.
Donald Bloom, President/CEO 3617 Southland Dr. Flowery Branch, GA 30542 (866) 504-3511 Fax: (866) 584-3605 www.primeretailservices.com dbloom@primeretailservices.com Year Established: 2003 No. of Employees: 600+ Services Provided: Electrical Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Mixed-Use, Federal, Education, Healthcare, Office Leading Clients: Walmart, Best Buy, Kohls, Chipotle, McDonalds, CVS, Walgreens
ProCoat Products
Larry Schwartz, VP, Sales Strategy & Development 260 Center St., Suite D Holbrook, MA 02343 (781) 767-2270 www.procoat.com larry.schwartz@procoat.com Year Established: 1983 No. of Employees: N/A Services Provided: Painting, Ceiling Restoration Specialize In: Retail, Education, Office Leading Clients: N/A
PRYME
Dave George, President & Chief Technologist 911 Mariner St. Brea, CA 92821 (714) 257-0300 www.pryme.com daveg@pryme.com Year Established: 1995 No. of Employees: 10+ Services Provided: 2-Way Radio & Wireless PTT Communications Accessories Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Craft Brewery, Federal, Education, Healthcare, Office, Hospitals, Municipalities, Schools, Stadiums & Transportation Leading Clients: FBI, LAPD, U-Haul, CITY Furniture Retail Chain
Galaxy FMS EARNING YOUR BUSINESS ONE SERVICE AT A TIME
Commercial Branding
Paving
Renovations
ADA Compliance
Landscaping
Project Management
Preventive Maintenance
Program Rollouts
Snow Plowing
Repair & Maintenance
Retail • Restaurants • Convenience Stores • Hospitality • Healthcare OUR CORE & PASSION • GALAXY OFFERS A HANDS ON APPROACH TO ACHIEVING GOALS • ACTING AS AN EXTENSION OF YOUR TEAM • EARNING YOUR TRUST THROUGH SERVICES IS OUR MISSION
FOR MORE INFORMATION
Lisa Matthews, Vice President • Lisa.Matthews@GalaxyFMS.com
www.GalaxyFMS.com • Service@GalaxyFMS.com • 888-689-3487, Ext. 101 CIRCLE NO. 23
SPECIAL REPORT
FACILITY MAINTENANCE/SERVICE PROVIDER Renovia
Kelsey Kohlmorgen, Marketing Coordinator 5151 N Shadeland Ave. Indianapolis, IN 46226 (833) 736-6842 www.renovia.com kkohlmorgen@renovia.com Year Established: 1999 No. of Employees: 55 Services Provided: Painting Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Multi-Family, Education, Healthcare Leading Clients: Public Storage, Brookdale Senior Living, Five Star Senior Living, Extra Space Storage, Bluegreen Vacations, Best Buy, Cabela’s
Rentokil/Ambius
Robert Smaluk, Commercial Business Development Manager 1125 Berkshire Blvd., Suite 150 Wyomissing, PA 19610 (610) 372-9700 Ext. 99235 www.rentokil.com bob.smaluk@rentokil.com Year Established: 1930 No. of Employees: 36,000 Worldwide Services Provided: Landscaping, Pest Control Specialize In: Retail, Restaurants, Hotels, Shopping Centers, MixedUse, Multi-Family, Federal, Education, Healthcare, Office Leading Clients: N/A
Rockerz Inc.
Robert Smith, Director Business/ Nat’l Acct 100 Commonwealth Dr. Warrendale, PA 15086 (724) 612-6520 www.rockerzinc.com rsmith@rockerzinc.com Year Established: 2004 No. of Employees: 60 Services Provided: Floorcare, Polished Concrete Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal, Other Leading Clients: N/A
ROYAL
April Glavas, Sales Operations Coordinator 19175 Metcalf Ave. Stilwell, KS 66085 (800) 728-1155 www.royalsolves.com info@royalsolves.com Year Established: 1993 No. of Employees: N/A Services Provided: Electrical, HVAC, Consulting, Lighting/Re-lamping, Painting, Plumbing, Signage Specialize In: Retail, Healthcare Leading Clients: National Multi-Site Brands
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Sloan
Alison Heitman, Director, Global Marketing Communications 10500 Seymour Ave. Franklin Park, IL 60131 (847) 994-3214 • Fax: (847) 671-6944 www.sloan.com alison.heitman@sloan.com Year Established: 1906 No. of Employees: N/A Services Provided: Plumbing Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Craft Brewery, Federal, Education, Healthcare, Office, Sports Stadiums, Transportation Leading Clients: N/A
SMG Facility Service
SMG Facility Services Tom Kay, Chief Revenue Officer 2517 NJ 35, Building L, Suite 200 Manasquan, NJ 98736 (214) 912-9205 www.smgfacilities.com tkay@smgfacilities.com Year Established: 1996 No. of Employees: 50 Services Provided: Electrical, Floorcare, HVAC, Janitorial, Landscaping, Consulting, Lighting/Re-lamping, Painting, Windows, Parking Lot, Pest Control, Plumbing, Roofing, Equipment, Emergency Services Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Education, Healthcare, Childcare Leading Clients: SMG Supports 30,000+ Sites Across Varying Business Segments Within North America SERVICE
C O N F I D E N T LY
Solatube International
Iris Hoag Marketing Manager 2210 Oak Ridge Way Vista, CA 92081 (888) 765-2882 www.solatube.com Ihoag@solatube.com Year Established: 1993 No. of Employees: 100 Services Provided: Lighting/Re-lamping Specialize In: Education Leading Clients: Legacy Magnet School, Northeast Regional Library
Specialized Elevator Services
Jeff Sprosty, Vice President Sales 14320 Iseli Rd. Santa Fe Springs, CA 90670 (855) 243-1200 • Fax: (562) 407-1300 www.specializedelevator.com jsprosty@sesholdings.com Year Established: 2004 No. of Employees: 200+ Services Provided: Elevator Modernization, Maintenance, Repair & Testing Specialize In: Retail, Hotels, Shopping Centers, Mixed-Use, Multi-Family, Federal, Education, Healthcare, Office Leading Clients: Over 100 National Clients
Open 24/7 When you contact us anytime, we have a Chain Store representative (never an answering service) available to expedite your service request.
Day + Night Trades The CSM team is available to provide H.E.L.P. (Handyman, Electrical, Locksmith, Plumbing) Trades for standard or EMERGENCY facilities calls spanning the USA, Canada and Puerto Rico, and Guam.
Experienced Contractors A key component of qualifying our contractors are experience in their trade and experience working in an active, operational environment.
Services: • Handyman • Backflow • Pest Control
• Electrical • Locksmith • Plumbing • Pest Control • Restaurant • Special Projects • Backflow Prevention • Fire Extinguisher Program
Contact us anytime, we have customized our systems to accommodate your emergency and standard facilities needs.
www.chainstore.com
CIRCLE NO. 24
Live Customer Service Reps 24/7/365 800-888-1675
SPECIAL REPORT
FACILITY MAINTENANCE/SERVICE PROVIDER Springwise
Lynn Harnishfeger, Director National Accounts 5101 Grumann Dr. Pensacola, FL 32507 (850) 426-8069 www.springwisefm.com lynn.h@springwisefm.com Year Established: 1969 No. of Employees: 125 Services Provided: Electrical, Landscaping, Lighting/Re-lamping, Painting, Windows, Parking Lot, Plumbing, Signage, Projects, Handyman Specialize In: Retail, Restaurants, Shopping Centers, Education, Healthcare, Office Leading Clients: N/A
Stratus Building Solutions
Rachel Frazier, Marketing Director 10530 Victory Blvd. North Hollywood, CA 91606 (888) 981-1555 www.stratusclean.com rfrazier@stratusclean.com Year Established: 2006 No. of Employees: 13 Services Provided: Floorcare, Janitorial Specialize In: Mixed-Use, Multi-Family, Education, Healthcare, Office, Gyms Leading Clients: N/A
Thomas Consultants, Inc.
Kevin Brent, Senior Vice President 4140 E Raines Rd. Memphis, TN 38118 (901) 398-8426 • Fax: (901) 398-5749 www.gotci.com kbrent@gotci.com Year Established: 1986 No. of Employees: 7 Services Provided: Consulting, Lighting/Re-lamping, Signage, Equipment Specialize In: Federal, Education, Healthcare, Office Leading Clients: N/A
Veterans Worldwide Maintenance
Jay Cruz, Business Development 105 Main St. Hackensack, NJ 07601 (800) 235-4393 • Fax: (201) 336-9091 www.veteransmaintenance.com jcruz@vpssinc.com Year Established: 2011 No. of Employees: 30+ Services Provided: Electrical, Floorcare, Janitorial, Painting, Parking Lot, Pest Control, Plumbing, Handyman Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Healthcare, Federal Leading Clients: N/A
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Wallace Design Collective
Brad Thurman, PE, FSMPS, CPSM, Principal 123 N Martin Luther King Jr., Blvd. Tulsa, OK 74103 (800) 364-5858 • Fax: (918) 584-8689 www.wallace.design.com brad.thurman@wallace.design.com Year Established: 1981 No. of Employees: 189 Services Provided: Consulting, Parking lot, Roofing Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Mixed-Use, Multi-Family, Craft Brewery, Education, Healthcare, Office Leading Clients: Walmart Stores, Inc., Jiffy Lube, Bridgestone Retail Operations
WaterSignal, LLC
Aaron Beasley, Executive Vice President 510 Staghorn Ct. Alpharetta, GA 30004 (844) 232-6100 www.watersignal.com abeasley@watersignal.com Year Established: 2009 No. of Employees: 10 Services Provided: Consulting, Water Management and Monitoring, Leak Detection Specialize In: Retail, Restaurants, Hotels, Shopping Centers, Cannabis, Mixed-Use, Multi-Family, Craft Brewery, Education, Healthcare, Office Leading Clients: Cousins, Transwestern, CAT, JLL, COX Enterprises, Simon Property Group
Window Film Depot
Jeff Franson, President/CEO 4939 Lower Roswell Rd., Suite 100 Marietta, GA 30068 (866) 933-3456 • Fax: (678) 547-3138 www.windowfilmdepot.com jeff@windowfilmdepot.com Year Established: N/A, No. of Employees: N/A Services Provided: N/A Specialize In: Bullet Resistant Systems, Glass Protection, Windows, Window Film Sales & Installation Leading Clients: N/A
ZipWall Dust Barrier System
Doreen Bouvier, Customer Service Manager 37 Broadway Arlington, MA 02474 (800) 718-2255 www.zipwall.com info@zipwall.com Year Established: 1997, No. of Employees: N/A Services Provided: Other Specialize In: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Medical, Federal Leading Clients: N/A
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INSTALLATION PROJECT MANAGEMENT TURNKEY SOLUTIONS COMMISSIONING
BUREAU VERITAS | BVNA.COM BLAKE BROSA, SENIOR VICE PRESIDENT BLAKE.BROSA@BVNA.COM | 800.733.0660 EXT. 4132 CIRCLE NO. 25
MAINTENANCE
PM SOFTWARE MAINTENANCE INSPECTION TESTING & VERIFICATION
How to Make Your Advertising in CCR… By Jim Nowakowski, President Accountability Information Management, Inc. We do a lot of advertising research. And today, there’s a lot of confusing information about what advertising is and isn’t. The Readership Circles chart on the right will help you cut through this confusion. Because today, an “ad” is just part of the equation: readers get information digitally. They go through Google to find you (over 4-billion searches each day), so your ad investment in CCR is just part of the equation. This article explains how to maximize that investment. Content is the Key Your ad appears in the print and digital version of the media outlet. The publisher of CCR, David Corson, invests most of his time and money building his “overall audience” for your ad (you can see his audience in this auditing tool: http://intrln.com/ccr) But he also has his website to handle the audience he can’t control: the Google audience. Therefore, you can help maximize your investment by sending in your company information for CCR's website. The more content you have on the internet, the more chances you have of being found and purchased. Simple, huh? Your Product is Really Information No matter what product or service you are selling, your real product is information. Thus, you are in an information war competing for the attention of buyers with not just your competitors, but with everyone on the internet. The more content you have that’s yours, the more opportunities for them to see you and go through the readership circles. Why We Know This AIM places a tracking code on CCR’s website and each month monitors visitors. Then, because you advertise, you receive 10 “dossiers” seen on the right on companies who have consumed data – companies that represent high-valued ACCOUNTABILITY WEBSITE AUDIT targets because their need is NOW for what you are selling.
Accountability Information Management, Inc.
CCR-MAG.COM
David Corson has us audit this activity. You receive this audit if you advertise, and it represents a rich field of leads for you. Call David Corson 678.765.6550 today to find out more details! Or, call us and we’ll help you understand the powerful information at your disposal.
Always Trusted Information Accountability Information Management, Inc. 553 N. North Court, Suite 160 Palatine, Illinois 60067 847-358-8558 www.a-i-m.com
IMPORTANT. This audit covers the above website for the period of September, 2020. It was conducted by allowing Accountability Information Management, Inc. (AIM) by placing a proprietary Code on the website to provide deeper analytics from the thousands of monthly visitors to the website to the publisher (i.e., the companies utilizing the website). AIM is in the business of auditing and verifying data. For information, contact: AIM, 553 N. North Court, Suite 160, Palatine, Illinois 60067. PUBLISHER’S STATEMENT. Commercial Construction & Renovation, CCR-MAG.COM, is a community of leading commercial construction professionals within the retail, restaurant, hospitality, health care, federal, multifamily and other commercial sectors. The website content spans the design, construction and facilities operations of major commercial construction segments to meet the information needs of today’s high level executives. Visitors will find information relevant to the collaborative management process required to complete projects on time and on budget, and to efficiently manage these facilities. PRIVACY. F&J Publications, LLC discloses the information we collect on this website and how it is used. This report is based on visitors to CCR-MAG.COM. Specifically, the information in this report is aggregated to provide our advertisers information on website usage. F&J Publications always reserves the right to release information about visitors, including non-personal information. NUMBER OF COMPANIES
XXX
This is the number of companies that the Code identifies. This number is the monthly universe of companies that can be identified from the thousands of visitors to this website.
NUMBER OF TIMES THESE
X,XXX
This is the number of times these companies visited the website. The average per company is 1.41.
PAGE VIEWS BY
X,XXX
This is the number of page views that these companies viewed on the website. The average pages viewed by a company this month is 2.04.
SEARCH TERMS USED BY
XX
This is the number of identifiable different search terms these companies used to arrive on the website. The search terms, for example, were put into a browser which delivered results. Among the results was a page on this website. For example, while many people find it by typing in “commercial construction and renovation” or “CCR” in a search engine like Google or Bing, other terms deliver specific pages from this website based on what users type into the search engine. These searches account for less than 5% of the total search terms used. The top ten (listed) account for 48% of the identified total (not counting CCR itself).
