CCR Issue 4, 2022

Page 1


Issue 4, 2022 •

Rolling with history Why the Stuckey’s brand continues to be the model of consistent excellence

Official magazine of

Also inside:

Stephanie Stuckey, CEO, Stuckey’s Corporation

Exclusive Inside: Retail and grocery flooring in the wake of COVID Our conversation with Skanska’s Samiha Shakil Check out the industry’s leading engineering firms





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Vol. 21, Issue 4, 2022

32 FEATURES 32 Rolling with history Why the Stuckey’s brand continues to be the model of consistent excellence 52 Managing remote workersl How ASRC Construction Holding Company is leveraging leading-edge technology to better onboard workers 60 Getting the makeover right 5 considerations when redeveloping a historical area 68 Under the wire Decision to move forward with major construction pays off at TexAmericas Center 72 Legacies A look at the evolution of ceramic tile (in particular) for commercial projects




C - S TO R E




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Vol. 21, Issue 4, 2022 INDUSTRY SEGMENTS 42 Engineering Firms

DEPARTMENTS 4 Editor’s Note 12 Industry News 106 Women in Construction 116 Commercial Construction & Renovation Data 118 Ad Index 120 Publisher’s Note


Healthcare in Construction 77 Setting new standards How Heale Medical challenged itself to fuse the concepts of healthcare and hospitality


Federal Construction 87 Storm surge revival How a Nor’easter split an island and brought several communities together Commercial Kitchens 95 With soul How Mabel’s BBQ is the perfect blend of excellence for the Michael Symon brand


Craft Brand and Marketing 109 The Cat is back Thanks to a recent ownership change, one of Illinois’ favorite craft beers is riding high again

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It’s a bird; it’s a plane; it’s dinner?


haven't seen it yet. Nor have I heard it. But I have heard of it. Brinker International, parent to the virtual It’s Just Wings and the Chili’s Grill & Bar casual-dining brands, is expanding its drone-delivery pilot service with Flytrex Inc.

The ultra-fast, and yes, seemingly scifi-like-ultra-fast-deliveryservice gets the food to the customer in under 5 minutes in a delivery radius of one nautical mile. Flytrex, which if you have not heard of, launched its first fully autonomous urban drone delivery system in Reykjavik, Iceland in 2017, before working with the North Carolina Department of Transportation as a lead participant in the Federal Aviation Administration's

(FAA) BEYOND program. It started flying sorties (that sounds so much cooler) in Fayetteville, North Carolina in 2020, eventually expanding to Raeford, North Carolina. Now it is expanding to Texas, inking a partnership to begin servicing the Granbury community just southwest of Dallas-Fort Worth. Working in cooperation with longtime partner Causey Aviation Unmanned, Flytrex can get food to eligible households that opt into the service. With Brinker owning and franchising more than 1,600 restaurants in 29 countries and two US territories, the sky, forgive me here, is the limit for drone deliveries. And why not? In this hyper-cool age of ever-evolving technology, why not have your food flown in? For me, that means no more dogs barking uncontrollably at the doorbell ringing, even though I clearly state to just drop the food off at the door. And no more neighbors’ texts about strange cars on the street. Apparently, every once in a while, my stop is a place to rest, check messages or sample food (I clearly made that last part up. But did I?). At any rate, we are on the cusp of new and fascinating times (and oh brother, could that turn into a soliloquy for the ages, I am right?). It won't be long before our neighborhoods are filled with drones zooming from house to house, dropping off everything from pizza, wings, sandwiches and, well, whatever is on the menu. Are our local restaurants today's superheroes? Depends on your perspective. As a kid, I remember the first time a pizza came to our house. All I can remember is it was not what mom made. But that is a story for another time. Have a good flight.

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at

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 We’d love to take a look.








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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.


CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DEDRICK KIRKEM Facilities Director

BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company LAURA GROSS Retail Facilities Manager American Signature Furniture RON VOLSKE Construction Project Manager Orscheln Properties Management

ISYOL E. CABRERA Director Development and Construction Focus Brands LLC DEMETRIA PETERSON Project Director, Design and Construction HMSHost

JOHN COOPER Principal Executive Vice President Stormont Hospitality Group LLC SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC GARY RALL Vice President of Design and Development Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc. Arizona State University JOE THOMAS Vice President Engineering Loews Hotels

JOHN STALLMAN Marketing Manager Lakeview Construction

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT NCIDQ, CDP Senior Vice President Cushman & Wakefield CLINTON “BROOKS” HERMAN, PMP Construction Project Manager Hill International, Inc. PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show JIM SHEUCHENKO President Property Management Advisors LLC CHRIS VARNEY Principal, Executive Vice President EMG

LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

DAVID THOMPSON Construction Manager The Honey Baked Ham Company, LLC

ANDY BRIGGS, CHA Managing Principal A14 Capital Management

KEN DEMSKE Vice President Jones Lang LaSalle

REAL ESTATE MEGAN HAGGERTY Founder Legacy Capital Investment


MIKE KLEIN, AIA, NCARB Senior Architect Core States Group


DAVID SHOTWELL Construction Manager Atticus Franchise Group

ROB ADKINS, LEED AP CDP Project Development Manager- Licensed Stores- National Accounts Starbucks Coffee Company


MATT SCHIMENTI President Schimenti Construction


RESTAURANTS RON BIDINOST Vice President of Construction Bubbakoo’s Burritos


BOB WITKEN Chief Operating Officer KCA Development

GINA MARIE ROMEO Founder Connect Source Consulting Group, LLC.


JEFFREY D. MAHLER RCA Advisory Board Member

FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader DLR Group STEVE TURNER Director GPD Group


ADA BRAD GASKINS Principal The McIntosh Group

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




AroundtheIndustry RETAIL


Five Below Five Below will expand to 120 stores in the Philadelphia area as part of a plan to grow its national presence threefold to upwards of 3,500 locations over the next nine years. The retailer— known for its lowpriced toys, candy and other goods aimed at teens and tweens— also will expand its higher-priced “Five Beyond” line to attract older, bigger-spending shoppers.

P.F. Chang’s revs up restaurant growth plans P.F. Chang’s will expand its smaller-format P.F. Chang’s To Go concept this year, with plans to grow from 12 to 20 locations to feed growing demand for off-premises dining while also continuing to expand its traditional bistro format.

Walmart/Space NK UK-based beauty retailer Space NK has started selling its prestige products via Walmart’s online marketplace and plans to open branded in-store shops at 250 US Walmart stores this summer. Walmart’s Beauty Space shops will feature premium-priced makeup, hair and skin care products from 15 brands. Kohl’s/Sephora Kohl’s will expand its in-store Sephora shops from about 200 locations to 850 by next year with a goal of surpassing $2 billion in annual sales from the beauty banner. Kohl’s also is testing a small-format store in Seattle with plans to grow the 35,000-squarefoot concept to more than 100 locations over the next few years. DSW Designer Brands is making plans to shrink some of its stores and use others as fulfillment centers for online sales of its footwear brands including DSW and Camuto Group. The ultimate goal is to develop a “store of the future,” reduce the average footprint to about 15,000 square feet and “tell different stories with these brands.

Cinnabon Focus Brands’ strategy for moving Cinnabon beyond mall food courts and airport kiosks includes a co-branded concept with Carvel that the company has dubbed Cinnabon Swirl. Plans for the standalone units are moving from the drawing board to the prototype phase, and the first units are slated to open early next year. Popeyes Louisiana Kitchen Popeyes Louisiana Kitchen will open a flagship location in New York City’s Times Square in June, one of more than 200 new units planned to debut in the US and Canada in 2022. More than half of the new locations will feature the chain’s new double drive-thru format. Catalogue Steve Salis, co-founder of &pizza, is expanding the portfolio of restaurant concepts under his Washington, DC-area platform Catalogue. Catalogue’s six banners include brunch concept Ted’s Bulletin, barbecue eatery Federalist Pig and Honeymoon Chicken, and plans call for the addition of an unnamed seventh format.

Best Buy Best Buy will expand its merchandise beyond electronics and add products in fitness, health, electronic transportation, outdoors and other categories. The retailer also will make moves to focus more on online retail, including closing up to 30 stores annually for the next three years.

Fat Brands Fat Brands has signed 20 new franchise development deals that will add more than 50 new units to its portfolio of quickserve banners that includes Hot Dog on a Stick, Marble Slab Creamery and Round Table Pizza. Thirty new units are to open by the end of the year, and many of the new locations will be co-branded units featuring Great American Cookies and Marble Slab Creamery.

Walmart Health Walmart Health is starting to open its next slate of clinics, with five locations planned for Florida. The plans cover two clinics in Orlando, two in Jacksonville and one in Tampa. The company also plans to roll out its new tech stack, born from its partnership with Epic.

Friendly’s Restaurants Friendly’s Restaurants is expanding into fast-casual with the opening of its first Friendly’s Cafe, a 2,700 square-foot concept with 45 seats in Westfield, Massachusetts. Customers will have the option of ordering at the counter, at the table using a QR code or online for pickup or delivery.




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AroundtheIndustry HOSPITALITY


Radisson Hotel Group Radisson Hotel Group intends to capitalize on lowered travel barriers and improving economies to add 150 properties in the Asia-Pacific this year. The brand is pursuing a five-year plan to double its portfolio to 3,200 hotels in 120 countries by 2025.

Fareway Stores After opening a location in Rockwell City, Iowa, this year, Fareway Stores is continuing to expand in its home state with the groundbreaking of two stores this week and a plan to open another location in Waukee, Iowa. The grocer is expanding its presence across the Midwest with a recent store opening in Nebraska, a Spirits & More opening in Minnesota and a plan for two additional Fareway Meat Market locations in Kansas.