INDUSTRIES
XX
This is the number of companies that the Code is able to classify. It represents 5% of the total companies that visited this website, and is supplied for reference only. See UNDERSTANDING THE DATA.
FIRST PAGE VIEWED
X,XXX
The Code keeps track of the first page viewed by the companies, and is the same number of times the companies came to the website. The chart Key First Pages Viewed lists the top ten landing pages from this grouping (excluding CCR-MAG.com itself, which is among the top, but not more than 12%).
SEPTEMBER 2020
SEARCH TERMS USED TO REACH US • “Christopher Bushnell” AND Social Security • gary falco architecture • hi macs color TERRAZZO LUNA • inverter eon model el3 10 watt pricing • metal work very essential tools • mulehide jts1 colors • penncolor uv dispersions • permeable pavement concerns • rampart yellow wallcovering • silicone molds KEY FIRST PAGES VIEWED (other than CCR-MAG.com) • 7-essential-tools-for-your-metalworkingprojects • what-is-soil-reinforcement-and-how-is-it-done • 8-important-safety-measures-forconstruction-sites • new-menards-store-in-paducah-ky • construction-procurement-101 • conversations-with-bennett-van-wert-dwm • conversation-withbobby-darnell-cmc • american-dream-mall-in-nj-to-reopen-onoctober-1 • cny-group-names-new-vp-of-people-andculture • the-impact-of-building-materials-inconstruction COUNTRY BREAKDOWN OF COMPANIES United States India Pakistan Canada United Kingdom Other (64 countries)
XX% X% X% X% X% XX%
UNDERSTANDING THE DATA This report is provided to you from the publisher to help you understand the creation, distribution and consumption of information on the digital highways. The companies that are provided to you in this report have visited CCR-MA G.COM and consumed information. Knowing the name of the company gives you a “heads up” to pursue for your sales efforts. If you need to explore additional ideas, including ways to utilize this information, please contact the publisher or AIM directly. In addition to the INDUSTRY/COMPANY listings, you will see a list of companies that are not categorized by Code into industries. These are sometimes more valuable and should be considered carefully for your sales efforts. Finally, often a company will utilize a general channel (like Comcast), which does not provide the individual company’s IP. These visitors are often just as valuable in terms of “what” they consume on our website. We would happy to help you pursue this type of analysis. CCR7002.1
...Pay Dividends. The magazine or newsletter or website has a specific number of possibilities - the overall audience. You must factor that into ROI.
No matter where you place your message, this is the pattern of what we call the “Readership Chain.” And the weakest link in the chain will break it. That’s why you need as much content as you can on the Internet. People, your buyers, get distracted easily. Your messages must be compelling.
Some convert into readers of your message.
Not all people will "see" what you are selling. You must know some of these basics.
Some also raise the hand and ask for information.
Accountability Tools from CCR The audience audit tool (on the left) enables you to see CCR’s audience for yourself. The Company Dossier tool on the right highlights 10 companies who have consumed CCR content that month for your marketing purposes. Advertising in CCR gets you these dossiers. And there’s much more. Below are the highlights from the prior month for your review. Imagine being able to see who is consuming content like this, and then putting them in your marketing sights!
ACCOUNTABILITY WEBSITE AUDIT Each month advertisers receive powerful information to help them market their products and services. Here is a taste. 98,819 pages were consumed by over 2,000 companies. Among them: • • • • • •
Architectural firms like HDR Inc. and Smithgroup Universities like Illinois Wesleyan, Yale or University of Massachusetts Energy companies like BP America or Schlumberger Financial companies like American Express, Mckinsey & Company and Wells Fargo Materials companies like USG Corp and Carlisle Industrial companies like Aecom, Eaton and General Dynamics
And thousands more like CBRE, Texas Instruments, Goodyear, St. Lukes Episcopal Hospital. All these companies have projects going on – projects you can access to sell your products and services. Call the publisher, David Corson for a complete details. 678.765.6550. Or email him at: davidc@ccr-mag.com.
CIRCLE NO. 26
52
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
All systems go... Your 3-step process to preparing for a healthier future By Tony McGraw
T
he past 18 months has brought a change in mindset when it comes to indoor spaces, emphasizing the importance of the healthy building, which is a facility that balances occupant health and safety, operational efficiency and sustainability.
This has led building managers and owners to be more forward-thinking as they create and renovate their buildings to mitigate current and future threats of all kinds. They also recognize the need for additional capabilities, connectivity and resilience to manage future risks—all while prioritizing operational efficiency and energy optimization. With this in mind, there are three overarching elements every business needs to create a truly healthy, connected and resilient building.
1. A connected and centralized system that can enhance emergency responses and adapt to anything
A building or campus’s security solutions can and should work together seamlessly, not just with each other but with all other building systems. By implementing an integrated security operations center (SOC), security managers gain a complete view of everything happening in and around the space. With security components that inform each other, a building owner can simultaneously manage and monitor security solutions as well as other systems, like lighting, HVAC, motion sensors and energy use, from one central hub. Building security leaders must be able to communicate with each other and with their occupants effectively and quickly in case of any threat. In an emergency like an active shooter incident, the first 60 seconds are the most decisive, and security leaders can make the most of that time by integrating key security solutions within their SOC. This includes automated gunshot detection to quickly activate a series of security solutions for a rapid and streamlined response as well as mass notification systems (MNS) to instantly send alerts to all
ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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ALL SYSTEMS GO... occupants with evacuation instructions and even enable two-way notifications, allowing emergency responders and security leaders to communicate with those in danger. At the same time, video surveillance automatically can be shared with local law enforcement, providing them with visual and audio information to allow them to approach the situation with advance insight. Monitoring capabilities, such as video security, smart sensors and heatmaps can identify and flag potential issues before they escalate. Beyond emergency threats, sensors can detect vaping and smoking as well as fights or aggressive voices. With a robust set of monitoring solutions, facility managers can increase building flexibility and efficiency, proactively respond to all events and reduce costly false alarms by allowing for advanced situation assessment, so staff can enter as aware as possible. For example, in a fire emergency, fire sensors and alarms can communicate with integrated HVAC systems to ensure all cooling and heating assets are automatically shut down to avoid fanning the flames.
technologies add greater value when they give a more complete picture of behaviors and movements within the building. With advanced artificial intelligence (AI), they can help to predict security and health threats before they occur.
2. A deeper understanding of the building’s occupants through remote screening
Instead of focusing purely on access control, security managers can leverage integrated security technologies to give a holistic view of who is inside a building and what their behavior is like. With this information, building managers can better assess internal threats, gain a real-time, room-by-room headcount and determine whether occupants are using the space efficiently. With that holistic view in mind, building owners and their security operations center teams are adopting advanced AI remote screening solutions to assess and monitor occupants. Picture a person entering a building securely without needing to stop or interact with others at the entrance—in the
A building or campus’s security solutions can and should work together seamlessly, not just with each other but with all other building systems. At the very base, facilities leaders need powerful access control technologies that ensure the right people are in the right places to safeguard occupants, physical resources and sensitive data. Due to the strains of COVID, demand has shifted specifically to touchless and biometric access control, which ensures cleaner environments, avoids traffic bottlenecks and provides long-term business intelligence. In addition to the need for a rapid emergency response, a modern security system should be proactive; security
meantime, the security personnel can focus their attention on more pressing priorities, making the most of their time and resources while avoiding false alarms. With AI-enabled surveillance and heatmaps, personnel can work remotely to identify suspicious or threatening behavior as well as potential public health risks and dispatch the right person at the right time without disrupting the flow and experience of occupants. For example, advanced skin temperature detection technologies leverage
a combination of AI and thermal imaging to detect and flag individuals with high temperatures, which can be indicative of fever or illness. Weapons detection technology installed at the entrances of entertainment venues, airports, schools and other high-traffic facilities can also add an inconspicuous layer of threat detection. The latest in AI-driven solutions can even send alerts when areas within a building are becoming too overcrowded and could result in a health or security threat. Deeper insight into how spaces and assets are being used in a building is not only beneficial to improve occupant experiences, health and safety; it also is a boon for building efficiency and sustainability.
3. Technologies that inform operational decisions and help meet sustainability targets
Building administrators can make informed choices to improve operations and positively impact budget by pulling data from both inside and outside the facility and leaning on AI solutions that flag potential issues early and help avoid fees associated with false alarms. Building leaders should also be focused on sustainability goals, which can be successfully reached by implementing the right solutions and working with a trusted partner. Technologies connected in one central hub provide a holistic view of energy use and can help leaders cut utility costs, boost energy optimization, avoid costly downtime and minimize greenhouse gas emissions. Not only are these enormous advantages for the health of the community and the planet, but they also generate significant cost savings that facilities leaders can carry forward to other security projects and investments. The role of security is undergoing a shift: What was once a business expense has become a source of added value and a strategic asset. We are emerging from the pandemic with new expectations for buildings—and for security. CCR
Tony McGraw serves as VP and General Manager of security solutions at Johnson Controls, the global leader for smart, healthy and sustainable buildings. He brings more than two decades of leadership in security and operations to his current role in helping realize safer and healthier buildings to improve customer and occupant experience.
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www.nationalsignteam.com CIRCLE NO. 27
How Madonna University’s Welcome Center was Slated
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Advertorial • CupaClad ®
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Photography by Laszlo Regos laszlo@laszlofoto.com
here’s a new building in Livonia, Michigan, which is rigidly steeped in Christian humanistic values and deftly clad with one of the most ancient, time-tested of natural materials. Madonna University’s overall mission is to instill its students with intellectual inquiry, a respect for diversity... and a commitment to serving others through a liberal arts education based upon the truth. The overall design of the Madonna University Welcome Center was inspired by these values. According to Matthew Teismann, AIA, NCARB, President/CFO at MKC Architects of Columbus, Ohio, “The Madonna University Welcome Center invites all people to visit a contemporary structure offering two mindsets. One being a location which provides a first view for incoming students; the other being a museum exhibiting history of the Felician Sisters of North America.” This second entity consists of a 4,300-squarefoot wing, aptly named the Felician Sisters of North America Heritage Center and Archives. It celebrates the Felician Sisters — an apostolic congregation of religious women founded in the mid-1800s. Teismann described how the building’s interior theme embodies an updated version of “cloister design,” dating back to the basilica of Saint Francis of Assisi in Italy. “This five-year project was challenging,” he stated, “as we were tasked to come up with a contemporary building emanating historic significance. One way we were able to accomplish that theme was by specifying CupaClad® natural slate to clad the exterior of the Welcome Center.”
Matthew Teismann, AIA, NCARB, President/CFO, MKC Architects
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Advertorial • CupaClad ®
The architects initially planned to clad the façade of this 30,550 square foot structure with black stone... but could not find material with the performance characteristics they were seeking. From there, they considered selecting various types of porcelain material... after that, black brick. “We ultimately decided upon CupaClad® due to its contemporary, clean lines and also because this unique building material was historically significant. We also were pleasantly surprised when we were presented with CupaClad® ’s proposal, which indicated how cost-efficient it was, especially for higher-end buildings.” The architect added that final specification of this natural slate product was not only based upon it being affordable, but also being exceptionally durable and offering incredibly low maintenance, as well.
CupaClad’s Vanguard 201 was the product selected for the Welcome Center. Modern and efficient, this system marries large format slates with stainless steel clips, creating a clean, contemporary combination. “Selecting Vanguard 201 ultimately results in someone seeing the
building via a larger perspective,” stated Teismann. “People can now perceive how the exterior was installed via the grids and clips, which is actually a nice ‘look’... especially when considering the horizontally-formatted, large scale blue slate modules by CupaClad. Also, to a more trained eye, because of the unique application method, the natural slate does not show expansion joints, which can break up an aesthetically rhythmic placement of exterior cladding.” The architect added that final specification of this natural slate product was also based upon its being affordable, durable and offering very low maintenance. “This building was not intended to be a religious edifice,” concluded Teismann. “But even though it’s not religious in stature, overall, it is inherently very spiritual. CupaClad materials actually embody this.”
Ron Treister is Founder/President of Communicators International Inc., a marketing communications firm in Jupiter, Florida. For three decades, his firm has worked with major accounts in the commercial construction sector. He can be reached at rlt@communicatorsintl.com.
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Would you like to be a guest or sponsor? An interview podcast that talks to guests that will have business titles in design, construction, facilities, real estate, procurement, development, etc. in retail, restaurants, hospitality, healthcare, federal, multi-family, shopping center owners, developers, cannabis, mixeduse along with the A/E/C sectors plus vendor service suppliers & mfcs who’s products and services are specified, recommend and purchased by end-user brands to build and maintain their facilities in the Commercial Construction Building industry.
To be a guest or sponsor, reach out to David Corson your host at davidc@ccr-mag.com. CIRCLE NO. 29
Issue 9, 2021
The communitycentered approach Addressing California’s affordable housing crisis
Tom Pflueger, Senior Associate, Director of Housing Studio at MBH Architects
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The communitycentered approach Addressing California’s affordable housing crisis By Tom Pflueger
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alifornia’s senior population has been growing at a rapid pace for the past few years. According to projections by the state Department of Finance, the number
of Californians 65 and older is expected to climb by 2.1 million by 2026. By contrast, the number of 25- to 64-year-olds is projected to grow by just more than half a million and the number of Califor-
nians younger than 25 will grow by a mere 2,500. Despite the shifting demographics, the conversation surrounding the affordable housing crisis has been largely absent from state legislators as politicians take hold of other issues, including education, healthcare, and the environment. Meanwhile the silvering of California is placing enormous strain on the state’s already fragile network of long-term services and supports, including affordable-housing for seniors, in-home aides, and skilled nursing facilities. So, the question becomes, “How can architects address the issue and help provide solutions to this statewide crisis?”
Paired with the onset of an unprecedented pandemic that sent unemployment rates soaring higher than they were during the Great Depression, providing affordable and safe housing options for seniors and other vulnerable populations became more crucial than ever. Looking to ease the affordable-housing crisis plaguing the Bay Area, Alameda, Californiabased MBH Architects, in collaboration with Jon Worden Architects, assisted MidPen Housing Corporation in designing Fetters and Celestina Garden Apartments. The development serves to provide low-cost rentals in the heart of Sonoma
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County—one of the most expensive housing markets in the nation—to low-income families and seniors.
Fetters Apartments
The first phase in the development, Fetters Apartments, consists of 60 units offered with one to three bedrooms spread across five buildings. An additional community building features amenities such as a communal kitchen, computer lab, laundry room, and a classroom for after school programs. A shared garden further bonds residents, as does a school playground, while a public bike and pedestrian trail encourages outdoor activities.
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Fetters sits on property that was once part of an historic public warm spring, nearby the Sonoma Mission Hotel. It sits on a geothermal line that dots communities up the Sonoma Valley. Previously recognized as the Fetters Warm Spring, this swimming hole acted as a large gathering spot for the community. Nearby, the natural geography and biology of extensive vineyards in Sonoma Valley served as the inspiration for the exterior design of the complex.
Celestina Garden Apartments The second phase of the housing development, Celestina Garden Apartments, provides 40 affordable units for low-in-
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
come seniors, with eight units reserved for homeless seniors and seniors displaced by the 2017 Sonoma County wildfires. The apartments push the agenda forward within the multi-housing industry by providing large units that are attainable for seniors at an affordable rate with connections to nature through outdoor amenities, common spaces, and a shared garden. The shared gardens give residents autonomy and a familiar sense of home that alleviate some of the challenges with moving into an apartment building. When designing the apartments, MBH made sure that all the elements are completely walkable and provided simple solutions for daily activities.
CIRCLE NO. 30
Upon arrival, residents are greeted by the property’s impressive 9,000-square-foot community garden consisting of planter beds brimming with a variety of vegetables and herbs. An entry trellis leads residents into a spacious courtyard filled with abundant landscaping, created by Quadriga Landscape Architecture and Planning. Various seating arrangements are perfectly situated for residents to take advantage of Sonoma Valley’s wonderful sunshine. Past the courtyards is an enclosed, two-story shared space featuring a communal kitchen and an open floor plan where residents can relax and mingle. The building also houses a community gym, which features views of the valley, and a bike path connecting the development with the larger community.
Although amenities became somewhat obsolete during the pandemic, there is an uptick and demand for workforce-oriented amenities. The building’s exterior is soft and warm, with a variety of materials commonly found throughout Sonoma Valley. Wood balconies and guardrails add an organic feel that fits within the architectural scheme of the community. The building is grounded with an earth toned color palette that draws upon the local vernacular, blending the building into the surrounding neighborhood and landscape. The apartment offers 37 one-bedroom and three two-bedroom apartments accessed from open walkways bathed in natural light, which take advantage of Sonoma’s mild climate and provide a direct connection to the courtyard as well as views to the valley beyond. Sustainability and resident well-being was top of mind during the design development. MBH Architects worked alongside Jon Worden Architects to infuse environmentallyfriendly design elements within each unit,
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CIRCLE NO. 31
including low VOC coatings and sealants; cabinetry with no added urea formaldehyde; GREENGUARD®-certified flooring; and Energy Star appliances. Efficient heating and cooling equipment regulate each unit, while solar thermal panels on the building’s exterior preheat water used by the entire community. In addition, photovoltaic panels provide clean energy for all indoor common areas as well as landscape lighting.
The Pandemic’s Impact on Multi-Family Housing
As a result of the pandemic, MBH has begun designing larger units that promote flexibility of use within the private and public spaces. Common areas are becoming more significant, and residents are thinking about doubling their homes as working spaces, especially within those larger units. The firm has been primarily inspired by the versatility in European and Japanese design styles for small, efficient spaces that provide a variety of functionality—pulling in multi-use or versatile furniture solutions such as Murphy beds and modular furniture pieces that provide more than one use. For MBH’s senior care work, it has researched blue zones and where centurions are thriving, and how it can bring elements of those lifestyles into our senior facilities. Although amenities became somewhat obsolete during the pandemic, there is an uptick and demand for workforce-oriented amenities. Private working rooms with more robust Wi-Fi, electric hook-ups, and technology connections have been prioritized as a large population of our nation’s workforce will continue to work remotely. Ultimately, MBH’s goal for solving the senior housing crisis in California is rooted in providing living spaces that accommodate the evolving nature of people’s day-to-day lives—designing apartment units that feel like a much larger home. MH Tom Pflueger is Senior Associate, Director of Housing Studio at MBH Architects.
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CIRCLE NO. 32
Digital Buyers Guide Directory Get listed in our new app that will connect you with our community. Listing will consist of: Company name
Contact
Product Category
www.acastglobal.com/ccr
To get listed contact: Mike Pallerino mpallerino@gmail.com CIRCLE NO. 33
Photography Credit: Sarah Zelman, Senior Marketing Manager at Hatch
Issue 9, 2021
The vibe’s the thing How Hatch is creating an environment where cannabis rules
Gary Leff, Owner, Hatch
THE CANNABIS OPERATIONS
THE VIBE’S THE THING
The vibe’s the thing How Hatch is creating an environment where cannabis rules
A
WALK US THROUGH HOW YOU WORKED WITH HATCH ON DEVELOPING THE BRAND EXPERIENCE.
Dwayne MacEwen: The refresh and rebrand started when the original Addison location was approved and licensed to add adult-use sales to the existing medical-use store. At the time, Gary was also working toward a second dispensary in Wheeling.
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Dwayne MacEwen
With that in mind, the brand had to appeal to a broad spectrum of customers. The beauty of our process and Gary’s vision is that the Addison location became a test lab for design and branding for a “breakthrough experience.” Given that the Wheeling store was larger and needed a physical presence, we worked closely with Gary and his team to express the Hatch brand in every aspect of the architecture and interiors—all in service of the customer experience. Everything including the material palette, signage, window film design, custom displays, furnishings and fixtures is cohesive with the brand. We are relentless in our execution process, often mocking up spaces, casework and other elements—this is the level of attention and commitment we have to the brand and project success.
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Photography Credit: Anthony Tahlier Photography, courtesy of DMAC Architecture
recent Google review says everything you need to know about the type of atmosphere the Hatch Dispensary team wanted to create for its customers: Not a visit do I not walk out happy. The staff is A+!! I’ve always been greeted and helped with EVERY question I’ve ever asked. I simply love the vibe the shop has. The people are really knowledgeable and always willing to help. For Hatch President Gary Leff, the breakthrough cannabis dispensary was designed to put serving its customers’ needs above all else. That means incorporating a little bit of everything—care, knowledge, expertise and atmosphere—into the mix. The takeaway is that Hatch is not your average cannabis experience. Defined by its medical and recreational menus, the store’s layout, designed by Chicago architecture firm, DMAC Architecture P.C., makes browsing its vast selections as appeasing as the products themselves. Leff says his teams spends countless hours curating and selecting products that will fit the specific needs its customers want. To get an inside look at the Hatch Dispensary brand and its newest store in Addison, Illinois, we sat down with Leff and Dwayne MacEwen, principal and creative director of Chicago-based DMAC Architecture P.C.
Interview by Michael J. Pallerino
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THE CANNABIS OPERATIONS
HOW DOES THE OVERALL DESIGN CATER TO WHAT TODAY’S CONSUMERS WANT?
Dwayne MacEwen: We designed Hatch to be more than just retail; we wanted the high-touch service that the brand is known for to really shine through an engaging, high-design setting. The resulting space facilitates quick sales, browsing, consulting, education and events with approachable luxury, personal care and wellbeing at the center of the shopping experience.
WHAT KIND OF ADJUSTMENTS WERE MADE TO CATER TO HOW CUSTOMERS SHOP TODAY?
Dwayne MacEwen: Since the onset of the pandemic, when much of retail shopping moved to online ordering, we began to rethink the pick-up experience. For restaurants, it is typically a combination of DoorDash-types of service, as well as customers coming inside to pick up their meals. Unlike our restaurant clients, delivery service is not an option for dispensaries in a highly regulated environment. Customers must come into the store to pick up their orders. Retailers have just a few minutes to make an impression and get customers to connect with the brand. As designers of hospitality spaces, we believe the quick sales experience cannot be an afterthought—it has to be an integral part of retail design.
THE VIBE’S THE THING
inclusion of a living room-style lounge space. We outfitted this small niche with comfortable club seating, TV and an area rug—all easily reconfigurable for private consultations, larger demonstrations, employee training, educational events and programs.
WALK US THROUGH THE DESIGNED STRATEGY.
Dwayne MacEwen: For this location, we were tasked with transforming a 5,800-square-foot suburban shopping center outparcel––which used to be a former freestanding restaurant––into a one-of-a-kind dispensary experience. On top of the challenge that the renovation itself posed, this project was fast tracked to meet a state licensing deadline for adult dispensary operators. In four short months, we had permits in hand, completed construction and were ready to open the doors, all while working under pandemic protocols. Since we recently completed the prototype Hatch in Addison, we were able to quickly tailor the Wheeling design to a bigger space with an expanded program.
WHAT MAKES YOUR DESIGN ENGAGING TO TODAY’S CANNABIS CUSTOMER?
Dwayne MacEwen: Online retailers have essentially become logistics companies. Convenient? Yes. Memorable? Not exactly. We wanted Hatch to challenge that norm by providing an experience that is personal, memorable, and captures shared values––which is exactly what the retail landscape needs to compete in an increasingly digital marketplace. As a result, Hatch was configured and designed with an immersive hospitality focus from the inside-out. We also introduced a hybridized layout that would allow the space to be multifunctional, most notably through the
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Given the nature of the site and the existing building, we knew that the customer experience had to begin curbside. We employed a strategic envelope intervention approach that introduces the brand in a natural facade of variegated cedar wood cladding contrasted with flat-black walls to create a backdrop for a prominent store front. Existing windows were framed in black and covered in a custom leaf-pattern vinyl film in branded colors with the multipurpose of filtering natural light, giving clients privacy, and meeting state regulations for dispensaries. Once inside, cedar-clad walls and translucent glazing are the backdrop of the interior space for a warm and inviting feel. To carry that warmth through the open layout, our lighting strategy for Hatch was varied and specific. The retail space is lit with subtle fixtures fading into the black ceiling, keeping the primary focus on accent lighting for the products themselves. In the lounge, however, the space features elegant pendant Edison lamps that visually welcome guests and signal a mood of comfortable luxury. The design also takes advantage of large windows with a custom
translucent film, filtering natural light in both the retail and lounge spaces.
GIVE US A RUNDOWN OF THE LAYOUT. Dwayne MacEwen: We wanted the entire experience to be as intuitive and seamless as possible, so the layout is reflective of that intention. At entry, customers can easily navigate the open space curated into three program areas: shopping, sales and multipurpose functions. The sales counter is located near the entry for fast online order pick-ups. The main retail space features long custom casework arranged in rows with generous circulation on both sides, and each illuminated to highlight products artfully displayed under glass. The existing building configuration allowed us to offset the hospitality-style lounge area to serve as a multipurpose space. Still visible from the entry, it is strategic positioning has a “tucked away” feel for private consultations, training, demonstrations or small events.
WHAT’S THE BIGGEST ISSUE RELATED TO THE CONSTRUCTION SIDE OF THE BUSINESS?
Dwayne MacEwen: Everyone is experiencing supply chain problems. Construction is arguably worse off than other industries, because everything has to be timed perfectly. You cannot install a display case if the flooring tiles are back ordered. For fast-track construction projects, this means evaluating products that are in stock and ready to go, yet also ensuring the design itself is not sacrificed in the process. For Hatch and its particularly expedited timeline, this was something we were very mindful of. Ultimately, we did specify some furniture pieces that were not readily available––the one aspect of the project we waited on––as there was not a substitute product in-stock we felt was of equal quality and impact. In this instance, waiting on the furniture fortunately did not affect our ability to open on time. What type of areas do you seek when seeking store locations?
Gary Leff: We look for traditional retails sites that have the typical characteristics of a strong location for any other type of frequent use retail. That means high density, strong demographics; high traffic; strong presence, visibility; easy access; and good co-tenancy with high frequency complementary uses such as grocery stores. Now that cannabis is becoming more mainstream, communities and landlords are happy to put us in their best real estate, as they recognize cannabis is a strong traffic generator that is complementary to other uses in their developments.
WHAT’S YOUR SHORT-TERM STRATEGY? LONG-TERM?
Gary Leff: Short-term, we’re looking to introduce as many people to the Hatch experience as possible, as we believe the experience we offer is far superior to most other dispensary experiences in the marketplace. This means getting the word out to both experienced cannabis users as
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THE CANNABIS OPERATIONS
THE VIBE’S THE THING
well as the “canna-curious,” i.e., those who either have never tried cannabis or have not reengaged with cannabis since their youth. We strongly believe if we can get people to shop with us just once, they will turn into loyal customers as we provide an experience where all kinds of shoppers can comfortably explore and shop for cannabis without feeling the rush and pressure of all that accompanies most other dispensary experiences that are predominantly transaction oriented. Long-term, we’re focused on acquiring more licenses so that we can introduce more consumers to the Hatch experience.
WHAT TYPE OF CONSUMERS ARE YOU TARGETING?
Gary Leff: We’re not targeting a specific demographic or user. Rather, we’re focused on consumers who value the experience and are not just looking for the cheapest price. So, for us, that means customers who value our warm and welcoming environment, our friendly and knowledgeable staff, our amazing product selection and our ability to transact quickly for those that are in a hurry. We want to cultivate loyal guests we can establish long term, trusted relationships with and act as their personal concierge for their cannabis experiences, whatever their needs may be.
WHAT’S THE BEST PIECE OF ADVICE YOU CAN OFFER TO OTHER BRANDS RIGHT NOW?
Gary Leff: I think it is critically important to define your long-term vision for the guest experience from the outset and stay authentic to that vision by making the necessary investments despite the temptation to cut corners and go for easy wins. This requires enormous focus, patience and discipline, but in the long run will pay off in spades.
WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD?
Gary Leff: We’re excited about all the innovative products being introduced into the marketplace, which will continue to make cannabis more accessible and attractive to a growing audience of users.
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We work extremely hard day in and day out to ensure we are consistently offering the same great experience to every guest that walks through our door. — Gary Leff, President, Hatch Dispensary
For example, over the last year, several cultivators have introduced sleep-specific products, many containing the cannabinoid CBG which was not available. These products appeal to a large segment of consumers, many of whom are older, who are looking for better sleep quality without any of the psychoactive effects. Additionally, once COVID is under control, or hopefully gone, we’re excited to launch our events space where we will regularly engage with the community on all kinds of informative educational events in a relaxing setting and share our extensive
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
knowledge and passion for cannabis with the community at large.
WHAT TRENDS ARE YOU EXPECTING?
Gary Leff: We expect to continue to see cannabis come out of the shadows and evolve into a traditional, experiential shopping experience like what has happened in retail and restaurants over the past couple decades. Additionally, we expect to see more consumers engage with cannabis as the stigma around consumption continues to wane, consumption becomes more
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THE CANNABIS OPERATIONS
THE VIBE’S THE THING
normalized, and products become more user friendly and acceptable.