The Study Hotel The Study at University of Chicago is in its soft opening phase, accepting guests and event reservations at its 12-story, 167-unit building on the Midway. The property, located beside the Rubenstein Forum at 60th and South Kimbark, features fitness facilities, ballroom and conference spaces, and a tavern-style restaurant that will open by the end of the 2021–22 academic year. The National Autograph Collection The National Autograph Collection has opened inside the historic First National Center in Oklahoma City. Built in 1931, the 32-story landmark returns from a thorough renovation led by NE Development & Partners, ADG, Flick Mars and EverGreene Architectural Arts. The new 146-room hotel radiates with an enduring opulence that merges Art Deco and Neoclassical styles. Graton Resort and Casino The Graton Resort and Casino in Sonoma County, California, which is owned by the Federated Indians of Graton Rancheria, filed a notice to increase the size of its gaming floor and build a second hotel tower. The tribe is doing an environmental study on the effects on the areas around the casino and hotel, looking at the water resources, air quality, public services, noise and traffic. Isle Casino Hotel/Horseshoe brand Isle Casino Hotel Black Hawk in Colorado will become the latest venue to be rebranded as Horseshoe Black Hawk by Caesars Entertainment. The new name will come along with upgraded hotel rooms, a renovated casino floor and changes to the facility’s exterior. In addition, Horseshoe Black Hawk’s poker room will transform into a World Series of Poker area. Twenty Four Seven Hotels Twenty Four Seven Hotels in Newport Beach, California is expanding by six hotels this year. The hotel owner currently has a 68% occupancy rate that includes both business and leisure and travelers.



Fresh Market The Fresh Market Inc. has opened a store in Palm Beach Gardens, Florida, its second location featuring the specialty grocer’s innovative center store culinary kitchen and coffee bar concept. Amazon Fresh Amazon Fresh has opened a store in Fairfax, Virginia, and plans to open three additional stores in Northern Virginia, in Arlington, Lorton and Manassas. The 30,000-square-foot store, which features Amazon’s Just Walk Out technology, follows the opening of stores this year in Moorpark, California; Naperville, Illinois; and Seattle. Big Y Foods Big Y Foods plans to introduce a smaller, “downtown format” store in Springfield, Mass., next year, named Big Y Express Fresh Market. The 10,000-square-foot store will be about one-fifth the size of an average Big Y World Class Market store, and the concept will feature staple grocery items as well as natural and organic products and prepared meals, including sushi made by an on-site sushi chef. Whole Food Market Amazon has opened its first Whole Foods Market location featuring the company’s Just Walk Out technology, which enables customers to bypass checkout lanes and pay through a mobile app. The store, located in Washington, DC’s Glover Park neighborhood, is the first of two Whole Foods locations opening this year that will implement the system, which is eventually expected to roll out to more Whole Foods and Amazon Fresh grocery locations. H-E-B H-E-B plans to bring its flagship H-E-B brand stores to the DFW Metroplex next year. The stores, which will open in Frisco and Plano in fall 2022, build on the company’s long-standing presence in the area and reinforce its commitment to serve more customers in this dynamic and growing part of Texas.

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They said it How Wendy’s has fueled its growth “We’ve had a lot of success in the US and we have proven we can play the game internationally. The output of that is more inquiries to keep growing the brand.” — Wendy’s CEO Todd Penegor on how roles of breakfast, digital and global initiatives have fueled the fast-casual brand’s growth

Did you

know  It’s a bird. It’s a plane. Would you believe a chicken wing drone delivery? In partnership with drone delivery startup Flytrex, Brinker International is taking to the skies to deliver food from its virtual It’s Just Wings brand in Granbury, Texas. Flytrex launched its first delivery drones in Iceland in 2017 and first partnered with Brinker in 2020 to deliver It’s Just Wings food in North Carolina.  Walmart plans to create global tech hubs in Toronto and Atlanta—a move that will bring hundreds of employees in both places to develop cutting-edge retail technology. Walmart operates 14 other Walmart Global Tech centers in cities like Seattle and Chennai, India, and its tech staff around the world grew to 20,000 last year.


“A strong labor market bolstered wage expectations among consumers under age 45 to 5.3% – the largest expected gain in more than three decades, since April 1990.”

“To be able to have something positive in the midst of adversity, and you know this constant bad news, is really cool.” — Horn BBQ founder Matt Horn on how his restaurant survived and thrived during the pandemic

— Chief Economist Richard Curtin on how the recent run of consumer confidence continues to drive the economy’s rebound

The numbers game

28.4 61,300 9.5


The percent of market share of the restaurant industry that big franchises commanded in 2021, up from 19% a decade ago, according to a Rabobank report. On the other hand, non-franchised eateries’ share of the total dipped 11%. The number of new jobs that restaurants and bars added of the 431,000 new non-farm jobs created in the US in March, according to the Bureau of Labor Statistics. The jobs accounted for one out of every seven new positions. The amount, in billions, that Google plans to invest in new offices and data centers in the US in 2022. The total marks an increase from last year’s $7 billion and comes as Google shepherds more of its employees back to offices even as it offers more flexible work options.

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Retain. Advance. Repeat. AEC women’s networking event draws 21 companies, some 170 industry professionals in spirit of leading to positive change

The WWT drew approximately 170 AEC professionals and 21 company sponsors to its inaugural networking evening at City Green in City National Plaza in downtown Los Angeles.


fter two years of virtual events, four architecture, engineering and construction (AEC) industry organizations in Los Angeles jumped at the opportunity during Women’s History Month to join forces and create an in-person event connecting women in the industry.

Attracting approximately 170 people, the inaugural Women Working Together (WWT) was the first time these four organizations have collaborated to provide an opportunity for their members to interact. “This event, during Women’s History Month, delivers allyship, support and collaboration that will lead to positive change in our professions well beyond this celebratory time,” says Jennifer Noel Wong,


WWT Steering Committee member and an Associate at CO Architects. WWT was a collaboration between the American Institute of Architects, Los Angeles Women in Architecture Committee (AIALA-WiA); National Association of Women in Construction Los Angeles Chapter (NAWICLA); Structural Engineers Association of Southern California Women in Structural Engineering Committee (SEAOSC-WiSE) and


Women in Construction Operations Southern California Chapter (WiOPS). With the numbers beginning to improve due to company and professional organization efforts like WWT, women still are underrepresented in the AEC industry. According to the US Bureau of Labor Statistics, women comprise only 10.9% of construction industry workers, yet they make up 47% of the nation’s workforce.


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WWT’s Steering Committee was composed of six women from four professional organizations focused on the advancement of women in the AEC industry. (L-R) Jennifer Noel Wong, AIALA-WiA, CO Architects; Leah Wimberly, WiOPS, Pacific Wall Systems, Inc; Michelle Kam-Biron, SEAOSC-WiSE, Structurlam; Ileana Holguin, NAWIC-LA, McCarthy Building Companies; Ashley Richardson, AIALA-WiA, Ehrlich Yanai Rhee Chaney Architects; and Barbara Kotsos, NAWIC-LA, Giroux Glass.

Architecture and engineering fare a little better with women comprising just 27% of the workers in this sector. Furthermore, AEC industry careers for women are often short lived due to inflexible hours, culture issues, lack of advancement and limited mentorship opportunities. “Working in male-dominated industries of varying degrees, women in architecture, engineering and construction careers may not have many other women to interact with and learn from in their daily work environments,” says Michelle Kam-Biron, WWT Steering Committee member, mass timber specialist at Structurlam. “The WWT Networking Event provided an opportunity for the participating professional organizations and members to connect as a larger group and expand their voice, work to increase opportunities for principal positions in their industries and develop mutually beneficial relationships.” The event also garnered the financial support of 21 companies including: Brandow & Johnston, Coleman Equipment Rentals,


“The WWT Networking Event provided an opportunity for the participating professional organizations and members to connect as a larger group and expand their voice, work to increase opportunities for principal positions in their industries and develop mutually beneficial relationships.” Clark Construction, IMEG Corporation, McCarthy Building Companies, Pacific Wall Systems Inc., T&S Structural, Abet Laminati, Giroux Glass Inc., HBC, JRM Construction West, Martin Bros., Murray Company, Vulcan Materials Company, Structural Focus, Thornton Tomasetti, Hathaway Dinwiddie, Kimley Horn, MATT Construction, Miyamoto and USGBC-LA. Due to this level of interest within the industry, the WWT steering committee is planning another WWT event next


year and will continue to look for regular opportunities to network with one another. Along with Noel Wong and Kam-Biron, the WWT steering committee includes Ashley Richardson, AIALA-WiA, Ehrlich Yanai Rhee Chaney Architects; Jennifer Noel Wong, AIALA-WiA, CO Architects; Leah Wimberly, WiOPS, Pacific Wall Systems Inc; Barbara Kotsos, NAWIC-LA, Giroux Glass; Ileana Holguin, NAWIC-LA, McCarthy Building Companies.





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They stand with Ukraine Eleven Engineering to donate May profits to humanitarian crisis


he crisis in Ukraine has a little close to home for Eleven Engineering Inc. In turn, the company is donating its May 2022 profits from to help support Ukrainian refugees in dire need of assistance during the current crisis with Russia. Edmonton, Alberta, Canada, home to its headquarters, has the largest Ukrainian population of any Canadian city. Eleven Engineering CEO John Sobota says that May is not only the month to get angry about what is going on, but to do something about it. “We are heartbroken for the Ukrainian refugees fleeing to neighboring countries and those stuck in the warzone, as well as outraged by the needless humanitarian crisis caused by Russia’s unprovoked invasion.” As a result, Eleven Engineering is not only pledging all SKAAstore profits for the month to go toward Ukraine support, it also is making a call-to-arms to other Canadian-based companies. “What Eleven Engineering is doing here is a small thing, and Ukraine’s neighboring countries can also only do so much,” Sobota says. “So Canadians need to pitch in as much as possible and that will make a difference.” Eleven Engineering is challenging all Canadian companies to speak out and donate their profits in May. As to where the funding goes, Sobota says that is up to each individual company. “We are still researching the best places to send the funds we’re raising this month and we’ll announce the donations' destination(s) in June.” In addition, Eleven Engineering is inviting everyone to share their first-hand stories of heroes from this conflict on its social media platforms.

Did you

know 22

The NFL’s Tennessee Titans recently unveiled a rendering of a new, enclosed stadium that could cost $1.9 billion to $2.2 billion to build. The stadium, which could be completed in 31 months, also will include $4 billion worth of retail, office and residential buildings on a campus that would be built out over the next decade.


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Stemming the tide Why elevated building costs can present gaps in insurance By Scott McDonough & Kenneth Travers Editor's Note: This is the first in a two-part series on what commercial construction professionals can do on the insurance front on the heels of continued rising building and construction costs.


ising building costs do not just make new construction more expensive, they can also put property and business owners at risk of having gaps in insurance coverage. As the price for materials and labor increases at unprecedented rates due to the pandemic and supply chain issues, it can have a significant impact on insurance because it is not possible to fix or rebuild property at pre-pandemic values with today’s higher construction costs.



This means a business owner may not be made whole after a loss and could be in jeopardy of significant financial strain. That’s why regular property valuation assessments are vital to ensure adequate limits are in place in case of a loss. Since the pandemic started, the cost for many building materials increased, and it’s not just material that increased. Construction labor costs also jumped in 2021 due to labor shortages,

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consumer demand, supply chain issues and increases in the frequency and severity of catastrophic events.

The Building Cost Increase is Likely to Stay

The cost for certain building materials has dropped since its peak earlier in 2021. For example, lumber went from more than $1,600 per 1,000 board feet in May to $647 in September. Despite this, industry experts believe the costs will remain higher than in 2020 before the pandemic hit when lumber prices were around $400 per 1,000 board feet. From supply chain shortages to consumer damage due to storms and catastrophic events, many factors are affecting costs in the construction industry. This includes continued COVID-19 restrictions, resultant shipping disruptions and labor shortages in the trucking and longshoreman industries.

These longer-lasting impacts on the rise in costs of construction materials could continue through the second half of 2022 and into 2023.

How Construction Cost Increases Affect Insurance

Because construction costs have increased, it also can mean that business owners may not have adequate insurance coverage. Therefore, if a business sustains property damage, they might only have coverage for part of the rebuild due to the higher priced materials. Shortages of skilled and unskilled labor in the roofing, plumbing and electrical trades are compounding prices and adding to the difficulty in acquiring materials and durable goods. This significantly affects the insurance industry’s response on claims and losses in construction and may hinder business recovery.

Because construction costs have increased, it also can mean that business owners may not have adequate insurance coverage.

Understanding Insurance to Value

The best way to make sure a business is adequately insured is to know the property value. It is important for business owners to perform regular property valuation assessments, known as insurance-to-value, which can give business and property owners peace of mind after a loss. If there is a major loss, the coverage amounts in a business’ policy might not be enough to cover replacement costs at today’s prices. Having an accurate assessment of the complete cost to replace the insured property can be the difference between recovering quickly or incurring additional loss from delays in repairs.

Help with Asset Valuation

For business owners, determining the value of assets is not always a fast and easy process, especially considering the price fluctuations with building materials and construction labor. But having an insurance agent or broker work with an experienced insurance company can help alleviate any complicated situations. At The Hartford, Risk Engineering specialists know the ins and outs of many industries. They understand the unique risks and challenges those businesses face and can work to help with the asset valuation process by providing important insights, which can then assist in establishing more accurate replacement values. The Hartford’s risk engineering professionals track replacement costs on a quarterly basis, and during times of more rapid cost fluctuations, they access several industry data sources that track material and component pricing. By using that data to assist in property replacement cost valuation, The Hartford can make sure business owners have adequate insurance to property value and better protect their facilities.

Scott McDonough is Head of Large Property at The Hartford. Scott has more than 35 years of experience in the insurance industry specializing in technical underwriting and portfolio management across multiple lines of business and geographies. Kenneth Travers is Technical Manager – Property and Product Specialist for The Hartford. He has more than 43 years of experience in the risk engineering field developing and delivering loss control engineering services and assessment tools for complex businesses with a focus in natural catastrophe, business impact, supply chain and fire protection engineering applications.




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Raise your hand if you’re happy Why the best practices in workers compensation plans include expedited care, diagnosis, disposition and definitive treatment By William Lang, Robert Spatzer, Adam Wootton & Dan Carlin


aise your hand if you are happy with the Workers Compensation process. Anyone? Didn’t think so. General dissatisfaction from employers and employees

over the quality and expediency of care under current Worker’s Compensation systems is well documented.



While this dissatisfaction has many causes, one theme that repeatedly emerges in qualitative studies is a lack of transparency and a depersonalized system that does not fully address the needs of injured and ill workers in a meaningful and holistic way. While state worker’s compensation systems have undergone significant reformation efforts, these have largely focused on financial outcomes through decreasing resource utilization and imposing tighter regulations and fee schedules. Unfortunately, there is a lack of strong evidence that many of these efforts have materially improved either the experience or the care that injured workers receive. More recently, there has been a growing awareness that worker’s expectations in the aftermath of an injury and their personal experience with the Workers Comp system have a very significant impact on claims outcomes from both a medical recovery and financial standpoint. While this concept is not new in general medicine, it has not been systematically addressed in the Workers Comp space to date and points out the error in the traditional conclusion that the medical severity of an injury will dictate claim length, claim cost, and medical recovery. In fact, research (Colon & Arnautovic, 2017) in workers comp on the impact of changes in medical fee schedules, utilization, and claims costs has shown an inconsistent relationship between the injury severity and cost. Further, among employees with comparable injury types of similar medical severity, there is significant variability in claim length, development of disability, return to work and time to




maximum medical improvement (Ashley et al., 2017; Hayden et al., 2019). This points to the necessity of a new approach to workers comp care delivery with a broader understanding of the root causes of claim outcomes. This new approach will center on placing the injured patient at the center of the continuum of care—with an emphasis on building authentic advocacy-based relationships while addressing both their medical and psychosocial needs.

Psychosocial Influence on Claims Outcomes & Implications for Care Delivery

The current thinking largely equates the “severity” of a claim with the final cost of that claim. To understand why that is the case one only must apply the seemingly logical supposition that a more serious medical injury requires greater use of resources, costs more to treat and results in longer recovery and rehabilitation times.

Rather, they are frequently related to the development of chronic pain and repeated, ineffectual treatments. As employee expectations are emerging as a critical area of importance, researchers are currently investigating how individuals with very similar injuries of similar severity can have such different outcomes. In qualitative research, employee “trust” in the system is often used as a surrogate for employee expectations and it is apparent that many current workers comp programs fail to support the development of a trusting relationship. This is not an insignificant problem. In fact, the US Department of Labor has said that a lack of trust in the system represents a fundamental threat to the long-term viability of Workers Comp programs in general. The Workers Compensation Research Institute (WCRI) also identified “trust in the workplace” as potentially playing a critical role in both medical and return-to-work outcomes.

Unfortunately, there is a lack of strong evidence that many of these efforts have materially improved either the experience or the care that injured workers receive. While this thinking may be reasonable in an actuarial sense, it conflates the concepts of medical severity and cost, leading to a fundamental flaw in the understanding of what truly drives workers comp claim costs. In fact, as claim analytics have become more advanced there is a growing appreciation of the importance of factors beyond medical injury severity. It is well established that while most claims are medical only, shorter duration claims, the major cost drivers are a much smaller number of claims with prolonged medical care and disability leading to significantly higher costs. With respect to these latter claims, it is important to note that very few of them are due to catastrophic injuries.

Among other implications, this research (Robinson, 2014) points to the importance of evaluating and treating injured workers in consideration of not just biological, but social and psychological factors as well. Creating partnerships between medical providers, employers and employees that emphasizes the importance of these latter components represents an important step toward incorporating value-based medicine into worker’s compensation treatment models. Further, research suggesting that a worker’s expectation of recovery in the immediate aftermath of an injury can significantly alter the trajectory of an outcome, either positively or negatively,

should inform the development of new treatment models. Interestingly, recognition of the importance of employee expectations is not new. Studies (Cancelliere, 2016; Noonan & Wagner, 2010) focused on early intervention strategies to reduce the demoralization associated with being out of work have shown that employees managed with a focus on supporting employee self-efficacy and early return to work compared to treatment as usual required less days off work despite no difference between the groups in self-reported pain. Additionally, individuals in early interventions group were eight times less (Noonan & Wagner, 2010) likely to develop chronic musculoskeletal conditions Collectively, the current body of evidence suggests that employee trust in the system and expectations regarding the quality of care and anticipated outcomes are crucial, modifiable targets for early intervention with the potential to dramatically influence both medical outcomes and claim length. However, for time-constrained clinicians trained and practiced in purely medical diagnosis and treatment, understanding the nuances of what constitutes a successful outcome from a worker’s compensation standpoint is challenging. Systemic thinking that correlates a claim’s success with purely medical and financial outcomes is outdated, incomplete and likely perpetuates the culture of conflict between employers and employees—when in reality, they have the same goals: Getting workers healthy and back to work. Consequently, innovative models of treatment are needed to address the care of injured and ill workers across the entire biopsychosocial continuum and bring the goals of the various stakeholders into alignment. Putting the patient at the center of care by focusing not only on their physical, “medical” care, but their social, emotional and psychological care will result in the best outcomes for employees and employers alike.

The authors include JobSite Care's William Lang, Chief Medical Officer; Robert Spatzer, Director of Clinical Analytics & Operations; Adam Wootton, Acting Chief Technology Officer; and Dan Carlin, founder and CEO.




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Rolling with history Why the Stuckey’s brand continues to be the model of consistent excellence


n the beginning… It is the way every great story starts. For Stuckey’s, it started with a borrowed truck and a $35 loan. That’s

how W.S. “Sylvester” Stuckey, Sr., founded Stuckey’s as a roadside pecan stand along Highway 23 in Eastman, Georgia in 1937.

With that truck and the loan (from his grandmother), W.S. drove around the countryside and bought pecans from local farmers to sell at his stand, along with local honey and souvenirs. His wife, Ethel, added her delicious homemade candies – southern delicacies like pralines, Divinities, and our iconic Pecan Log Rolls. And so, from that beginning, Stuckey’s grew the stores to a roadside empire. At its peak in the 1960s, the little pecan company had become an integral part of the American road trip. It boasted 368 stores in over 40 states, each offering kitschy souvenirs, clean restrooms, Texaco gas, and of course, our famous candies.







We sat down with Ethel “Stephanie” Stuckey, Billy’s daughter (who took over as CEO of Stuckey’s in November 2019), to see where the iconic brand is heading.