WHAT MAKES YOUR BRAND SO UNIQUE?
Gary Leff: The fact that we’re independently owned without any vertical integration allows us to be solely focused and invest heavily on delivering the best dispensary shopping experience, period. Our independence means we are not forced to push any of our own products, but rather carrying a broad selection of the best products in the marketplace that most effectively meet the myriad needs of our diverse customer base. Additionally, we are not distracted by the complexity of running a cultivation or processing facility or the capital necessary to do so, and we can put all of our energy and passion into delivering the best damn dispensary
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shopping experience in the marketplace, and continue to make the necessary investments to stay ahead of the curve.
WHAT’S TODAY’S CONSUMER LOOKING FOR?
Dwayne MacEwen: Today’s tech-savvy consumers expect more from brands. As architects and designers, I think the question is, “How do we design for an immersive shopping experience that gives people a compelling reason to leave their couches and online carts?” After a year’s worth of pent up demand to get out of the house, to connect with family and friends, shop in person, travel, dine inside a restaurant, go to a concert, and much more, designers should want to welcome and excite people when they actually go out. Our sense of the world has changed indelibly since the pandemic, and we
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
are thinking about the potential of a new retail experience that combines any of these shared social activities. What if food-and-beverage (F&B) spaces became the new influencer for retail products? What if event architecture integrated dynamic merchandising? The solutions lie somewhere in a hybrid of retail, F&B and entertainment. Hatch brings many of those dynamics together. Gary Leff: We believe today’s consumer is looking for an authentic experience where they can build a long-term loyal relationship they trust and feel good about. While they may be able to find a product on sale for a better price elsewhere, we think many consumers want to shop somewhere they believe has their best long-term interests at heart. They want to continue to make the necessary investments that deliver that experience on a day-in and day-out basis.
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THE CANNABIS OPERATIONS
Furthermore, we do not believe every consumer is looking for the same thing. Some are looking to get in and out of the store as quickly as possible, whereas others want to take their time and browse on their own. Others may want to spend 15-20 minutes with one of our knowledgeable budtenders to learn about cannabis and find the best products for their specific need(s). We’ve designed our experience so that we can cater to meet the specific needs for all these different groups by being sensitive to what’s important to them and then delivering on that.
TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING?
Dwayne MacEwen: In every project, we look for opportunities to be sustainable. Sometimes that is driven by the client who wants LEED certification, but there are many other ways in which we design sustainably. We seek vendors who offer more options in
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THE VIBE’S THE THING
the high-end durable green product market at a similar or better price point. Another way we add value to a design is by upcycling used materials for impact, cost savings and less waste that would otherwise go into landfill. Internally, our office is reducing our own footprint by going paperless, recycling, taking public transportation, replacing windows with insulated low E glass, and installing an energy efficient HVAC system.”
WHAT’S THE SECRET TO CREATING A “MUST VISIT” LOCATION TODAY’S? Dwayne MacEwen: Because we are a hospitality driven firm, we are designing immersive hybrid spaces like Hatch to be more than just a retail store. It is designed for an elevated guest experience as well as for streamlined quick pick-up convenience. It is a training ground where mentors and students work together. It has bright open space for demonstrations and educational
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
programming. It is a relaxing lounge with comfortable seating for consultations. The shopping experience becomes more about the personal connection to the customer than simply showcasing products. Gary Leff: There is no silver bullet. First, you must create a welcoming environment that people want to spend time in, and offer enough interesting experiential elements for customers to explore to keep them engaged on an ongoing basis. But this alone is not enough. The actual shopping experience must deliver on the expectation that is set by the great ambience, meaning amazing friendly and knowledgeable service, a broad product selection, and fair prices. We work extremely hard day in and day out to ensure we are consistently offering the same great experience to every guest that walks through our door. Customers are smart and finicky and will choose to shop elsewhere if we don’t deliver on their expectations.
CIRCLE NO. 36
INDUSTRY
WOMEN IN CONSTRUCTION
A cut above Our conversation with BrinMar Construction & Development Group’s Ladi Goldwire
L
adi Goldwire has always made it her priority to stand out. But being an African-American, female construction executive is not what makes that dream possible. Being a 15-year industry veteran and owner of a noted design build company is what drives her mission home. A state licensed General Contractor and Building Code Administrator certified through the International Code Council, Goldwire has spent her career learning how to succeed in an industry defined by its competitive, ever-changing landscape. As owner of BrinMar Construction & Development Group Ltd, she continues to find ways to deliver what her clients want, when they need it. Under her leadership, the West Palm Beach, Florida company, with several locations throughout the state, continues to provide a hands-on approach to its customers’ remodeling and renovations needs.
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CIRCLE NO. 37
INDUSTRY
WOMEN IN CONSTRUCTION Give us a snapshot of the construction market today?
what I would say is there simply aren’t enough of us out there. We need to get job sites and board rooms used to seeing women in the roles and when in those roles we have to show up and exceed expectations. The challenge is getting a seat at the table. The solution is that more women are placed into roles with exceptional bandwidth—that they create “sponsorship” opportunities and mentors whenever possible—creating space for more women.
The construction industry is stronger than it has ever been, in my opinion. It is one of the biggest drivers of the economy. I would argue one out of five people you talk to are connected to the industry in some way directly or indirectly. I am seeing an uptick in home renovation and remodel projects.
How did you get started in the industry? What’s your story?
What’s the best piece of advice you have ever received?
My father and his father (my grandfather) were tile setters and block masons. I would tag along as a little girl and was fascinated with the reality of seeing mud and water transformed into something tangible. I would visit an empty plot of land, and over the course of time, revisit and see huge office buildings and apartment houses. The kicker was that in the 80s and 90s I never saw any women. It piqued my curiosity tremendously.
What is happening to you is happening for you and things don’t just happen-they happen just.
What’s the advice you would share with women just coming up in the industry?
The challenges pertaining to women and opportunities in the industry vary, but primarily, what I would say is there simply aren’t enough of us out there. When I would share my interests with my dad, he would always subtly redirect me to office work ( accounting, secretarial tasks, etc.). That piqued my interests even further. It made me want to delve into how to make my mark as a woman in the brute areas of construction. Fast forward 30 years and here I am.
What are some of the biggest changes you have seen over the past few years?
Technology has undoubtedly reshaped the way things are being done in the industry. From conception to turnkey, developers and project managers are finding new innovative ways to get work tasks completed. Those innovations are then being moved forward into the field and positively impacting time schedules, production times and bottom lines on budgets.
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Name some of the opportunities available for women in the industry?
The opportunities for women are endless. We are seeing more women venturing out into the trades. There are more women builders, electricians, plumbers, HVAC subcontractors than ever before. Women work smarter, quite frankly and in my experience tend to work from the head up. I have observed that men are shoulders down when it comes to performing work tasks specific to their trade and where analytical and decision making comes into play, contrary to the belief that women have a hard time making decisions, I am seeing women in leadership roles and forewoman capacities doing the work.
What challenges remain?
The challenges pertaining to women and opportunities in the industry vary, but primarily,
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Lean into your femininity and embrace it as the superpower it is. Trust that you are enough. I am currently working on my autobiography titled, “Woman, You Are Enough,” and it is rooted in this concept.
What’s the biggest lesson the past year has taught you?
This pandemic has taught me the importance of fluidity. Being able to pivot and quickly adjust to any circumstance is important.
What’s the biggest item on your to-do list?
Developing better, more refined systems. I have conditioned myself to simply work and run a business. Never really paying attention to how the business actually runs me. I am finding I want to spend less time toiling in the business and really want to get to a space where I enjoy it all. I would also like to retire at 50. As a result, my to-do list is geared toward making that happen.
The first thing you are going to do when everything gets back to normal?
Quite frankly, I believe this is the New Normal, so my mindset is to adjust and enjoy every moment as it presents itself. To be present in it and remain grateful for it. Some extra travel when the world opens up will be nice too. CCR
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CIRCLE NO. 39
Special Section • Issue 9, 2021
A new day 5-year, $500 million project transforms Chicago’s historic Willis Tower
Derek Larsen, Central Regional Manager, Bendheim
Derek Larsen of Bendheim helped architects select about 2,700 feet of architectural glass for a renovation project at Willis Tower in Chicago.
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
A new day 5-year, $500 million project transforms Chicago’s historic Willis Tower By Thomas Renner
E
stablishing architectural charm in a building that is five football fields tall is not an easy assignment. At
the Willis Tower, which soars 1,451 feet in the air, creating a warm and cozy aura is a huge ask. But that was the primary objective in the recently completed transformation of
Photography by Ed M. Koziarski
the iconic Chicago landmark. Construction teams at the building, which held the mantle of the world’s tallest building for nearly 25 years, recently wrapped up the five-year, $500 million redevelopment project. ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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A NEW DAY The scope included introducing 300,000 square feet of new restaurants, retail, entertainment and outdoor terrace space to the existing tower—a transformation that created 125,000 square feet of new tenant-exclusive amenities. It also launched the country’s largest elevator modernization project. The directive to the architect, Gensler, was to create a more welcoming, warmer building. “The space was previously closed off to the street, an approach taken for decades in cities to ensure security,’’ says Gensler architect Marissa Luehring. “It was designed at a time when working people didn’t necessarily live downtown. Willis Tower was primarily a place to go to work, so there was little engagement with the streetscape and within the building. Now, what we’ve done is open the podium back up to the community.” Architects and installers found numerous nuances to consider and puzzles to solve. The 110-story building, which attracts 25,000 daily visitors and hosts 15,000 workers in more than 100 businesses, stayed open during the three-year renovation. “We had all of these foundations and footings, and we had to figure out how to put in a new building that doesn’t have to tie into anything that’s underneath it or on top of it,’’ Luehring says. “And we still had thousands of tourists and thousands of working people coming into the building every single day.” The building, originally known as Sears Tower, opened in 1974 as the world’s tallest skyscraper. London-based Willis Group Holdings bought the naming right as part of its lease (the name was formally changed in 2009). Purchased by Blackstone in 2015 and managed by EQ Office, it now is the third tallest building in the United States. One of the more distinctive architectural choices to help create an inviting approach is a rising staircase with a “red carpet” feel, featuring backlit glass risers. More than 300 square feet of 3-foot x 120-foot safety laminated glass panels by architectural glass manufacturer Bendheim Architectural Glass were included. “It was quite a technical challenge to design and fabricate the glass,’’ says Derek Larsen, Bendheim’s Central Regional Manager. “It could not be fully tempered due to the
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Willis Tower, which opened in 1974 as the world’s tallest building, attracts 25,000 daily visitors and hosts 15,000 workers in 100 businesses.
Terrazzo: The Cure for the Common Floor Terrazzo is the natural choice for today’s buildings. A seamless, non-porous finish makes terrazzo easy to clean and disinfect. Its resistance to moisture accumulation and microbial growth helps maintain a mold-free environment and healthy indoor air quality. Terrazzo is impervious to liquids, odors and dust mites. Equipment rolls silently on terrazzo’s smooth surface. With endless design possibilities and a long life-cycle, terrazzo floors bring beauty and sustainability to every setting. National Terrazzo & Mosaic Association www.NTMA.com 800.323.9736 CIRCLE NO.40
Glass Knife Architect: Maverick Architects & Design Designer: Surroundings Interiors General Contractor: Welbro Building Corporation Photographer: David Laudadio
A NEW DAY unusual sizes and potential issues with bowing. We also needed to determine the correct opacity for backlighting.” Bendheim manufactured more than 2,700 square feet of customized architectural glass materials for the project. Each of the various glass types achieved distinct architectural objectives. Bendheim’s Gothic glass in a hammered texture softens up partition walls, dividing the space to create unique and more intimate rooms. Houdini glass, one of Bendheim’s standard products, enhances privacy around the tower’s checkpoint area. Double-sided bronze etched mirror acts as a partition wall and 3/4 inch monolithic grey glass was installed in large doors and openings around the security areas. “There were a lot of challenges in this project to get the appearance perfect,’’ Larsen says. “We offered different textures and opacities. Ultimately, we homed in on the correct aesthetic over many design iterations. The project incorporates many glass types, and the end result came out gorgeous.”
“We wanted the experience of the building to really feel like Chicago. There are so many different types of people in the city.” — Marissa Luehring, Architect/Designer, Gensler
Exterior improvements added
SkB Architects overhauled the street-level experience and facade. The intent married the goals of the interior changes to make the building more welcoming. According to a fact sheet on the project, “With its new exterior, Willis Tower will offer an inviting and vibrant pedestrian experience while honoring the building’s role as a unique Chicago and American icon. It will create a sense of place, not just a place to work.” A five-story district at the base of the tower, called Catalog, ties the building back to the original owner, Sears Roebuck and Company. EQ Office calls Catalog a neighborhood, with retail, dining and entertainment. “Catalog represents everything we love about Chicago, from the energy of the neighborhoods and the diversity of the city’s design and architecture,’’ says David
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CIRCLE NO. 41
A NEW DAY Moore, Senior VP and Portfolio Director of the EQ Office. Moore says the space recognizes the pace of change occurring in everyone’s lives and needs to drive lifestyle and experience into the workday. With the addition of Catalog, EQ is furthering its mission to create a new Willis Tower as an urban destination that is the heart of downtown, capturing the vibrancy of the city and delivering the best experiences of life and work to residents and visitors of Chicago. One of the most intriguing design challenges facing architects was creating appeal for all of the various users of Willis Tower, from its daily workers to first-time Skydeck visitors and everyone in between. “It was extremely important for us to celebrate the building and to create a space where everybody knew that they were in Willis Tower,” Luehring says. “Planning-wise, it was all about the cross section of people and how to engage across all of the different levels. We wanted to give everybody a dedicated space for their specific functions while also creating a lot of different forms of vertical transportation and mixing zones.” Since the building remained open during the transformation, architects
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Did you know? Approximately 1.7 million people visit Willis Tower every year. The building, then known as Sears Tower, opened in 1974 and was the world’s tallest building from 1974-1999. It remains the world’s tallest steel-construction building.