Give us a snapshot of the Stuckey’s brand?

I love how he created something of beauty in a roadside gas station, showing that good design can be for everyone and found anywhere.

Stuckey’s is synonymous with the American road trip, a welcoming oasis where generations of travelers have found a hot snack, fun souvenirs and our famous pecan log roll. We’re also all about the pecan; the only snack nut native to our country. We source all of our nuts from local farmers and process them in our factory. Stuckey’s champions small businesses and small town America. Like this country, we’ve had our share of hard times, but we’re making a comeback and inviting folks to join us on our journey.

by Corporate America, where our brand was trashed. But the company is back in family hands, and we’re reviving it in a way that respects our rich past while also looking to the future. This is true especially given the hard times we’ve all had with the pandemic, consumers have sought comfort in nostalgia. There’s something so reassuring about brands like ours that have survived against incredible odds, yet we’re still standing. People can relate to that.

Why does the brand still resonate with today’s consumer?

What type of consumers are you targeting?

Everyone loves a comeback story, and that’s us. My grandfather sold Stuckey’s in 1964, and we endured decades of control


Our core demographic right now are folks who remember stopping at Stuckey’s on their family vacations in the 60s, 70s and 80s. We


love them but recognize to grow we’ll have to expand. As we continue to market our pecan products, especially the healthy nuts, I expect our base to include more health-conscious consumers. But we’ll always sell our pecan log rolls and other classic Southern confections, because who doesn’t like to treat themselves every now and then? In sum, we’re focusing on folks who love to road trip, while also expanding to foodies who enjoy our pecan products.

What type of adjustments have you made surrounding the recent state of events? Like every business, we’ve had our share of supply chain challenges, from packaging delays to sugar being in high demand.




Labor shortages have also hit our production capacity. But overall, we’ve weathered the ups and downs ok. We focused on moving our core product line to channels that continued to do well despite the pandemic—grocery stores, hardware stores, plus selling online. And more folks have been travelling by car, so we’ve seen a bump in sales at our licensed stores.

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

I’ll preface this by saying that we don’t own or operate any of our branded locations – they’re all independently licensed. The legacy Stuckey’s were designed by my grandfather, and he was very deliberate in having the entrances to the store filled with candy displays and merchandise stacked high and hanging from the ceiling. It was all about moving products. The restaurants were always a snack bar format, with limited seating. He wanted customers walking around the store browsing, not seated in a booth. That logic still works today—look at how Cracker Barrel stores are structured. The first thing you see is the store with all the fun items and candy barrels. It’s all about the merchandise.

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

There are a few that I’m really proud of, but I’ll pick just one which is Johnston City, IL. They have an old fashioned jukebox and a terrific eye for product selection—salt and pepper shakers, fun wall hangings, and a lot more. Outside, there’s a statuary garden and a memorial to veterans. It’s also one of the classic stores with the sloped teal roof.

My favorite part of the architecture is the sloped roof, which was intended to look like a ship’s hull. He hung elaborate chandeliers from the ceiling. You’d walk into the store and have this “wow” moment.

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

My grandfather’s original store designs were opportunistic with no consistency. He often would buy an existing building and convert it to Stuckey’s if the price and location were right. When the Interstate Highway System started bypassing the state roads where our stores were sited, my grandfather had





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to make a strategic decision to move his business to the Interstate. While that wasn’t an easy choice, he took advantage of the move by re-branding the stores with the familiar blue roofs that could be seen from a distance, plus the red and yellow signage. My favorite part of the architecture is the sloped roof, which was intended to look like a ship’s hull. He hung elaborate chandeliers from the ceiling. You’d walk into the store and have this “wow” moment. I love how he created something of beauty in a roadside gas station, showing that good design can be for everyone and found anywhere.

Talk about sustainability. What are you doing?

Sustainability is a three-legged stool: It’s certainly the environment, but also economic and equity/social as well. I’ve had to focus a lot on the economic aspect as I bought the company in distress and operating at a loss. I have a strong background in this area, having served as Chief Sustainability Officer for the City of Atlanta, and my commitment to reducing our carbon footprint is strong. But we have to do it in a way that works within our capacity and budget. The most important thing we’ve done is switched to sourcing our pecans—our No. 1 ingredient—100% from local farmers.


And we shell the nuts on site in our own plant, with the shells sent to a local paper mill to be used as feedstock for energy generation. We use recycled cardboard in our packaging and displays, sourced from Pratt Industries based in Georgia. And we’ve switched to almost off of our vendors being domestic to reduce the emissions caused by global shipping. All this helps support the local economy here in America, something we really support. Finally, we are aware of the social component and strive to have a diverse pool of vendors whenever we put a job out to bid. And it’s making a difference, our insurance provider is a black owned local business, for example. We hope to hire more talent that


reflects the diversity of our community as we continue to grow the business.

With such an iconic brand, what do you want the legacy of Stuckey’s to continue to be?

A big part of how we’re rebuilding the brand is to focus on how we began—as a roadside pecan stand. Pecan based products have been at the core of our business since 1937. We think there’s a unique niche we can fill by becoming the go-to brand for the pecan. It’s among the healthiest nuts, and we aim to expand Stuckey’s pecan products to the snack aisle, baking aisle, and produce department, while still selling our classic pralines, divinity, and pecan log rolls.




As we generate more revenue from the sale of products, my vision is to build a few corporate owned Stuckey’s that would be destination locations and very brand forward. We’ll continue to tell the story of the road trip as we promote our products, because that’s a key part of who we are.

A big part of how we’re rebuilding the brand is to focus on how we began— as a roadside pecan stand.

What is today’s consumer looking for?

Consumers are wanting more healthy options, so positioning us more as a nut brand makes sense given the trends towards more nut based diets. But I like to joke that folks like to talk healthy but they still eat candy. Sweets remain a strong category in the retail sector. You will see more folks demanding quality ingredients, so when they do indulge it’s a candy that’s well made with real chocolate and vanilla, not a lot of imitation and crap. We’re paying attention to that and have upped our game with where we source our products. CCR

One-on-One with... Stuckey’s, Stephanie Stuckey grow, I have to reinvent the brand by focusing on what’s driving profit, and that’s the sale of product.

Describe a typical day.

What’s the biggest item on your to-do list? Right now, we’re laser focused on making Stuckey’s the go-to brand for pecans in this country, so we’re driving sales in a variety of channels and ramping up our marketing and branding efforts. To


Wake up around 6 a.m., drink coffee and meditate. I do my round of social media posts and draft my to do list. The rest of the day is a mix of meetings, speeches and press interviews. I do a lot of branding and promotion for the brand. I spend a few days every month visiting our factory, our distribution center and our branded stores.


My biggest priority is making sure that everything I do is aligned with selling product, even if it’s giving a speech, telling the story of the brand to a roomful of executives who can buy corporate gifts from us is time well spent. I work out every day, either running, dancing, bike riding or going for a walk. And I always try to carve out 30 minutes to an hour to finish writing my book. End the day usually reading, right now I’m into Steinbeck and re-discovering, “Travels with Charley,” a classic road trip novel.

Tell us what makes the Stuckey’s brand so unique? Stuckey’s fell out of family hands for decades, was trashed by outside corporate owners, and is now back under our control. That almost never happens. That we got another chance to revive this brand that has a special place in American history is unlike any other brand. I aim to prove that it’s possible to revive Stuckey’s and hopefully inspire others along the way.










Engineering firms take spotlight in CCR annual listing


he industry’s leading engineering firms in the retail, restaurant, hospitality, healthcare (and other) sectors are on display in this month’s CCR listings. If you’re looking for the best fit for your project, we have you covered. Our annual listing provides the contact information and contact person for each firm. If you didn’t make the list, contact Publisher David Corson at

GreenbergFarrow............................................ $11,000,000 Interplan......................................................... $8,700,000 GPD Group...................................................... $8,500,000 WD Partners................................................... $8,400,000 Core States Group........................................... $5,395,361 Case Engineering, Inc..................................... $4,047,560 Wallace Design Collective, PC......................... $1,500,000 CESO, Inc........................................................ $1,291,000 Stantec........................................................... $976,300 MBI Companies Inc......................................... $457,126





Stantec.............................................................$5,440,154 TLC Engineering Solutions................................$2,992,593 NOVA Engineering and Environmental, LLC.......$2,096,069 GPD Group........................................................$1,300,000 3MG, PSC.........................................................$653,000 CEI Engineering Associates, Inc.........................$608,306 MBI Companies Inc...........................................$388,351 Wallace Design Collective, PC...........................$300,000 Interplan...........................................................$255,000 Case Engineering, Inc.......................................$111,850

Stantec............................................................$44,971,659 TLC Engineering Solutions...............................$34,218,430 GPD Group.......................................................$5,000,000 WD Partners....................................................$4,600,000 CESO, Inc.........................................................$3,702,000 MBI Companies Inc..........................................$2,099,439 NOVA Engineering and Environmental, LLC......$2,080,785 Wallace Design Collective, PC..........................$2,000,000 Case Engineering, Inc......................................$1,397,401 Little Diversified Architectural Consulting, Inc...$1,250,000



WD Partners....................................................$28,300,000 GreenbergFarrow.............................................$27,200,000 Stantec............................................................$23,432,222 GPD Group.......................................................$19,500,000 CESO, Inc.........................................................$18,390,000 Core States Group............................................$12,557,640 Wallace Design Collective, PC..........................$11,100,000 CEI Engineering Associates, Inc........................$9,256,026 Interplan..........................................................$4,250,000 NOVA Engineering and Environmental, LLC......$3,877,955


Top Ten Totals

McKinstry....................................................... $720,000,000 Stantec........................................................... $335,836,375 Henderson Engineers...................................... $148,674,227 GPD Group...................................................... $111,000,000 CESO, Inc........................................................ $73,880,000 NOVA Engineering and Environmental, LLC..... $71,730,250 TLC Engineering Solutions.............................. $70,403,634 WD Partners................................................... $46,200,000 GreenbergFarrow............................................ $40,800,000 Wallace Design Collective, PC......................... $34,200,000

3MG, PSC Bernhard

Manuel Ray, President 1649 Ponce de Leon Ave. San Juan, PR 00926 (787) 979-9982, Cell: (787) 375-5770 Year established: 2006, Number of employees: 15 Retail: N/A, Hospitality: $653,000, Restaurants: $230,000, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $1,708,000 Total Billings from Jan-Dec 2021: $2,641,000 Completed commercial projects from Jan-Dec 2021: 5 Specialize in: Retail, Hotels/Casinos, Other: Ports Leading national clients: Marriott, Fairmont, Foxwoods, Hilton, Government of Puerto Rico

James Skrmetta, External Marketing Manager 1 Galleria Blvd. 825 Metairie, Louisiana 70001 (504) 833-8291 Year established: 1919, Number of employees: 2,000 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: N/A Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Hotels/Casinos, Healthcare, Education, Federal/Government Leading national clients: Ascension Health, Banner Health, Caesars Entertainment, McCarran International Airport, Charles Schwab, Arizona State University

Architectural & Engineering Project Management LLC BlueStreak Consulting

Lionel Hawkins, Program Manager 2451 Cumberland Pkwy SE 3865 Atlanta, GA 30339 (404) 793-7763, Cell: (470) 494-7009 Fax: (404) 793-7763 Year established: 2015, Number of employees: 4 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $500,000 Total Billings from Jan-Dec 2021: $500,000 Completed commercial projects from Jan-Dec 2021: 10 Specialize in: Industrial Leading national clients: Arch Chemical, Printpack

ArcVision Inc.