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Willis Tower at a glance Willis Tower, Chicago Project details: A five-year, $500 million redevelopment covered 425,000 square feet of the building, which is the third tallest building in the Western Hemisphere. Teams completed work on the interior and exterior of the building, including a five-story district at the base of the building that includes retail, dining and entertainment. The objective: The overarching goal for project architect Gensler was to create a building that was a more welcoming, warmer building. Class with Glass: Architectural glass manufacturer Bendheim delivered more than 2,700 square feet of materials for the project, and each brought distinct architectural objectives. Among the most unique was 300 square feet of backlit laminated glass along a staircase that creates a “red carpet” feel to the building.
and construction teams had to work with existing infrastructure. The numbers are overwhelming, including 43,000 miles of telephone cable, 25,000 miles of electrical cable and 25 miles of plumbing. There are more than 100 elevators moving 1,600 feet per minute. “We wanted the experience of the building to really feel like Chicago,’’ Luehring says. “There are so many different types of people in the city, and with Willis Tower being such an iconic building, it is a popular destination, especially for people who are visiting Chicago for the first time. It’s a great place for residents to show off their city and kind of get that cross section of all of Chicago in one place.” CCR Thomas Renner writes on building, construction and other trade industry topics for publications throughout the United States.
ISSUE 9, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION
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Issue 9, 2021
‘What used to be’ Enduring pandemic-era trends in hospitality construction and design
Glynn Dowdle, principal, Dowdle Construction Group and Nick Dryden, principal, Dryden Architecture + Design.
Hospitality in Commercial Construction
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By Glynn Dowdle & Nick Dryden
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
‘ What used to be’ Enduring pandemic-era trends in hospitality construction and design
B
y the end of 2020, the outlook for the hospitality industry was grim. For restaurants and bars, sales were $240 million below the National Restaurant Association’s forecast from before the pandemic, according to its “2021 State of the Restaurant Industry” report. The report also documented that 110,000 restaurants nationwide had closed, and the sector ended 2020 with 25 million fewer jobs than the previous year. Hotel and other hospitality jobs also plummeted by 4 million, per the American Hotel & Lodging Association’s (AHLA) “2021 State of the Hotel Industry” report.
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Hospitality in Commercial Construction
Restaurants and hotels that stayed open had to completely change how they were operating. For restaurants that meant shifting to takeout-only models and significantly reducing staff, and for hotels it meant reducing guest capacities, closing shared amenities like pools and implementing extreme sanitization protocols. But despite a very challenging past 18 months for the hospitality industry, new restaurants, bars and hotels continued to pop up, counter to all expectations. This is especially true in hotbed tourist locations like Nashville, Tennessee. As of now, more than 140 restaurants/bars and at least 20 hotels have opened since the beginning of 2020 in Nashville alone, per data from Visit Music City. We have been involved in many of these build-outs during the pandemic, and it has become clear that restaurants and hotels are reimagining their operations and how they use their spaces. We have seen some unique construction/design trends take shape within the industry that we think will endure post-COVID.
Maximizing outdoor space
Safety has become a huge consideration for public dining, so restaurants are thinking critically and creatively about how to accommodate patrons without packing them into a traditional dining room. For many, that means adding outdoor spaces of all types and sizes, from conventional patio spaces to extending into back lots or side alleys. In large urban areas with minimal space, we have even seen blocks where parking spaces along the street have been filled with temporary booths. With outdoor spaces, the most significant variable that has challenged our creativity is the weather. Most establishments need to seat customers rain or shine, so we will add elements like awnings or large umbrellas where possible. For places with colder seasons, we also have had to think about how to heat these outdoor areas. One solution has been building
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cabana-type enclosures with space heaters and insulation. Some have even gone as far as building individual fireplaces. However, if an outdoor area is not possible due to space constraints, we get to think of ways to introduce fresh air from outdoors. For example, we may replace an exterior wall with glass garage doors that, when closed, function like windows, but they can be opened when the weather permits.
But despite a very challenging past 18 months for the hospitality industry, new restaurants, bars and hotels continued to pop up, counter to all expectations. Thinking more like healthcare designers
In healthcare design, surfaces and materials must be easy to clean to ensure a healthy environment for patients, visitors and staff. With the continuing threat of spreading COVID, the hospitality industry is taking notes from the healthcare industry and opting for similar finishes. Restaurants and hotels are choosing surfaces that are less porous, such as laminate or stainless steel. Similarly, naturally antimicrobial materials, such as copper and its alloys, can be threaded into fabrics or used on their own as unique accents. Other surfaces can be treated with antimicrobial coatings, too. Additionally, hospitality designs are incorporating touchless controls for switches, plumbing fixtures and elevators to minimize the spread of germs.
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Hospitality in Commercial Construction
Another focus is on air quality. Many commercial buildings, including restaurants and hotels, are having their HVAC systems overhauled with antibacterial and anti-viral filtration. Now that effectively every commercial space has to have measures in place to keep patrons healthy, they are catching up to what hospitals have been doing for years.
Residential designs blending into commercial
Recently, we have seen a convergence of residential ideas in commercial spaces. Restaurant patrons of late seem to prefer a more comfortable and welcoming environment, rather than a commercial or “institutional” experience. They want to feel as if they’re eating at home even if they’re eating out. In response, commercial designs are trending toward more detailed, homey designs that you’d normally see in high-end residences. This includes furniture, lighting
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CIRCLE NO. 43
Hospitality in Commercial Construction
and finishes. For instance, instead of traditional booths, we might put in cushioned, couch-like seating, or we’ll install more stylized chandeliers and light fixtures rather than the typical commercial fluorescents. This trend is making its way into office design, as well. We are now collaborating on these commercial projects with our residential department, and Dowdle Construction has had the chance to learn more about residential work through this intriguing trend.
Embracing local design narratives
In rapidly developing cities like Nashville, there is a lot of change happening and many outside influences coming to the market. New concepts are being imported and, in some ways, transforming the city’s fabric. The pandemic has brought a lot of confusion, and locals are increasingly wanting to hold on to “what used to be.” Designers and builders are taking that to
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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CIRCLE NO. 44
Hospitality in Commercial Construction
heart. Some are creating spaces that hyper-localize the experience in, and echo the character of, a city. For example, we recently completed a hotel project for which we brought in over 50 local creative partners and artists to contribute to the concept, art, furniture and finishes. Our goal was to make sure every finish and decor piece spoke to the city’s environment, culture and history, so visitors
and locals alike could make a personal connection. People appreciate that spirit of community in a time of so much instability. Just as the pandemic has changed our personal lives in many ways, it has also affected how many industries, including hospitality, are operating. We believe many of these recent, pandemic-related trends in operations, construction and design will endure. Thankfully, both industries
are rebounding: The restaurant industry is on track for double-digit growth by the end of 2021, per the National Restaurant Association’s report, and the hotel industry is slated to see 200,000 jobs return in the coming year, according to AHLA’s report. We believe this is partly because restaurants and hotels have become more equipped to keep their customers safe, comfortable and well-fed.
Glynn Dowdle is a principal at Dowdle Construction Group, and Nick Dryden is a principal at Dryden Architecture + Design. The duo have worked together on many hospitality projects throughout Nashville, including Martin’s BBQ downtown, 404 Kitchen, Upbeet, Dogwood Saloon, and Olive and Sinclair.
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INSIDE THIS ISSUE:
New Job Bank....................................pg 2 Johnson Controls...............................pg 2 President’s Message........................pg 3
Member Directory..........................pg 4-5 2021 Annual Conference: That’s a Wrap!..................................pg 6
FALL EDITION • 2021
Shifting the Risk of an Owner’s Failure to Pay Who bears the financial risk when a project owner is unable to make to the work of a subcontractor in that state, no matter what the parties agree. payments that have been earned? The answer depends not just on the terms of However, payment and financial risk do not have to occur in the state in which the general contract and subcontracts but on the statutes and case law of the the project is located. The nuances of selecting the law that should apply to your place where the project is located. The outcome can be different on one side subcontracts is a good subject for a discussion with your attorney. of the road than on the other, if that road happens to be a state line. You should You have a well-crafted Pay if Paid clause in a state that will enforce it – consult with your counsel before signing your contract and there are too many but you are still not out of the woods. Your subcontractors likely have mechanics jurisdictions and form contracts to cover all the possibilities here. Also, be wary of lien rights and you likely have exposure to lien claims. That exposure to a 50 State Surveys of the law. They are not always accurate, always at least a day personal judgement – not one that allows foreclosure on the property – can be out of date and intended for lawyers to use as a starting point for an analysis. A a significant problem. That half-built video rental store might not have enough few of the key considerations are covered in this article. value to pay the subs for their work, much less give you a way Start with the terms of your subcontracts. If you do not have to recover, and the LLC that tried to develop it is out of money. a “Pay If Paid” clause in your subcontract, you will not be relieved Your Pay-If-Paid clause prevents you from having a contractual of your obligation to pay subcontractors just because you do not liability but a court may still allow a subcontractor to enforce its get paid. Pay If Paid clauses are not always enforceable, are not lien against you. A properly worded Pay-If-Paid clause might give enforceable in some states and even if enforceable do not prevent you some ammunition to claim that the subcontractor has no some statutory obligations. However, a Pay If Paid clause will never be lien rights because it has no contractual right to payment. Giving enforced if the parties didn’t agree to it. The language of a Pay If Paid extra care to drafting the clause with limiting liens in mind, and clause needs to be legally precise. “Contractor will pay Subcontractor restrictions on waiving lien rights, is key. The flow-down clause in 14 days after the Owner pays the Contractor” – that is not a Pay If your subcontracts is also a key component to managing payment Paid clause and will not shift the burden of an Owner’s non-payment risks. If your electrical subcontractor is saddled with the payment By Jeffrey Hamera, to the subcontractor. At most, that is a Pay When Paid clause that risk but does not pass that buck to its suppliers, you can end up Duane Morris most courts will interpret to mean that if a payment is delayed to the with valid claims from suppliers under a lien law or other statute general contractor, a delay in payment to the subcontractor is justified, that allows an end run on your subcontract and payment risk back but if the owner never pays, the clause does not apply to relieve general contractor on your door step. More complications arise if an owner or subcontractor end up of its obligation to pay the subcontractor. Different state courts look for different in bankruptcy or receivership. language to find a Pay If Paid clause enforceable. Commonly, the term “condition The risk of an owner’s nonpayment is hard to manage and better to avoid. precedent” is required – the subcontract must make the owner’s payment a Most form general contracts allow a general contractor to receive proof of the “condition precedent” to the general contractor’s obligation to make a payment to owner’s ability to pay before a contract starts and allows for a lack of proof of a subcontractor. Certainly, Pay If Paid clauses can be drafted to make it even more an owner’s financial ability to perform to be a reason to stop work. Some owners clear that the risk of the owner’s nonpayment is shifted to a subcontractor. It takes either edit or remove those terms, or exclude them from their own construction a precise interpretation of state law to draft a good Pay If Paid clause – don’t rely contracts. It’s an important term that shouldn’t be surrendered lightly. on this article for legal advice and don’t try this at home. Developers or owners often use LLCs to be the party to a construction contract Even with a well-crafted Pay If Paid clause, you might not be able to to cut off liability (but would never allow a contractor to do that) and without a shift the burden of non-payment. Many states have determined that Pay If guaranty from a well-funded guarantor, you may have little other than the value Paid clauses are against the public policy of the state and will not allow the of the project to go after if you are not paid. Guaranties aren’t always easy to burden of an owner’s nonpayment to be shifted to a subcontractor. Other states get but are always worth considering as part of the payment risk equation. apply a very strict interpretation of contract clauses that a party alleges were Some owners have tried to turn the Pay-If-Paid concept to their advantage by intended to shift the burden downstream and will only enforce those clauses inserting clauses in general contracts that condition an obligation to pay the in specific circumstances or might not enforce a facially valid clause because general contractor on the owner’s receipt of payment from a construction lender it would be unfair, in the court’s view, to do so. Knowing the law of the state or equity investor, sometimes before an equity investor exists. Compliance with in which your project is located and the law that applies to your subcontract is an inspecting architect’s reasonable efforts to confirm the value of construction key to managing the risk of non-payment. Many times the parties will follow work actually performed is one thing. An owner trying to shift its inability to get one of many form contracts that have a choice of law clause that selects the financing to the contractor is quite another. law applicable to the place of the project but the parties could also decide Getting paid is at the heart of the construction industry. Good quality work, that the subcontract is to be governed by the law of a different state, perhaps delivered on budget and on schedule is great, unless you don’t get paid. It is even the one in which the general contractor is located. Once again, state laws can worse when you have to pay subcontractors with your own money. That risk can impact which law can apply to a subcontract. Some state statutes will apply be managed but it is not an easy, straightforward or consistent process. Jeffrey L. Hamera is vice chair of Duane Morris' Construction Group, and is based in Chicago. He practices in the area of litigation with a focus on the construction industry. Mr. Hamera's clients include general contractors, design/builders, construction managers, subcontractors, suppliers, owners, architects, engineers and sureties.
RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.
NEWSLETTER
New Job Bank Introducing a new member—and industry—benefit. Our job bank can be viewed at retailgcs.mcjobboard.net. RCA members can post openings at no charge (members must be logged in to add a position). Anyone can view the open positions, which are searchable by keyword, location, and position type. Job seekers can also post resumes to be viewed by potential employers.
Johnson Controls RCA has received a Johnson Controls Fire Protection RCA addendum approved for use (updated in September 2021). The files are posted behind the Members Only login on our website. RCA members have found it helpful to contact Edward Dreyfus at Johnson Controls if they encounter any regional offices that resist using the addendum. He can be reached at Edward.Dreyfus@jci.com or 973-586-8844.
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FALL EDITION • 2021
Exclusively produced by:
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ADVISORY BOARD
President’s Message Ray Catlin, President, Threecore, LLC
Isyol Cabrera - Focus Brands
Jason Miller - JCPenney Company
Mike Clancy - FMI
Jeff Montang - JLM Retail
Randy Danielson - Shakopee
John Polzer - Duane Morris
Mdewankaton Sioux Community
Steven R. Olson, AIA - CESO, Inc.
Jason Kraus - Kohl’s Jeffrey D. Mahler, AIA - L2M, Inc.
As we get ready to close out 2021 and look forward to 2022, our industry as a whole continues to be challenged with labor shortages and volatility in material pricing and availability. One thing that is certain, what was true today won’t be accurate tomorrow and we will continue to be faced with challenges in the months and years ahead. We as an industry, more than ever, need to come together Ray Catlin to develop real solutions to the problems that lie in front of us. We ask owners to bring us in early in the process to address challenges; we must do the same and start engaging now in meaningful efforts to affect change. Specifically, as I look at the labor issues we all face, we must find ways to make our industry more attractive to the next generation. The longer we put off facing this challenge, the more difficult it will be to solve. This issue drives all the way through our business: from project managers to project superintendents to the trades in the field working day in and day out. Years ago, I was a young project engineer working on the renovation of a high school in Maryland. The high school was in a very affluent neighborhood. One Saturday, I was working on the project and a neighbor stopped by and told me how disappointed she was that our high schools don’t teach students about business and technology. As we were talking, I looked at the brick masons working on the concession stand and told her the real tragedy is we don’t teach and train our students the vocational trades. We teach them that going to college is the only option. We need to get back to our roots and understand that the trades are what built this great country we live in and entering the trades can be an incredible career with lots of possibilities. We need to show respect for the trades and understand that those working there also have families and are working sun up to sun down, six days a week, which creates challenges in their lives. For years we have been talking about the labor shortage that was quickly approaching us in our industry. The pandemic accelerated that challenge. Now is the time for us to come together to find real solutions and to start driving those solutions to solve the problem. We cannot wait for the next generation. It is our problem to solve. I am confident that by pooling our collective resources, knowledge, and creativity, we can make the difference our industry needs and deserves. I am excited to see those solutions become a reality.
For years we have been talking about the labor shortage … Now is the time for us to come together to find real solutions.
Brad Sanders - CBRE | Skye Group
COMMITTEE CHAIRS LEGISLATIVE/REGULATORY
SAFETY
MEMBER BENEFITS
SCHOLARSHIP
Andy Bohon legislative@retailcontractors.org
Eric Berg safety@retailcontractors.org
David Martin memberbenefits@retailcontractors.org
MEMBERSHIP
Hunter Weekes membership@retailcontractors.org
RECRUITMENT
Mike McBride Justin Elder scholarship@retailcontractors.org
SPONSORSHIP
Justin Elder sponsorship@retailcontractors.org
TRAINING
Jay Dorsey recruitment@retailcontractors.org
Eric Berg Carolyn Shames training@retailcontractors.org
OFFICERS President Ray Catlin
Secretary/Treasurer Justin Elder
Vice President Eric Handley
Immediate Past President Steve Bachman
Threecore LLC
Elder-Jones, Inc.
William A. Randolph, Inc.
Retail Construction Services, Inc.
BOARD OF DIRECTORS 2023 Steve Bachman
2024 David Martin
2022 Eric Berg
2022 Carolyn Shames
2024 David Brown
2024 Mike Sullivan
2022 Ray Catlin
2024 Hunter Weekes
2024 Jay Dorsey
2023 Rick Winkel
2023 Justin Elder
2023 Andy Bohon
Retail Construction Services, Inc. Gray
Shames Construction
Tri-North Builders
Sullivan Construction Company
Threecore LLC
Weekes Construction, Inc.
Triad Retail Construction, Inc. Elder-Jones, Inc.
H.J. Martin & Son, Inc.
Winkel Construction, Inc. Westwood Contractors
2022 Eric Handley
William A. Randolph, Inc.
PAST PRESIDENTS David Weekes 1990-1992 W. L. Winkel 1993 Robert D. Benda 1994 John S. Elder 1995 Ronald M. Martinez 1996 Jack E. Sims 1997 Michael H. Ratner 1998 Barry Shames 1999 Win Johnson 2000 Dean Olivieri 2001 Thomas Eckinger 2002
James Healy 2003 Robert D. Benda 2004-2006 K. Eugene Colley 2006-2008 Matthew Schimenti 2008-2012 Art Rectenwald 2012-2014 Mike Wolff 2014-2016 Robert Moore 2016-2017 Brad Bogart 2017-2018 Rick Winkel 2018-2019 Steve Bachman 2019-2021
PS-If you have any feedback or ideas on this topic, please contact me at ray. catlin@threecorellc.com. FALL EDITION • 2021
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NEWSLETTER
RCA Membership
RCA members must meet and maintain a series of qualifications and are approved by the Board of Directors for membership. They have been in the retail construction business as general contractors for at least five years; agree to comply with the Association’s Code of Ethics and Bylaws; are properly insured and bonded; are licensed in the states in which they do business; and have submitted letters of recommendation.
COMPANY CONTACT Acme Enterprises, Inc. Jeff Lomber Atlas Building Group Brian Boettler Bogart Construction, Inc. Brad Bogart Buildrite Construction Corp. Bryan Alexander Commercial Contractors, Inc. Kenneth Sharkey Commonwealth Building, Inc. Frank Trainor Connor Construction, LLC Benjamin Connor Construction One, Inc. Bill Moberger David A. Nice Builders Brian Bacon De Jager Construction, Inc. Dan De Jager Desco Professional Builders, Inc. Bob Anderson Diamond Contractors Lori Perry DLP Construction Company, Inc. Dennis Pigg, Jr. E.C. Provini, Co., Inc. Joseph Lembo Eckinger Construction Company Philip Eckinger EDC Christopher Johnson ELAN General Contracting Inc. Adrian Johnson Elder-Jones, Inc. Justin Elder Encore Construction, Inc. Joe McCafferty Engineered Structures, Inc. Mike Magill Fortney & Weygandt, Inc. Greg Freeh Fred Olivieri Construction Company Dean Olivieri Frontier Building Corp. Andrew Goggin Fulcrum Construction, LLC Willy Rosner Go Green Construction, Inc. Anthony Winkco Gray Robert Moore H.J. Martin & Son, Inc. David Martin Hardesty & Associates Scott Hardesty Harmon Construction, Inc. William Harmon Healy Construction Services, Inc. James Healy Howard Immel Inc. Pete Smits International Contractors, Inc. Bruce Bronge JAG Building Group Matt Allen James Agresta Carpentry Inc. James Agresta Kerricook Construction, Inc. Ann Smith Lakeview Construction, Inc. Kent Moon Management Resources Systems, Inc. Doug Marion Marco Contractors, Inc. Martin Smith Market Contractors Kerry Lobbestael National Building Contractors William Corcoran National Contractors, Inc. Michael Dudley Pinnacle Commercial Development, Inc. Dennis Rome Prime Retail Services, Inc. Donald Bloom PWI Construction, Inc. Jeff Price R.E. Crawford Construction LLC Jeffrey T. Smith Ray West Designbuild LLC Greg West Rectenwald Brothers Construction, Inc. Art Rectenwald Retail Construction Services, Inc. Stephen Bachman Retail Contractors of Puerto Rico Sean Pfent Rockford Construction Co. Thomas McGovern Russco, Inc. Matthew Pichette Sachse Construction and Development Corp. Jeff Katkowsky Scheiner Commercial Group, Inc. Joe Scheiner Schimenti Construction Company, Inc. Matthew Schimenti Shames Construction Co., Ltd. Carolyn Shames Singleton Construction, LLC Denise Doczy-Delong Solex Contracting Gerald Allen
PHONE STATE EMAIL MEMBER SINCE 810-499-7127 MI jlomber@acme-enterprises.com 2009 636-368-5234 MO bboettler@abgbuilds.com 2017 949-453-1400 CA brad@bogartconstruction.com 2008 770-971-0787 GA bryan@buildriteconstruction.com 2013 616-842-4540 MI ken.t.sharkey@teamcci.net 1990 617-770-0050 MA frankt@combuild.com 1992 856-599-1765 NJ bconnor@connorconstructionllc.com 2021 614-235-0057 OH wmoberger@constructionone.com 2015 757-566-3032 VA bbacon@davidnicebuilders.com 2011 616-530-0060 MI dandj@dejagerconstruction.com 1990 860-870-7070 CT banderson@descopro.com 1995 816-650-9200 MO loriperry@diamondcontractors.org 2015 770-887-3573 GA dpigg@dlpconstruction.com 2008 732-739-8884 NJ jlembo@eprovini.com 1992 330-453-2566 OH phil@eckinger.com 1994 804-897-0900 VA cjohnson@edcweb.com 1998 619-284-4174 CA ajohnson@elangc.com 2010 952-345-6069 MN justin@elderjones.com 1990 410-573-5050 MD joe@encoreconstruction.net 2018 208-362-3040 ID mikemagill@esiconstruction.com 2016 440-716-4000 OH gfreeh@fortneyweygandt.com 2013 330-494-1007 OH dean@fredolivieri.com 1992 305-692-9992 FL agoggin@fdllc.com 2018 770-612-8005 GA wrosner@fulcrumconstruction.com 2014 412-367-5870 PA anthony@ggc-pgh.com 2017 714-491-1317 CA ramoore@gray.com 2005 920-494-3461 WI david@hjmartin.com 2016 949-723-2230 CA scott@hardestyassociates.com 2020 812-346-2048 IN bill.harmon@harmonconstruction.com 2017 708-396-0440 IL jhealy@healyconstructionservices.com 1996 920-468-8208 WI psmits@immel-builds.com 2018 630-834-8043 IL bbronge@iciinc.com 1995 239-540-2700 FL matta@jagbuilding.com 2019 201-498-1477 NJ jim.agresta@jacarpentryinc.com 2013 440-647-4200 OH ann@kerricook.com 2012 262-857-3336 WI kent@lvconstruction.com 1998 336-861-1960 NC dmarion@mrs1977.com 1992 724-741-0300 PA marty@marcocontractors.com 1994 503-255-0977 OR kerryl@marketcontractors.com 2019 651-288-1900 MN bill@nbcconstruction.us 2013 952-881-6123 MN mdudley@ncigc.com 2018 732-528-0080 NJ dennis@pinnaclecommercial.us 2012 866-504-3511 GA dbloom@primeretailservices.com 2014 480-461-0777 AZ price@pwiconstruction.com 2003 941-907-0010 FL jeffs@recrawford.com 2011 910-824-0503 NC greg.west@raywestdesignbuild.com 2021 724-772-8282 PA art@rectenwald.com 1996 651-704-9000 MN sbachman@retailconstruction.com 1998 586-725-4400 MI spfent@rcofusa.com 1996 616-285-6933 MI info@rockfordconstruction.com 2014 508-674-5280 MA mattp@russcoinc.com 1995 248-647-4200 MI jkatkowsky@sachseconstruction.com 2009 719-487-1600 CO joe@scheinercg.com 2012 914-244-9100 NY mschimenti@schimenti.com 1994 925-606-3000 CA cshames@shames.com 1994 740-756-7331 OH denisedelong@singletoncontruction.net 2012 951-308-1706 CA jerry@solexcontracting.com 2015 (Continued on page 5)
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FALL EDITION • 2021
Sullivan Construction Company Taylor Brothers Construction Company, Inc. TDS Construction, Inc. Thomas-Grace Construction, Inc. Threecore, LLC Tom Rectenwald Construction, Inc. Trainor Commercial Construction, Inc. Travisano Construction, LLC Tri-North Builders, Inc. Triad Retail Construction Warwick Construction, Inc. WDS Construction Weekes Construction, Inc. Wesbuilt Construction Managers, LLC Westwood Contractors, Inc. William A. Randolph, Inc. Winkel Construction, Inc. Wolverine Building Group Woods Construction, Inc. Vision General Contractors of GA, LLC Vogel Plumbing, Inc.
Amanda Sullivan Jeff Chandler Robert Baker Don Harvieux Ray Catlin Aaron Rectenwald John Taylor Peter J. Travisano David Brown Jay Dorsey Walt Watzinger Ben Westra Hunter Weekes Donal McIntyre Mike McBride Tony Riccardi Rick Winkel Michael Houseman John Bodary Tony Durand Brian Hogan
954-484-3200 812-379-9547 941-795-6100 651-342-1298 972-800-2910 724-452-8801 415-259-0200 412-321-1234 608-204-7227 281-485-4700 832-448-7000 920-356-1255 864-233-0061 212-410-0270 817-302-2050 847-856-0123 352-860-0500 616-949-3360 586-939-9991 770-769-4674 517-528-8990
FL IN FL MN OH PA CA PA WI TX TX WI SC NY TX IL FL MI MI SC IL
amanda@buildwithsullivan.com Jeff.Chandler@TBCCI.com inbox@tdsconstruction.com don.harvieux@thomas-grace.com ray.catlin@threecorellc.com arectenwald@trcgc.net john.taylor@trainorconstruction.com pj@travisanocontruction.com dbrown@tri-north.com j.dorsey@triadrc.com walt@warwickconstruction.com bwestra@wdsconstruction.net hweekes@weekesconstruction.com dm@wesbuilt.com mikem@westwoodcontractors.com tony.riccardi@warandolph.com rickw@winkel-construction.com mhouseman@wolvgroup.com jbodary@woodsconstruction.com tonyd@viscongc.com bhogan@vogelplumbing.com
2012 2014 1994 2012 2021 2010 2012 2015 2015 2013 2008 2019 1990 2021 1990 2011 1990 2012 1996 2020
Visit retailcontractors.org to view the profile of each RCA member company. Click on “Find a Contractor” on the home page to search the member list. Please notify the RCA Office (800-847-5085 or info@retailcontractors.org) of any changes to your contact information.
FALL EDITION • 2021
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NEWSLETTER
2021 Annual Conference: That’s a Wrap! Thank you to everyone who joined us for the Annual Conference in August. We enjoyed connecting in-person again (and finally!) and missed those of you who were not able to make the trip. Jay Papasan, bestselling author of The ONE Thing, and Vice President of Learning for Keller Williams Realty International, presented two sessions. In the first, “The Lies Between You and Success”, he talked about some of the takeaways from his book, noting that you must identify the ONE Thing that stands between you and your goals. Once identified, you can focus on that goal and dismiss the distractions that were the obstacles to achieving it. Jay’s advice was applicable to staff at any levels and regardless of years of experience. There were many nodding heads as Jay provided examples of the distractions we allow ourselves to be disrupted by. Jay’s second session, “Tackle Your Leadership Challenges”, was an interactive discussion addressing the leadership challenges faced by project executives and project managers. He addressed issues of the prioritization and motivation, both for ourselves and our teams. Always a popular presenter, even when the content may scare us, Anirban Basu, Chairman and CEO of Sage Policy Group, Inc. once again presented a timely economic update. His Harry Potter-themed presentation was cheekily entitled, Anirban Basu and the Chamber of Data. Anirban provided information on national and international labor trends and financial markets, with a focus on real estate and construction.
3M WINDOW FILM NATIONAL INSTALLERS
The Weekes Construction Crew
John Johanson, Greg Toppi, Chris Fontaine, Keith Happeny & Anthony Matera (Commonwealth Building)
Ray Catlin, Tara Catlin & Jeff Lomber
FREE Estimates
866-933-3456
Ken Sharkey, Ray Catlin & Art Rectenwald 6
FALL EDITION • 2021
Our final panel, “Three Decades of Retail Construction”, was moderated by RCA president Ray Catlin, Threecore, LLC, who led a candid discussion between two long-time RCA members, Art Rectenwald, Rectenwald Brothers Construction, Inc. and Ken T. Sharkey, Commercial Contractors, Inc. The trio looked back and reflected on the challenges they have faced in building and leading successful companies. The noted how their involvement in the collaborative and supportive RCA community contributed to their success. The lessons learned over the last 30 years have them poised to address Jay Papasan
new challenges as they continue to grow their companies in the current environment shaped by the pandemic, labor shortage, and supply chain issues. During the business meeting portion of the conference, RCA recognized Steve Bachman, Retail Construction Services, for his service as president from 2019-2021. We also recognizing Mike McBride of Westwood Contractors, for 12 years of service on the RCA Board of Directors. The weekend concluded with a dinner overlooking the Potomac River. When COVID prevented our planned entertainment for the evening from appearing, some RCA members took matters into their own hands, presenting some open mic stand up. Mark your calendars for the 2020 Annual Conference: March 18-20 at the Gaylord Texan.