Janine Buettner, Director of Business Development 1950 Craig Rd. #300 Saint Louis, MO 63146 (800) 489-2233, Cell: (309) 255-2863 Fax: (314) 415-2300 • Year established: 1995, Number of employees: 92 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: N/A Completed commercial projects from Jan-Dec 2021: 900 Specialize in: Retail, Cannabis, Healthcare, Office, Restaurants, Shopping Centers, Other: Automotive, Financial Institutes (Banks) Leading national clients: Arbys, Lovisa, Hot Topic/Box Lunch/ Torrid, Panera, Skechers, Tesla, Yum Brands (Taco Bell, KFC, Pizza Hut)

Rich Knapp, Director 25001 Emery Road, 400 Cleveland, OH 44128 (216) 223-3200 Year established: 2005, Number of employees: 42 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: $7,600,000 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers Leading national clients: N/A

Bureau Veritas

Sandee Brogan, Business Development Manager 17200 N. Perimeter Drive, Suite 103 Scottsdale, AZ 85255 (602) 708-3265,Cell: (602) 708-3265 Fax: (410) 785-6220 Year established: 1986, Number of employees: 775 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: N/A Completed commercial projects from Jan-Dec 2021: 50,000 Specialize in: Retail, Hotels/Casinos, Cannabis, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Federal/Government, Craft Brewery/Distillers Leading national clients: Wells Fargo, Home Depot, Walgreens, Chick-fil-A, various EVC clients





Case Engineering, Inc. CESO, Inc. Darrell Case, President 796 Merus Court Saint Louis, MO 63026 (636) 349-1600 Year established: 1995, Number of employees: 85 Retail: $2,667,099.75, Hospitality: $111,850.00, Restaurants: $4,047,560.00, Healthcare: $1,397,401.50, Multi-Housing: $165,650.00, Federal: $61,650.00, Craft Brewery/Distillery: N/A, Cannabis: $67,200.00, Other: $7,339,818.65 Total Billings from Jan-Dec 2021: $15,858,229.90 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Hotels/Casinos, Cannabis, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Federal/Government, Other Leading national clients: One Medical, Dutch Bros, Wingstop, Starbucks, Village Medical, Loomis Armored Services, DoorDash, Dashmart, Fogo de Chao, Aaron’s, Christian Bros Automotive, T-Mobile, Domino’s, Panera, Habit Burger

CEI Engineering Associates, Inc. Debbie Jones, Director of Marketing and Business Development 3108 SW Regency Parkway Bentonville, AR 72712 (479) 273-9472, Cell: (918) 704-6782 Fax: (479) 273-0844 Year established: 1973, Number of employees: 170 Retail: $9,256,026, Hospitality: $608,306, Restaurants: $282,304, Healthcare: N/A, Multi-Housing: $758,294, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $6,792,766 Total Billings from Jan-Dec 2021: $17,980,000 Completed commercial projects from Jan-Dec 2021: 226 Specialize in: Retail, Restaurants, Shopping Centers Leading national clients: Walmart, Murphy USA, Love’s Travel Stops, Chipotle, Starbucks, Turnkey developers with multiple brands



Mike Pothast, Director, Business Development 3601 Rigby Road, Suite 300 Dayton, OH 45342 937.401.3919, Cell: 937.604.4736 Year established: 1987, Number of employees: 300 Retail: $18,390,000, Hospitality: N/A, Restaurants: $1,291,000, Healthcare: $3,702,000, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $50,500,000 Total Billings from Jan-Dec 2021: $73,880,000 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Multi-Housing, Restaurants, Shopping Centers Leading national clients: Casey’s, Walmart, Love’s

Classic Engineering

Michael Kavanagh, Mechanical Consultant 100 Grandville Ave., Suite 400 Grand Rapids, MI 49503 (616) 742-2810 Retail, Hotels/Casinos, Multi-Housing Year established: 1998, Number of employees: 12 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: N/A Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Hotels/Casinos, Multi-Housing Leading national clients: N/A

Core States Group

Kevin Behnke, Vice President 3039 Premiere Parkway, Suite 700 Duluth GA 30097 (770) 242-9550 Year established: 1999, Number of employees: 502 Retail: $12,557,640, Hospitality: N/A, Restaurants: $5,395,361, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $7,845,500 Total Billings from Jan-Dec 2021: $25,798,501 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Other: zero emission vehicle charging, distributed generation, mission critical facilities, healthcare, manufacturing / industrial, fueling Leading national clients: 7-Eleven, Advance Auto Parts, Best Buy, Buc-ees, Electrify America, JPMorgan Chase, Lidl, McDonald’s, Mitsubishi Power




Cypress Environment & Infrastructure

Marc Foster, Vice President 906 DeSoto St. Ocean Springs, MS 39564 (228) 596-1580, Cell: (228) 596-1580 Year established: 2010, Number of employees: 14 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: $600,000, Craft Brewery/ Distillery: N/A, Cannabis: N/A, Other: $1,700,000 Total Billings from Jan-Dec 2021: $2,300,000 Completed commercial projects from Jan-Dec 2021: 15 Specialize in: Federal/Government, Other: Industrial Leading national clients: N/A

Don Penn Consulting Engineer

Michelle Judkins, Vice President 1301 Solana Blvd, Bldg. 1, Ste. 1420 Westlake, Texas 76262 (817) 328-5917, Cell: (817) 366-5451 Year established: 1990, Number of employees: 40 Retail: $2,290,329, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $4,932,635 Total Billings from Jan-Dec 2021: $7,222,964 Completed commercial projects from Jan-Dec 2021: 1,100 Specialize in: Retail, Cannabis, Healthcare, Office, Shopping Centers, Education Leading national clients: AAA, AT&T, Allbirds, Baja Duty Free, David’s Bridal, Cannabis Dispensaries, It’Sugar, 5.11 Tactical, Five Below, Intimissimi, Massage Envy, SPECS Liquor, Swarovski, T-Mobile, Western Dental, Warby Parker, Joybird

GPD Group

Steve Turner, Director 1801 Watermark, Suite 210 Columbus, OH 43215 (614) 588-8081 Cell: 614-325-1117 Year established: 1961, Number of employees: 650+ Retail: $19,500,000, Hospitality: $1,300,000, Restaurants: $8,500,000, Healthcare: $5,000,000, MultiHousing: $1,500,000, Federal: $1,500,000, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $73,500,000 Total Billings from Jan-Dec 2021: $111,000,000 Completed commercial projects from Jan-Dec 2021: 2000+ Specialize in: Retail, Hotels/Casinos, Cannabis, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Federal/Government, Craft Brewery/Distillers Leading national clients: RaceTrac, CVS, Starbucks, Taco Bell/ Yum! Brands, PNC Bank, Meijer, 7-Eleven, The Home Depot, JOANN Stores, Dollar General, Chipotle, Chick-fil-A, Bloomin’ Brands, Jason’s, Five Guys, Papa Johns, PetSuites, Wyndham



GreenbergFarrow Danielle Barr, Marketing Manager 251 W 30th Street New York, NY 10001 Year established: 1974, Number of employees: 204 Retail: $27,200,000, Hospitality: N/A, Restaurants: $11,000,000, Healthcare: N/A, Multi-Housing: $255,000, Federal: N/A, Craft Brewery/Distillery: $450,000, Cannabis: N/A, Other: $1,895,00 Total Billings from Jan-Dec 2021: $40,800,000 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Multi-Housing, Office, Restaurants, Shopping Centers, Other: Mixed-Use Leading national clients: Texas Roadhouse, Home Depot, Murphy Oil, Bath & Body Works, IKEA, Grocery Outlet

Henderson Engineers Mike Achoki, Public Relations & Communications Specialist 8345 Lenexa Drive, Suite 300 Lenexa, KS 66214 (913) 742-5000 Fax: 913.742.5001 Year established: 1970, Number of employees: 1,000 Retail: $77,767,586, Hospitality: $973,700, Restaurants: $113,563, Healthcare: $8,049,860, Multi-Housing: $1,596,233, Federal: $47,095, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $60,126,190 Total Billings from Jan-Dec 2021: $148,674,227 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: Retail, Hotels/Casinos, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Federal/ Government, Craft Brewery/Distillers, Other: Arts and Culture, Venue, Warehouse/distribution, Workplace Leading national clients: Walmart, Shake Shack, Tiffany & CO., Dave & Buster’s, Ulta Beauty

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Hixson Architecture, Engineering, Interiors Scott Schroeder, Vice President, Business Development 659 Van Meter Street, Suite 300 Cincinnati, OH 45202 (513) 241-1230 Year established: 1948, Number of employees: 130 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $22,000,000 Total Billings from Jan-Dec 2021: $22,000,000 Completed commercial projects from Jan-Dec 2021: 100+ Specialize in: Office Other: Food and Beverage and Science & Technology Facilities Leading national clients: CVS Health, Abbott Nutrition, Maple Leaf Foods, T. Marzetti

Interplan Rachel Reife, Business Development Manager 220 East Central Parkway, Suite 4000 Altamonte Springs, FL 32704 (407) 645-5008, Cell: (321) 246-4043 Fax: (407) 629-9124 Year established: 1972, Number of employees: 185 Retail: $4,250,000, Hospitality: $255,000, Restaurants: $8,700,000, Healthcare: $100,000, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: $100,000, Other: $6,500,000 Total Billings from Jan-Dec 2021: $19,900,000 Completed commercial projects from Jan-Dec 2021: 1,620 Specialize in: Retail, Cannabis, Office, Restaurants, Shopping Centers Leading national clients: National Restaurant Retail and Specialty Retail ranging from Chick-fil-A, 7-11, to Swim Schools, Cryotherapy, and Doggie Day Care



Little Diversified Architectural Consulting, Inc.