Members of the RCA Board and Advisory Board
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Sponsored by:
• Booth • #617 Meet Meet usMeet atusSPECS at usSPECS at •SPECS Booth Booth #617 #617
cmi-usa.com • Boo Meet us #617 at800-915-9002 SPECS • Meet us678.765.6550 at SPECS Booth Contact David Corson 800-915-9002 800-915-9002 or e-mail davidc@ccr-mag.com Meet us at SPECS • Booth #617 cmi-usa.com cmi-usa.com cmi-usa.com www.ccr-summit.com 80 800-915-9002 800-915-9002 cm cmi-usa.com
participation that includes a per diem or charity donation.
FALL EDITION • 2021
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NEWSLETTER
RCA Sustaining Sponsors PLATINUM
GOLD
SILVER
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FALL EDITION • 2021
2800 Eisenhower Avenue, Suite 210, Alexandria, VA 22314 800.847.5085 • www.retailcontractors.org
Commercial
INTERIORS
IS S U E 9, 2021
A facility story Inside IDD’s new multi-use headquarters and production facility
Chris Bockstael, AIA, lead designer and project architect, Svigals + Partners
Commercial
INTERIORS
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A facility story Inside IDD’s new multi-use headquarters and production facility
T Photography by Halkin Mason Photography, courtesy Svigals + Partners.
he goal was simple: to build Innovative Display & Design’s origin story. When leaders of the company sat down with the Svigals + Partners design team, they carved out a plan to take the industrial grittiness of the current space and give it the personal, hand-crafted sensibility that long defined the family like ties of its founders, three former college friends who studied Industrial Design together at the University of Bridgeport. Leading the charge was Chris Bockstael, AIA, a lead designer and project architect at Svigals + Partners who spent the past 20 years working with clients like PepsiCo, ESPN and Yale University, to name a few. Bockstael and his team were tasked with renovating IDD’s Milford, Connecticut warehouse into a multi-use office, production and warehouse facility. The exhibit and event production firm’s new digs would consolidate several locations into one, providing a cohesive, efficient and welcoming environment to move its teams and operations into the future. To get an inside look at the project, we sat down with Bockstael, who also is a Partner at Svigals + Partners.
Give us a snapshot of your brand?
Architecture, art, and advisory firm Svigals + Partners operates from core principles of creativity and collaboration, which we strive to foster in everything we undertake. Practicing gratitude and respect, and valuing curiosity and wonder over certainty, we’re passionate about utilizing design to enrich the human experience. Our shared vision is a world of prosperous, compassionate communities and our mission is to inspire our clients to collaborate with us in creating what we call productive playgrounds—environments of open participation and creative play, which support innovation, inspiration and productivity.
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Commercial
INTERIORS What are some of the biggest areas companies look for in their headquarter operations?
More of our workplace clients want ways to apply design to deliver a competitive edge. This leads many to recognize the value proposition of including dynamic space for collaboration. Informal gathering areas for socializing and breakout ideation sessions can support both productivity and breakthrough thinking, not to mention on-the-job satisfaction, which is essential for maintaining an edge in recruitment and retention. This approach to design for collaboration space also is becoming essential in other building sectors, such as research science facilities and academic buildings from K-12 to higher education. Another important trend is the need for flexibility in the use of space. Driven by companies seeking to optimize their workplace portfolio for value and to stay lean, this trend has accelerated since the pandemic and the uncertainty surrounding when and how (and how much) people will return to work in person.
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Talk about sustainability.
We work with our clients to integrate principles of sustainability into each design from the earliest pre-design phases, with the goal of providing leadership in this area. In addition to pursuing LEED and other standards for green building certification, we make efforts to stay at the leading edge of sustainable design trends and share with our clients how it will benefit the triple-bottom line: people, planet, profit. Many companies are aware their approach to the environment matters to their employees and customers, so they are open to hearing the latest ideas and working with us on setting ambitious goals.
What trends are you seeing out there?
One is a push by owners and facility directors to upgrade infrastructure. While supply issues and rising prices for construction materials present challenges for some new construction projects, upgrades to existing assets represent a high potential for considerable return on investment. For example, the life sciences sector kept booming through the pandemic and shutdowns, and now there is a premium in many markets on space that can support research. Cost-effective upgrades to
Our goal was to build on the business’ origin story—that it was born out of the three partners attending college together studying Industrial Design at the University of Bridgeport.
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
Class-A buildings can make them ready to support biomedical research organizations, and increase their per-square-foot rental value.
What’s the story behind the IDD headquarters redesign and expansion?
We were engaged to renovate the Milford, Connecticut warehouse into a multi-use office, production and warehouse facility. The new headquarters consolidates several locations into one, providing a cohesive, efficient, and welcoming environment to move the firm’s teams and operations into the future. Our goal was to build on the business’ origin story—that it was born out of the three partners attending college together studying Industrial Design at the University of Bridgeport. The current space has a sense of industrial grittiness with polish that hints at their maturation into a sophisticated organization. Underneath it all, the personal, hand-crafted sensibility reflects the familial-like ties that bind this team together.
How does the design reflect what they were looking for?
We brought to life IDD’s identity as a caring, family-based organization with long-standing employees of diverse backgrounds through layout and design. These architectural applications maximize departmental efficiency and encourage opportunities for inter- and cross-departmental employees to collaborate, connect and socialize in a variety of areas.
Health and wellness are infused throughout. Casual eating, gathering and meeting spaces were created inside the building, as well as on an outside patio, providing the team with natural environments to meet and mingle. Inviting offices with client-designed custom workstations for the team’s various departments, plus a reception area, comprising space dedicated to interior floorplan’s office layout. In the production and storage areas, expansive spaces allowed for the full-scale
What were some of the main things they wanted to accomplish?
The design team’s work on the warehouse conversion centered on aligning the environment with their brand while integrating IDD’s several locations into one unified headquarters that streamlines the flow of the work. The new interior layout supports the firm’s various departments with areas dedicated to staff offices and gathering spaces, large-scale warehousing and display production. Attention to the building’s exterior focused on transforming it from an inconspicuous presence to a noticeably welcome facility by creating a new entry point with an illuminated glass entrance that abuts steel panels for increased visibility, and rearranging the loading docks for better access.
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INTERIORS
construction and stowing of massive displays, some towering several stories tall. A new 30-foot-high high bay area fitted with custom shelves and rigging for lights in the warehouse was created to accommodate the firm’s sizable equipment and large-scale displays. As well, space was allocated for the company’s large scale printing equipment, including two units with 20 feet x 40 feet flatbeds.
Walk us through the design.
Our hallmark collaborative approach with IDD’s executive team ensured that all aspects of the new headquarters’ design were captured and implemented. Previously, IDD had been constantly challenged with inefficiencies of work and material flow, limited shared resources for staff collab-
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CIRCLE NO. 47
Commercial
INTERIORS oration and interaction, limited access to daylight, and the building didn’t align with their brand. Based on those considerations, we positioned the new headquarters to meet those requirements, plus many more. We started by conducting a thorough programming study that unearthed the challenges that were holding them back.
Of primary importance was moving the building’s entry point for greater visibility and accessibility, including the addition of steel panels that lead to a new, lighted glass entrance. The final study identified people, space, adjacencies and workflow diagrams that helped us create a road map as to how we would lay out the multi-dimensional programs. It addressed procedures and processing needs required to move raw goods through manufacture and shipping, while reducing redundancies and thereby saving time and allowing for greater production. The new layout limited the double handling of material and “right sized” the office needs, display set up space, and warehouse storage all within one facility. With that, a modern industrial aesthetic characterizes the interior spaces with the ceiling’s exposed mechanical systems, opened areas that bring in more natural light, and a neutral color palette for an environment with movement and life.
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Take us through your construction and design strategy.
The building’s construction was managed utilizing a design-build approach. Due to a limited budget, not everything designed was realized on day one. The architectural team recommended that the owner focus on the building’s infrastructure needs as the first step. Whatever was leftover, we split into second and lower tier items and addressed them with those priorities in mind. Of primary importance was moving the building’s entry point for greater visibility and accessibility, including the addition of steel panels that lead to a new, lighted glass entrance. At the same time, shifting the load dock ports for safer, streamlined access involved working around imposed spatial and infrastructure challenges. Inside, the warehouse was fully gutted and rebuilt following new layouts for multipurpose headquarters’ office area, production facility and warehouse.
What type of considerations were given to the state of the workplace today, i.e., COVID protocols, etc.?
The project was completed prior to COVID and the ensuing state-required protocols. Since then, the company has been planning a new phase of their workplace and their fulfillment and production strategies, to ensure compliance and in-person employee wellbeing and safety.
How will these protocols shape building and design moving forward?
COVID has forever changed the way we view public space. For the foreseeable future, our work will be impacted by various protocols. Finish materials will have to be more durable, to stand up to robust cleaning and sanitizing regimens. Ventilation and fenestration will be designed and specified with the potential for airborne contagions in mind. Layouts for many spaces will need to consider social distancing as a factor. CI
One on one with Svigals + Partners’ Christopher Bockstael What's the biggest item on your to-do list right now? We’re focused on Webster Street Development, a mixed-use development opportunity in the vibrant SoNo district of Norwalk, Connecticut.
Describe a typical day. Wake up early, have coffee and log on to work. I try to get a couple hours of focus time before the real workday starts. Between 9-5, the day is filled with collaboration with our internal teams, communicating to potential partners, our consultants and owners. After work, I try to find time to get some exercise, rest and enjoy downtime with my family.
What’s the most rewarding part of your job? This is a two-part answer because there are two aspects of my job that are really rewarding to me. The first is creating design solutions that evoke excitement and change people’s perspective on what is possible. Second, I love having the opportunity to work with so many talented people. I hope I inspire them as much as they inspire me.
What was the best advice you ever received? Treat people the way you want to be treated.
What's the best thing a client ever said to you? “Do you know why we hired you? Because you guys are the right amount of weird.” Drop the mic…
Name the three strongest traits any leader should have and why. Communication. To me, communication is the essential trait all leaders must be able to perform. If you cannot communicate with your team and clients, your vision will never be fully realized. Develop others. Investing in your team allows you to create space for your own personal growth, and creates space for others to grow and adds diversity to your team(s). Fostering creativity. We face challenges every day and often we find solutions by thinking outside the box. Empowering creative thinking creates space for innovation.
What’s the true key to success for any manager? Communication. If you can communicate well, it will allow you to guide your team and keep the owner and users informed. Get to know each team member’s strengths and weaknesses so you can utilize and promote aspects that excite each individual team member.
How do you like to spend your down time? Doing anything outside: sports, beach, BBQ, spending time with friends and family.
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COOPER’S HAWK TROY, MI
HELPING BUILD NATIONAL BRANDS
GENERAL CONTRACTOR · CONSTRUCTION MANAGEMENT · DESIGN BUILD
CIRCLE NO. 48
616-949-3360 · WOLVGROUP.COM
ISSUE 9, 2021
A L S O C O V E R I N G L O C A L , S TAT E & R E G I O N A L P R O J E C T S A N D FA C I L I T I E S
Ten hut… How USMA’s West Point Elementary School is helping prepare students for 21st Century
Ribbon Cutting Ceremony for the new West Point Elementary School. Credit: West Point Elementary School.
Ten hut… How USMA’s West Point Elementary School is helping prepare students for 21st Century By JoAnne Castagna, Ed.D.
R
ecently, Colonel Matthew Posner, MD, spoke at the ribbon cutting ceremony for a new state of the art elementary school at the U.S. Military Academy at West Point, New York, a school he attended as a child. Posner told attendees about a former teacher, Mr. Tom Robinson, or Mr. R, as he was known. “He without a doubt, taught me all that I really needed to know for a future in my current profession,” Posner, a USMA graduate and an Orthopedic Surgeon at Keller Hospital, recalls. “He taught, he disciplined, he coached, he nurtured, he cared. He set high standards for us, academically and spiritually.” Posner went on to discuss the time his class spent a week at Lake Frederick under Mr. R’s care. The experience included outdoor classes, field events and survival training courses. The reason behind mentioning Mr. Robinson was to remind the attendees about the most important link in the education chain: teachers, particularly elementary school, whom he said help
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students take relatively blank canvases and create masterpieces.” Mr. R was in the audience. Posner’s fourth grade daughter, Sarah-Jane, attends the same elementary school. Posner says he hopes she will be able to reflect on her elementary school days with the same fondness of her teachers and experiences as he does. “The new school gives our teachers a whole new set of tools to educate our kids with.” This is likely to happen, thanks to the U.S. Army Corps of Engineers, New York District’s recently completed school, which will provide teachers the tools they need to teach students about STEAM or science, technology, engineering, art, and mathematics to prepare them for the 21st Century. The Army Corps has constructed many of the structures on the historic 200-year-old military academy. Now it has created a school for the children of Army Soldiers and Department of Defense civilians who live at the academy.
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
The center “Hub” area of one of the Learning Neighborhoods. Credit: JoAnne Castagna, Public Affairs.
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Teachers at the school are providing students a STEAM education. To do this, they are using a myriad of technological tools and the school is designed to be flexible and adaptable to provide different kinds of learners the environments they need to succeed. “STEAM gets a bad rap, as many adults and kids are easily intimidated by math, science and engineering,” Posner says. “Many folks believe that rocket science is capable of being understood by just a few super intellectual kids. Making STEAM education available at young ages enables our children to see just how fascinating these disciplines really are and knocks down any perceived barriers that STEAM is too complex for the average child.” Posner says the world has transformed into a technology-based economy—one in which today’s children must be comfortable on computers, and well-versed in science and engineering. “In a way, the recent pandemic has turned many folks into pseudo scientists, epidemiologists, geneticists and pharmacists. STEAM is important in our everyday lives and it’s incredibly important to have the background in the basics of these disciplines.” The new West Point Elementary School is helping to provide this. It replaced an outdated structure that was built in the 1960s. The school, which serves 509 students from pre-kindergarten to fifth grade, is located near the campus’s middle school and gym. The multi-story, 95,552 square foot school was built into the side of a mountain and has beautiful views of the Hudson River, the river valley and the surrounding forests. Its design embraces this beauty to educate students about their region and the local culture. To bring the vibrancy of the region into the building, large windows were installed throughout the school, and the floors and ceilings are painted with a wide variety of colored paints. What also does this are the interior structures. Timothy Pillsworth, Project Engineer, New York District, U.S. Army Corps of
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Students in a learning studio in one of the Learning Neighborhoods. Credit: JoAnne Castagna, Public Affairs.