Jeff Roman, Engineering Practice Leader 615 S College Street, Suite 1600 Charlotte, NC 28202 (704) 525-6350 Year established: 1954, Number of employees: 385 Retail: $3,100,000, Hospitality: N/A, Restaurants: $57,500, Healthcare: $1,250,000, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $8,342,500 Total Billings from Jan-Dec 2021: $12,750,000 Completed commercial projects from Jan-Dec 2021: 478 Specialize in: Retail, Hotels/Casinos, Healthcare, Office, Restaurants, Shopping Centers, Education, Other: Mixed Use Leading national clients: Truist, Wells Fargo, CVS, Lowes, UnitedHealth Group, Publix, Food Lion, Public Storage, First Citizens Bank, Suntrust

MBI Companies Inc.

Cindy Moore, Marketing Director 299 N Weisgarber Rd Knoxville, TN 37919 (865) 584-0999 Year established: 1990, Number of employees: 95 Retail: $1,257,902, Hospitality: $388,351, Restaurants: $457,126, Healthcare: $2,099,439, Multi-Housing: $1,221,262, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $9,679,311 Total Billings from Jan-Dec 2021: $15,103,391 Completed commercial projects from Jan-Dec 2021: 100 Specialize in: Retail, Healthcare, Multi-Housing, Office, Restaurants, Education, Federal/Government Leading national clients: Weigels, OshKosh Defense, Smith & Wesson, Pilot Travel Centers, Colgate Palmolive Company, American Honda Motor Co., Inc.


Scot Keith, Communications Manager 5005 3rd Ave S Seattle, Washington 98134 (206) 832-8193 Year established: 1960, Number of employees: 2,500 Retail: N/A, Hospitality: N/A, Restaurants: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: $720,000,000 Completed commercial projects from Jan-Dec 2021: N/A Specialize in: N/A Leading national clients: Healthcare, Office, Education, Federal/Government




NOVA Engineering and Environmental, LLC







Tracey Marino, Marketing Manager 3900 Kennesaw 75 Parkway, Suite 100 Kennesaw, GA 30144 (770) 425-0777, Cell: (404) 556-4493 Fax: (770) 425-1113 Year established: 1996, Number of employees: 525 Retail: $,877,955, Hospitality: $2,096,069, Restaurants: N/A, Healthcare: $2,080,785, Multi-Housing: $9,091,405, Federal: $1,775,621, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $52,808,415 Total Billings from Jan-Dec 2021: $71,730,250 Completed commercial projects from Jan-Dec 2021: 13,925 Specialize in: Retail, Hotels/Casinos, Healthcare, Multi-Housing, Office, Shopping Centers, Education, Federal/Government Leading national clients: Hines, Prologis, HCA Healthcare,


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Stantec Darren Burns, Vice President 1100-111 Dunsmuir Street Vancouver, BC V6B 6A3 (604) 698-8009

Year established: 1954, Number of employees: 25,000 Retail: $23,432,222, Hospitality: $5,440,154, Restaurants: $976,300, Healthcare: $44,971,659, Multi-Housing: $11,444,751, Federal: $18,075,903, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $224,998,280 Total Billings from Jan-Dec 2021: $335,836,375 Completed commercial projects from Jan-Dec 2021: 5560 Specialize in: Retail, Hotels/Casinos, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education, Federal/Government, Other: Airport, Civic, Research/Labs, Industrial, Education Leading national clients: 7-Eleven, Hensel Phelps Construction, Microsoft, Pfizer, Amazon, Wal-Mart Canada, HP Inc., Jones Lang LaSalle, General Mills, JP Morgan Chase, Wells Fargo



TLC Engineering Solutions




Michelle Hubbard, Director of Marketing 255 S. Orange Ave., Ste 1600 Orlando, FL 32801 (407) 841-9050 Year established: 1955, Number of employees: 400 Retail: $1,834,924, Hospitality: $2,992,593, Restaurants: $48,772, Healthcare: $34,218,430, Multi-Housing: $2,005,203, Federal: $1,887,662, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A Total Billings from Jan-Dec 2021: $70,403,634 Completed commercial projects from Jan-Dec 2021: 950 Specialize in: Retail, Hotels/Casinos, Healthcare, Office, Education, Federal/Government Leading national clients: HOK, HKS, HNTB, Gresham Smith, Perkins + Will, Gensler, etc.

Wallace Design Collective, PC

Brad Thurman, Principal & CMO 123 N Martin Luther King Jr Blvd Tulsa, OK 74103 (918) 584-5858 Cell: (918) 633-3488 Fax: (918) 584-8689 Year established: 1981, Number of employees: 225 Retail: $11,100,000, Hospitality: $300,000, Restaurants: $1,500,000, Healthcare: $2,000,000, Multi-Housing: $1,900,000, Federal: $200,000, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $17,200,000 Total Billings from Jan-Dec 2021: $34,200,000 Completed commercial projects from Jan-Dec 2021: 2400 Specialize in: Retail, Hotels/Casinos, Cannabis, Healthcare, Multi-Housing, Office, Restaurants, Shopping Centers, Education Leading national clients: N/A

WD Partners

Mary Rea Sr., Administrative Assistant 7007 Discovery Blvd Dublin, OH 43017 (614) 634-7323 Year established: 1968, Number of employees: 373 Retail: $28,300,000, Hospitality: N/A, Restaurants: $8,400,000, Healthcare: $4,600,000, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $4,900,000 Total Billings from Jan-Dec 2021: $46,200,000 Completed commercial projects from Jan-Dec 2021: 1878 Specialize in: Retail Leading national clients: N/A

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Managing remote workers How ASRC Construction Holding Company is leveraging leading-edge technology to better onboard workers By Jenn Said


onstruction projects in easily accessible locations are complex enough, but remote jobsites come with

unique considerations that range from limited transportation options and extreme weather to hiring challenges and site complications.






For more than three decades, the Alaska-based ASRC Construction group has overcome these obstacles while executing complex construction projects in some of the most remote locations in the world. The company’s focus on data and automation led ASRC Construction to become one of the most sought-after contractors in Alaska. That tech-forward approach is one of the reasons the company was awarded several projects at the Clear Space Force Station, a remote military installation approximately 75 miles southwest of Fairbanks, Alaska. Established by the US Air Force acquired in 1958, the station’s primary purpose is the surveillance and tracking of intercontinental and submarine-launched ballistic missiles.



ASRC has already begun using its data to make informed business decisions. Moving from paper-based workflows to the cloud has helped the company better understand its data, plan and forecast. In 2018, ASRC Builders and Builders Choice Modular, both part of the ASRC Construction group, constructed a 320-bed housing, dining, and recreation facility to accommodate teams working on construction projects in support of the Missile Defense Agency’s long-range discrimination radar, which is targeted for completion in 2023.


The self-contained facility is equipped with water supply wells, wastewater treatment, fire suppression and detection and a series of heated utilidor systems, as well as a complete kitchen capable of serving more than 300 people in a single meal shift. ASRC Builders used a modular building system to reduce onsite construction activity and allow facility deployment during interior Alaska’s



harsh winter, during which temperatures exceeded -45 degrees Fahrenheit. The project involved the offsite fabrication, temporary staging, and transportation of 110 building modules by Builders Choice Modular. Today, ASRC Builders manages the facility, locally referred to as “construction camp” because it houses employees from 70 different companies who are temporarily staffed on projects at the Space Force Station. The company is also managing its own employees who are active on several multi-million-dollar construction projects onsite. Managing the employees who work at the camp and on ASRC Construction’s Space Force Station construction projects is



Onboarding employees can be a timeintensive headache, especially on remote projects. ASRC credits automating its HR processes five years ago with the company’s ability to scale its staff up and down based on project demands. a constant cycle of onboarding, mobilizing, demobilizing and terming. Workers are mostly short-term, with some contracted for as little as one week and others employed for months. “Due to the nature of the work and the remote location, there is high turnover and


movement of our workers between projects, at the Space Force Station and other even more remote locations throughout Alaska,” says Scot Strickland, MIS manager at ASRC. “From March to September, when weather conditions are favorable, managing employees


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coming and going, usually with little time to prepare, is a challenge.”

Automated onboarding works

Onboarding employees can be a time-intensive headache, especially on remote projects. ASRC credits automating its HR processes five years ago with the company’s ability to scale its staff up and down based on project demands. Strickland says onboarding is historically a very paper intensive tedious process, and that over the years, it has converted paper to electronic forms and PDFs. But the process still required a great deal of effort and re-keying for the HR team. “After we automated onboarding with Viewpoint HR Management, new and returning employees follow a digital onboarding workflow that gets them on the jobsite faster. During peak season, we hire and term 50 to 100 employees a week. In the past, processing that many hires required as many as four people working 10 or 12 hours a day.” Now he says it only takes one dedicated manager with a shared recruiting team and is a much easier process, particularly with rehires.”


Given Alaska’s location, ASRC Construction routinely re-hires employees, many of which will work with various subsidiaries of its parent company numerous times throughout the year. “We have employees who work with us up to 10 different times during a year, for three or four different companies,” Strickland says. “More than 50% of the HR packages we process are re-hires and during peak season, that number is closer to 80%. Digital onboarding has transformed this aspect of our business and without it, I’m not sure how we would scale.”