Engineers says instead of having utilitarian staircases, the stairwells are painted with pleasing colors for a pastoral feel. Speaking of utilitarianism, instead of having corridors with classrooms to the left and right, students are learning in flexible learning spaces called Learning Neighborhoods. The school has five Learning Neighborhoods. Inside each neighborhood there are six learning studios, a teacher collaboration room, and a kitchenette that surround a central learning Hub. The studios can be used for large or small groups and one-on-one instruction. They are flexible spaces that provide teachers an opportunity to be more collaborative in their teaching and they will be able to group students with interests, needs, and learning goals. Another benefit of these spaces is that it makes the best use of time during the day. Instead of students leaving their neighborhoods to see different instructors, the instructors come to them in the neighborhoods.
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
The center Hub area serves as a seating and learning area and has a variety of different chairs and tables for students including couches, beanbags, and pillows. Posner says the center Hubs are his favorite aspect of the new school because he feels students should learn about collaboration. “It’s not an innate behavior to work effectively with others in small or large groups. The school is designed to promote this collaboration at the lower grades and really builds on this concept as they advance in grades.” When training to become a doctor, Posner realized the importance of collaboration. “Medicine is all about collaboration and life-long learning. I remember the first thing that my anatomy professor told us on our first day of medical school, ‘Everything you get taught over the next four years is already outdated.’ This really hit home for me. Learning never ends, no matter the profession you choose. And didactic-style learning is not an efficient or even a realistic way to
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learn as an adult. Exposing our children to collaborative learning and learning through multiple platforms is, in effect, getting them ready to be adult learners.”
A calming effect
Throughout the entire school, there are interior soundproof windows, water bottle filling stations and partition walls that open and close like accordions, allowing the teachers to expand or limit the areas where they give their lessons. The school not only teaches STEAM but applies it to save the school energy. For example, there are LED light fixtures (Light-emitting diodes). These lights have sensors that turn off or dim the lights depending on the amount of natural light entering the large windows and if there are people occupying the room. But natural light from the large windows is being used to the fullest. Light wells are also throughout the school to let in natural light. Besides sufficient light, adequate heat is also important, especially in this region. To efficiently regulate the room temperature,
a special pump system is being used. Instead of having one big boiler for the entire school, the building will have three smaller ones. If heat is needed, one of the boilers will run up to 30-40 percent of its capacity. If additional heat is needed, the second one turns on and so on. They will ramp up or down depending on the need. “Smaller boilers work more efficiently when they don’t run at their full capacity and they last longer,” Pillsworth says. The boilers are part of a radiant heating system. Radiant heating systems supply heat directly to the floor or to panels in the wall or ceiling of a structure. In the school, heated water circulates through plastic tubing within the floors. Pillsworth says that when students sit on the floors in the wintertime, the floor is warm. During the warmer months, the students have air conditioning—something they never had before—provided by an efficient central chiller plant. Some of the building’s energy is generated from solar panels and a wind turbine on the roof of the building. Outside there are playgrounds for
The fully stocked library with tall ceilings and large windows. Credit: JoAnne Castagna, Public Affairs.
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COL. Matthew Posner, MD. Credit: COL. Matthew Posner, MD.
the different age groups, an outdoor patio for art classes and an amphitheater for instruction, gatherings, and performances. In addition, the Army Corp is constructing an enclosure that connects the new school to an existing gymnasium, so the students won’t have to walk outside to get to their physical education classes. Most recently, the old elementary school was demolished, and the space used to create space for a main access drive, bus drop-off, parent drop-off, and 123 parking spaces. While all these school features were being constructed, the Army Corps had the students get involved, as a way for them to learn about STEAM careers. Since before the Army Corps even broke ground on the project, the students have been highly anticipating their new school and playing an active role in its creation. Throughout the construction, students looked out their windows at the construction and made daily entries in journals about the changes they observed week to week. One thing they observed in the beginning, were trees being removed to make space for the new school. The students were concerned that this would harm wildlife. The teachers saw this as a real-life learning opportunity and arranged for a wildlife expert to speak
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with them. Together they came up with solutions to safeguard wildlife. Not only did the students interact with wildlife specialists, but also with Army Corps engineers and architects who performed studies with them and showed them maps and print outs of the project. This experience has made many students extremely interested in architecture and planning. The Army Corps also arranged to have speakers for the students. Civil engineers, architects and environmental specialists spoke with the students and explained what’s involved with planning and constructing a new school. One of the speakers explained how soil is removed to prepare for the building. From this the students learned about slopes and the differences between different soils and terrains. As construction progressed on the project and the school’s interior was being worked on, the students wanted to play a role in the designing of their Learning Neighborhoods. They selected the color schemes, the furniture for the center Hub area, and they voted on an animal mascot to represent each Learning Neighborhood. They also chose animals indigenous to this region, including the Snow Owl, turtle, Black Bear, and raccoon. When students enter their Learning Neighborhood, they see a mural of their mascot displayed at the entrance.
Enter with class
Now that the school is completed, it continues to educate the students about STEAM careers. When students enter the building, the floor in the main foyer displays the granite that was removed to make way for their new school and to show them what was there before. Eight thousand cubic yards of granite was blasted, excavated and recycled. Some of the rock was used as fill in the
Front exterior of the new West Point Elementary School. Credit: Timothy Pillsworth, project engineer, New York District, U.S. Army Corps of Engineers.
construction and some was used by the academy. As they continue to walk throughout the building, students see colored concrete on the floor with contoured lines, showing them the original foundations or grades. “Students will be able to use these grades to create topographical maps,” Pillsworth says. In the hallways, the students will be able to see and learn about the building’s internal operating systems. There are glass windows on the hallway walls, displaying the guts of the building, such as the heating pipes inside the walls. On the hallway ceiling, students can look inside a 20-foot-long window, exposing the school’s internal mechanical piping, wiring, and cabling systems at work. “There are signs stating, ‘This is your chill water pipe where your air conditioning comes from’ and ‘This is a fire sprinkler pipe for fire protection,” Pillsworth says.
On the roof, where additional energy is being generated from solar panels and a wind turbine, the students can monitor the weather and learn about renewable energy. The students have an energy dashboard that tells them, “Hey today is a sunny day or a windy day.” Outside, there is a walking path around a storm-water detention pond. Classes can walk around this system and see the vegetation and animals, and how the system works to protect the environment. It also is a way for students to see how local plants and grasses can be integrated into construction projects.” Just as the students were involved during the construction of their new school, they were just as involved in the ribbon cutting. Students attended the ceremony from their Learning Neighborhoods using their new video conferencing system as a COVID-19 safety precaution. FC
Dr. JoAnne Castagna is a Public Affairs Specialist and Writer for the U.S. Army Corps of Engineers, New York District. She can be reached at joanne.castagna@usace.army.mil.
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CIRCLE NO. 51
PROJECTS
PROJECTS • CCD
Commercial Construction Data
F
ollowing is a brief report on new commercial construction projects. The information is presented as a service of Commercial Construction Data, a product of Commercial Construction & Renovation. For more information, visit www.cdcnews.com. PROJECT NAME
CITY
PROJECT VALUE
SQ. FT.
CONSTRUCTION TYPE
START DATE
Cumberland Farms
Saco, ME
$2,200,000
8,136
New Construction
Q4 2021
CVS
Belmont, MA
$500,000
12,000
Renovation
Q4 2021
Chipotle #4193
South Burlington, VT
$300,000
2,950
Remodel
Q1 2022
Mitchell Auto Group Subaru Dealership
Canton, CT
$6,000,000
34,190
New Construction
Q4 2021
Staples #307
Auburn, ME
$350,000
22,622
Renovation
Q4 2021
Riverview Park Royal
Shelton, CT
$34,000,000
13,500
New Construction
Q4 2021
Residences off Baker
Boston, MA
$20,000,000
70,100
New Construction
Q4 2021
Bourne Mill Phase 3
Tiverton, RI
$2,000,000
54,674
New Construction
Q2 2022
Supertest Street Hotel Development
Boston, MA
$15,000,000
128,800
New Construction
Q1 2022
Alexandra Hotel Redevelopment
Boston, MA
$10,000,000
60,000
Remodel
Q2 2022
Tarrant Event Center - University of Vermont
Burlington, VT
$95,000,000
119,099
Renovation
Q4 2021
Burns Latino Studies Academy
Hartford, CT
$27,800,000
111,000
New Construction
Q2 2022
Acushnet Elementary School Roof Replacement
Acushnet, MA
$2,065,524
67,000
Renovation
Q4 2021
Renovations at Bristol City Hall
Bristol, CT
$31,000,000
60,000
Renovation
Q2 2022
New Vehicle Maintenance and Transit Operations Facility
Montague, MA
$9,500,000
28,000
New Construction
Q4 2021
Westerly Ambulatory Care Center
Westerly, RI
$10,000,000
17,340
New Construction
Q1 2022
Central Drive Intermediate Care Facility
Stowe, VT
$2,300,000
4,000
New Construction
Q1 2022
RETAIL/RESTAURANTS/QUICK SERVE:
RETAIL/STORES/MALLS:
RESIDENTIAL/MIXED USE:
HOSPITALITY:
EDUCATION:
MUNICIPAL/COUNTY:
MEDICAL:
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
CIRCLE NO. 52
AD INDEX
Advertiser Page Reader Service No.
Advertiser Page Reader Service No.
ADART/Gensis Lighting Solutions
22
Goodwin Commercial
79
35
50-51 26
Hunter Building Corp
21
12
CVR3
53
Jones Sign
93
41
Lakeview Construction, Inc
9
7
Laticrete
59 28
Metropolitan Ceramics
36
aim
43
ANP Lighting
35
18
Beam Team
123
47
15, 103
9, 43
Bostik
Impact Security
Bradley
65 30
Bureau Veritas
49
CDO
69 32
Chain Store Maintenance
47
24
McNichols
3 2
Chicago Faucets / Geberit Group
105
44
Mike Levin
8
5
Commercial Construction & Renovation Digital Buyers Guide Directory
70
33
MRP Design Group
27
15
NAC
19
11
National Sign Team
55
27
National Terrazzo & Mosaic Assocation
91
40
Navien
5 3
Commercial Construction & Renovation 2022 Summit
25
CVR2-1
1
Commercial Construction Coffee Talk
60
29
Construct Connect
137
52
Construction One
25
14
Controlled Power Company
17
10
The Cromeens Law Firm, PLLC
67
CS Hudson
19
Permit.com
131 49
31
Poma Retail Development, Inc
107
45
41
21
Project Management Consortium (PMC)
37
20
D/13 Group
33
17
Rockerz, Inc
7
4
Dynamic Air Quality Solutions
11
8
SAR Floors
133
50
Federal Heath
96
42
Schimenti
8, CVR4
6, 54
FloorMax USA
81
36 The Blue Book Network
108
46
Frannexus
86 39
Galaxy FMS
45
Wallace Design Collective
85
38
Garland
82 37
Window Film Depot
23
13
Georgia Printco
135
51
Wolverine Building Group
128
48
GGS Partners LLC
77
34
ZipWall
31 16
138
23
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
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PUBLISHER
PUBLISHER’S PAGE
by David Corson
Staring down failure F
ear and failure can ruin your mindset. It doesn't matter if it’s business, athletics, personal, etc., fear can alter any outcome if you don’t know how to handle it. How many times did you fail or get hurt? Probably plenty, but did you dust yourself off and try again? That’s the question at hand. As I look back at my life, there were plenty of learning experiences dealing with fear. Like that time I got bucked off my horse. It was terrifying, but I got back on. That’s what I did when I was growing up. When I went over the handlebars on my Schwinn Banana Seat 3-speed and knocked my teeth out, along with picking up some serious road rash, do you think I ever rode a bike again? You bet I did. When I got hit with a baseball and broke my nose for the first time, right before my Bar Mitzvah, did I stop playing? Nope. But my parents were not happy campers when it came time for photos. One unforgettable memories was the time I had to unhook the overhead crane in the family steel plant during my 16th birthday summer job. We were welding the roof on top of a train car
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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021
sandblasting booth we were constructing. The project superintendent said get your tail up there and unhook the crane supporting the roof as my Grandfather the owner of the 4th generation family construction company was with a client on a site visit and wanted to show off his grandson at work. So up I went with doubts in my mind knowing if welds did not hold, would take a fall 20 feet down on to the railroad ties we had just laid. Scary, for sure. Did they hold, yes. My Grandfather relieved with a smile as I made my way down and told me way to go at dinner that evening, priceless. Even one day surfing in the ocean in South Jersey I had a fairly big shark swim in the swell very close to me. It was not long after I had seen the thriller, “Jaws,” no less. It definitely made the hair stand up on the back of my net. Did I go back out to catch another wave? Yep. Fear can make your mind wander into negative territory when failure is involved, but it needs to be dealt with. Recently, the Atlanta Braves won the World Series—their first since 1995. Last year, they were swept by the LA Dodgers, after being up 3-1 in NLCS. They ended up losing three games in a row. This year, up 3-1, they lost Game 5 in Atlanta, where they could have clinched it all in front of the home fans and all those doubters who were waiting to say, “Déjà vu.” Well, they took matters into their own hands, conquering their fear of losing again and beat the Houston Astros in six games, the clinching game a 7-0 shutout. Sure, they could have folded, but they persevered with a job well done. The Atlanta Falcons recently were up 24-6 in the fourth quarter—an 18-point lead just like they had in the Super Bowl. But with a minute to go, on the road in enemy territory, down 25-24, they stared fear in the eyes and went down the field to kick the winning field goal. And it was against their arch rivals, the New Orleans Saints. Even the TV broadcasters brought up that they were the only team in NFL history to blow an 18-point lead in the 4th quarter. In one week, two failures were corrected by doing the best that could be done. Forget the rest, is what they say. You can't change history, but you can change the future by facing fear head on. You win some; you lose some, but learning from the experience is an asset in any circumstance. If you want something bad enough, you will do what is needed to obtain that euphoria of victory. We wish you all a positive end to 2021. May you have good health and safe travels while looking forward to a prosperous New Year ahead. We hope to see you via Zoom at our Virtual Summit, January 20th. And "Happy Thanksgiving." As always, keep the faith.
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