Empowering employees

Moving from paper to digital HR processes has also helped ASRC retain and attract talent. Before digitizing HR management, every change to an employee record was emailed to HR and manually keyed into a database. Today, employees independently complete a variety of HR-related tasks directly from their computer or mobile device. “Our employees can easily manage their own time-off requests, access important documents and training materials and view pay stubs,” Strickland says. “This

greatly reduces the burden on our HR staff and shows potential employees that we are a modern, innovative company. Before automating our HR management, it wasn’t unheard of for HR to send a new employee a PDF onboarding package and never hear back. This happens far less now that we’ve made the process digital.” Automating HR management has reduced ASRC Construction’s number of full-time HR staff by two full-time employees. “Our HR teams are no longer shuffling paperwork and re-keying data so they have time to interact with employees and focus on other aspects of their jobs that they couldn’t always get to before,” Strickland says.

Scaling for the future

After successfully modernizing its HR processes, ASRC Construction also migrated its operations to the cloud with the ViewpointOne suite of connected construction solutions. Strickland shares that having data flowing into one system has streamlined operations, helped the company better manage complex projects and provided valuable insight for making important business decisions. Strickland says that with all of our data in one connected system, ASRC does not worry if it is accurate or current. “It saves us a great deal of time and effort. When employees complete their onboarding forms, their information is automatically live within our ERP. Data capture and management is seamless across every aspect of our business.” ASRC has already begun using its data to make informed business decisions. Moving from paper-based workflows to the cloud has helped the company better understand its data, plan and forecast. “We have more than 20 years of project data in our ERP,” Strickland says. “When we are bidding a new project, we can look back at previous projects that have similarities for insight. Because of this, we can bid more accurately so our projects are coming in at or below cost. This is just scratching the surface of what we can do with data and can’t wait to see what the future holds.” CCR

Jenn Said is a freelance writer who has written about the construction industry for more than 15 years.



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Getting the makeover right 5 considerations when redeveloping a historical area By Jane Hills


ich in culture, architecture and neighborhoods, historic downtowns are the heartbeat of cities across the country.

This deep character of original historic downtowns is like a work of art that drives how successfully businesses and community members are able to interact and function.

Although, in order for the depth of history to thrive in a town, it requires strategic planning and restoration to uphold an environment where individuals want to live and help it flourish. It is proven that revitalization projects are essential in maintaining a booming economy that touts lower crime rates and attracts new businesses and neighbors. Essentially, these downtown revitalization projects build a place where people want to live, work, shop, dine and spend their time.




Before planning a downtown revitalization, here are a five key factors to consider:

1 Understand the history of the area and who will be impacted

When planning to redevelop a historical area, it is crucial to grasp the backstory of the location. Researching local historic districts to learn of special significance based on history, architecture and culture is one of the first steps to planning a revitalization. Initially, historic designations served cities well to hinder the redevelopment of iconic structures, but this government-backed preservation can lead to challenges in planning new developments. Due to these restrictions, many neighborhoods and communities are left without revitalization efforts that could greatly enhance the entire city.



Having a clear vision and goal when embarking on a downtown revitalization is imperative. If increasing the overall revenue for an area is your goal, data shows that these restoration projects meet the mark. The first historic district to be preserved by local legislation was the Historic Charleston District of South Carolina, and today there are more than 2,300 local historic districts in the US., where both the county and municipal governments are involved in land use decisions. These entities sometimes can decide on restrictions that create obstacles for property owners who desire to revitalize a historic area. For example, the Seattle historic preservation board rejected an apartment


development, because it towered above the nearby historic buildings, costing the city 200 new homes in the core of the town. Additionally, it is important to understand what the other restrictions on a particular district might be and whether all proposed buildings must go through a design review to maintain historic character by including elements that match the historic characteristics. While historic revitalization and urban development have benefits short- and




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Creating more homes for residents to be near the action of downtown plays a major role in the long-term health of an overall region while lessening the carbon footprint due to the walkable distance. long-term with great city planning and organization, they also have critics of which are vocal, passionate, and have meaningful social and economic goals and objectives independent as to how the city and or project may be approved. It is when all groups come together to discuss those points and understand that there will not always be best outcomes for all.


2 Acknowledge what makes the district historically significant

When did the downtown area originate? What was the main use of the area? Where did the city get frozen in time? Grasping the highest point of success and the biggest struggles of a historic district should factor into revitalization plans.


For example, the downtown Durham district in North Carolina dates back to the 1800s where the area of Five Points, the intersection of five main roads, played a key role in the commerce of the town. It was the place for markets, bartering and exchanging of goods. Given its central location, Five Points also was a natural gathering place for parades



and protests. Community gatherings were the original excitement of the historic area. As the city continues to undergo revitalization, designs like exposed brick, wood millings and other charming features are included in new developments to enhance and honor the history of the town, as well as outdoor spaces like Durham Central Park. As the surrounding historic neighborhoods of downtown Durham stay highly populated, the brand-new luxury residential offering, The Novus, is expected to benefit the Five Points district and the many people moving to Durham with its for-sale, rental and retail offerings all in one high-rise experience. Creating more homes for residents to be near the action of downtown plays a major role in the long-term health of an overall region while lessening the carbon footprint due to the walkable distance.

3 Consider the amenities of the area and how to add value

Places to socialize, shop, dine and enjoy entertainment are elements of a vibrant downtown. When considering a revitalization project, developers should continue to build a place where people want to spend their time. Years ago, downtown areas were places of production, but they have transformed into areas of consumption and productivity, generating great returns. Downtown areas are growing rapidly with more Americans living in the highest-density urban neighborhoods in recent years, so considering factors like population growth and housing demand near downtown is important to note as you plan to redevelop an area. In addition, surveying the historic buildings will tell you whether or not the area requires preservation, rehabilitation, restoration or reconstruction. Selecting one of these treatments depends on historical significance, proposed use, physical condition and intended interpretation.


4 Learn what draws people to the area

Determining the city’s reputation and residential draw are key factors in strategizing historic revitalizations. Data shows that approximately 54% of people worldwide reside in cities, which is an increase from the 30% in the 1950s. Learn more about emerging trends in real estate by visiting sources like the Urban Land Institute, or keep an eye on the areas with the highest population boom to discover places that could most likely benefit from revitalization. Crime rate is another top factor that can draw or deter people from a location. To avoid any misconceptions about an area’s crime risk, sites like are useful when researching incidents in different locations. Additionally, employment opportunities are an indicator of a location’s trajectory, and although we’re in the height of the digital age, jobs are increasingly concentrated in particular cities throughout the US. With the centralization of a downtown district, businesses have better access to employees, infrastructure and resources.

5 Determine the benefits of redevelopment

Having a clear vision and goal when embarking on a downtown revitalization is imperative. If increasing the overall revenue for an area is your goal, data shows that these restoration projects meet the mark. In fact, revitalization plays a major role in the long-term health of an overall region by enhancing city tax revenues. The International Downtown Association reported that vibrant downtowns are outpacing their cities in growth and are contributing $613 in retail sales per square mile, which is seven times the citywide average. With the revenue from retail, restaurants and bars, and hotels, the majority of revitalized downtowns can generate up to $53 million in sales tax per square mile. Considering the historical significance, how to add value, what draws people to the area, and the overall benefits of the project are key factors when looking at redeveloping a historical downtown district. Marrying the charm of history with the convenience of the up-and-coming can be a tactful yet rewarding process, and when done successfully, the area is not changed, rather it is enhanced and honored. CCR

Jane Hills is co-founder and partner at Austin Lawrence Partners, founded in 1983. Her marketing and design expertise spans commercial and residential real estate, and she has an extensive background in development and redevelopment projects. With a vision and strategy to revitalize communities, she is passionate about solving design, marketing and management issues for distressed properties.



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Under the wire Decision to move forward with major construction pays off at TexAmericas Center By Eric Voyles




exAmericas Center knew 10 years ago there would soon be a demand for more industrial space for manufacturers and businesses in America. What no one could predict was a pandemic

would accelerate that demand. In October 2020, right before another wave in the pandemic came crashing down, TexAmericas Center broke ground on a 150,000-square-foot spec building, with the initial goal of finishing construction at the end of summer 2021. Despite all the uncertainties of the pandemic, disruptions to businesses across the country, and ambiguity in the economy, TexAmericas Center made the decision to move forward. In fact, everything leading up to the groundbreaking was deliberate and well-timed, and leaders felt confident in continuing with the multi-million-dollar project.

Timing (and planning) is everything

TexAmericas Center is based in the Texarkana MSA, Texas, near the Texas-Arkansas border. The organization owns and operates one of the largest mixed-use industrial parks in the United States, with 12,000 acres and 3.5 million square feet of commercial and industrial property and services four states: Texas, Arkansas, Louisiana and Oklahoma. A cluster of 12 warehouse buildings about 22,000 square feet each had mostly been leased by 2019, and the interest in space wasn’t slowing. The organization was missing lead opportunities from site selectors, commercial real estate agents and other interested parties because they did not have a quality building available to put to market.





The last spec building had been built on the property about 15 years earlier, and its 75,000 square feet of space was leased and occupied. As COVID-19 entered the picture in early 2020, the TexAmericas Center Board of Directors endorsed a decision to move forward with the new spec building project. Timing was everything, and just a little luck was on TexAmericas Center’s side. Plans were put on paper, crews were hired, and what turned out to be key in pushing the project through was all construction materials—from lumber to steel and tools—were ordered before the country experienced disruptions to the supply chain and labor market. “We had our purchase orders in early without even knowing how critical that would be to the project’s success” says Scott Norton, Executive Director and CEO of TexAmericas Center.

together in a big room, spread out and socially distanced. On the job site, all necessary precautions were considered to keep the project safe and productive. The field was narrowed from 10 submissions to five, eventually landing on MW Builders, a nationally respected and relationship-driven commercial construction company with locations in Austin, Dallas, Kansas City and Midland. The project did not experience any delays in receiving materials until builders got to the punch list items. That only delayed the project a couple months, with the goal of having the keys to the building in August extended to October 2021. “Despite the pandemic, we stayed with our plans and now the spec building brings immediate value, not only to TexAmericas Center, but also to our economy—and at a time that it’s so badly needed,” Norton says.

Since construction was completed, TexAmericas Center has been fielding calls from companies across the nation looking for space to expand business. To give an idea of the project timeline, the request for work went out May 31, 2020, and the first round of qualifications were due in less than 30 days. With safety in mind, TexAmericas Center asked contractors who might be interested in the project to put a team together and report back on their qualifications. That saved time and money and allowed for just one point of contact. The team was surprised to receive 10 submissions from local and regional companies. Looking back, TexAmericas Center leaders recall small moments that felt different because of the pandemic, like reviewing the first round of submissions for the spec building while sitting on a back patio at home. When it came time to hold meetings with prospective parties, everyone came

Along with MW Builders, leaders worked with other community economic development professionals to plan the building, which includes features that are attractive to potential tenants, is flexible across a variety of industries, and scalable to meet a host of needs. The building is designed as a multi-tenant, mixed-use facility with 32-foot clear height ceilings, one dock door per 5,000 square feet, and two drive-in doors. It can accommodate uses like large warehousing inventory akin to what you would find in a large metro market, but with the capability to subdivide down to 13,000-square-foot units as needed.

Lessons learned

Since construction was completed, TexAmericas Center has been fielding calls from companies

across the nation looking for space to expand business. Not only is there demand, but construction during the pandemic has inspired TexAmericas Center to be ready to help businesses grow out of these unprecedented times. Decentralization and smaller footprints are being sought by companies, so is outsourcing to third party logistics. TexAmericas Center is also seeing movement away from trucking to rail as truck driver shortages, gas prices, and supply chain disruptions persist. The pandemic, in turn, has actually helped improve these conversations as well. Just recently, a company called to inquire about expansion to a business-friendly climate. TexAmericas Center immediately pivoted to the online sales presentation. The company can show them a construction camera, the spec building, drone images, and do virtual site tours. “Some of these things were being done right before the pandemic, but the pandemic absolutely forced everyone to do them better,” Norton says.

Future goals

This will not be the last new building at TexAmericas Center. Given the amount of excitement generated about the spec building, the company will expand its built-tosuit- offerings in the near future. Additionally, TexAmericas Center has already identified third party logistics as a service companies are immediately seeking to mitigate disruptions to the labor market. “When we manage the work force with 3PL, we minimize risk for our clients,” Norton says. “In 2021, we expanded this service line to four tenant companies.” Leaders at TexAmericas Center acknowledge how much they have learned during the pandemic, but say their forward thinking allowed them to forge ahead with plans put in place before it began. “We didn’t have to react,” Norton says. “Things in the economy that we saw coming, happened. It was an opportune time for us to meet the needs of businesses. We’ll continue to identify those needs and innovate to help the world’s economy.” CCR

Eric Voyles is the Executive VP and Chief Economic Development Officer at TexAmericas Center. TexAmericas Center is one of the largest mixed-use industrial parks in the Americas, with 12,000 acres and 3.5 million square feet of commercial and industrial property.



Join our team as a

construction superintendent or project manager Beam Team Construction, Inc. is the integrated, full-service general contractor to America’s top retailers, hotels, QSR’s, C-stores, grocery stores and other commercial properties. We’re growing and we’re growing fast! We’re looking for experienced and talented construction superintendents & project managers to join our team. If you’re looking for a career, and not just a job, we would love to talk to you!

Our Construction Superintendent position is tasked with supervision of large/multiple work teams on various sized commercial construction projects, including all internal employees and sub-contractor partners who have been assigned to perform the applicable construction tasks in all business operations according to specifications provided by manufacturers in all areas of our business. Supervision of multiple trades simultaneously while managing customer relationships, providing daily reports, managing schedules, material orders and various other tasks related to the project and the successful and timely completion of said project is expected. Our Construction Project Managers are responsible for ensuring the timely and costly completion of construction projects by overseeing all phases of the project. This entails working with a variety of stakeholders to schedule and plan work, coordinate equipment and materials, operate within budget, and monitor overall progress. Construction project managers are, at times, at the construction site for much of the work week for progress walk, quality checks and client engagements. Both positions work in tandem with not only the customer and each other but also other internal departments (Pre-construction, scheduling, finance, etc) to ensure a complete, quality jobsite is turned over on-time and on-budget. We offer competitive salaries, a full benefit package including 401K match, medical & dental insurance and room for advancement throughout the organization. CIRCLE NO. 33

For more information or to apply, click on the links below: Superintendent:

PM Construction



Legacies A look at the evolution of ceramic tile (in particular) for commercial projects By Ron Treister


ccording to some historians, the earliest usage of decorative tile dated back to the Egyptians, roughly 6,000 years ago. Soon afterward, there is a belief

and Assyrians. Of course, we have ample proof that the Romans and Greeks also chose decorative tiles. You will find examples of beautiful tile work in their ancient floors, wall murals and other applications from a long time ago. 72


Photos courtesy of Louisville Tile

that similar products also were produced by the Babylonians

There is no doubting that ceramic tile has been around for eons—and this includes for commercial construction projects. Why? Travis Wilcox, VP of National Accounts at Louisville Tile, one of America’s oldest and most successful distributors of ceramic tile, says it is because certain tiles are best for certain commercial plans. And make no mistake about it—porcelain tiles are the absolute best for commercial applications. “The porcelain material should be called the ‘Swiss Army knife of tiles,’” Wilcox says. “To begin with, porcelain tiles have 0.5% water absorption rate. That is really an advantage over traditional ceramics, because porcelain is an appropriate product for both indoor and outdoor applications. In the tile world, engineers really knocked this product out of the park. And it’s a smart decision, too. Why limit your products to only indoor applications when they are engineered to perform outdoors, as well?” Wilcox says it is imperative that the buyer/specifier know about installation and eventual maintenance. For the installation aspect, you need a good and totally flat substrate. You may want leveling clips, and if the tile is rectified, you’ll then have all the ingredients for a superior installation and finished product. “Porcelain is pretty much maintenance-free—a ‘pick it and stick it’ kind of product. Depending on the application, there may be cleaning required on a regular basis. That really depends entirely on the environment where the application must perform—and what it must endure to prove performance.” The buyer/specifier must know about tile being a long-term investment. Plus, tile does not go bad. Here’s the best example that Wilcox can think of. In 79 AD, a volcano in Italy (Vesuvius) erupted, and ash from that eruption covered the entire city of Pompeii. In 1748, Pompeii was rediscovered and when the archeological team started removing the ash, they found undisturbed beautiful mosaic tile floors. “Tile is designed to last a lifetime,” Wilcox says. “And to reflect a deliberate personal design choice. Make it unique, make it yours and enjoy it as long as you wish.” From his vantage point, Dan Clark says gauged porcelain thin tile panels are one of the more innovative products over the past

Dan Clark, Northern Regional Sales Director and Travis Wilcox, VP of National Accounts, Louisville Tile

20 years in the commercial construction market. Clark, Northern Regional Sales Director of Louisville Tile, says the unique product category pulls the best traits out of both slab and tile. Couple that with installation techniques not unlike regular tile setting processes, and you have a product category that is a win-win for all involved. As of today, some panels stand as tall as 12 feet, with thicknesses that range from 1/8 inch (3 mm) to 3/4 inch (20 mm).

“Some unique characteristics these large format gauged porcelain tile panels bring are first, their large size, which eliminates the amount of grout joints with which one must contend,” Clark says. “These panels are now available in different finishes, such as textured, honed or polished. And another characteristic I like is their ability to book match the panels from one to the other, which continues the appearance of natural stone.”





On the other hand, Clark believes its most important characteristic is that it can be installed right over a previous installation, saving on demolition cost and time. That knowledgeable contractors can install porcelain panels horizontally and vertically helps provide the same finished look on any plane. In addition, it is UV-safe and will not break down on exterior applications the way a natural stone might. “What makes tile really stand out is how it can be used in several different wall applications due to its light weight,” Clark says. “It does not present the load on a building wall that does quartz, granite and marble. Also, it is great for residential installs, shower walls for instance, for which one can eliminate grout joints in a typical ‘wet setting.’’’ Are thin gauged, large porcelain panels here to stay? Clark believes so, stating it could be a missed opportunity if a commercial installer does not embrace porcelain panels. As more and more of this material gets specified, he says it ultimately will become a must-do. “This reminds me of when natural stone fabricators were hesitant to start cutting quartz surfaces, and they delayed getting certified as long as possible. Today, that is second nature to all of them. I understand there is an upfront cost for the equipment investment. But, it is small enough that it could be absorbed in the first install. With single coat application setting products, (such as Bostik’s Bosti-Set™) the process of panel installation is more and more simple. I believe it is more a change in mindset than technique.” As we forge ahead, it looks as if tile will continue to be a player in construction solutions. With the ceramic tile industry far from being stagnant, when it comes to new, even more fashionable and higher-performance product intros, who knows what will be next. CCR

Ron Treister is a marketing communications specialist. For three decades, he has worked with major accounts in the commercial construction sector. He can be reached at















DELIVER A BOLD & BEAUTIFUL HELLO In every entryway - and in every rollout - a strong brand experience is a must. Creative Edge makes it possible to greet customers and guests with a brand statement flawlessed designed to blend with any existing architectural materials. Creative Edge is the world’s leading architectural manufacturing and fabrication company. Technology-driven, precise robotic cutting ensures that duplicate cuts are perfect every time. Porcelain tile, natural or engineered stone, luxury vinyl, glass, metal, even carpet tile – all can be perfectly cut to exact specifications.

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Being a retail superintendent requires a unique set of skills different from other market segments. While all construction superintendents have responsibilities for schedule, productivity, safety, and quality on the project site, the challenges and constraints of the retail environment mean that a special training focus is needed. Superintendents must learn how to think like a retailer and a contractor throughout these projects. RCA’s Retail Superintendent Training Program addresses this need. Certified Retail Superintendents have:

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Setting new standards

How Heale Medical challenged itself to fuse the concepts of healthcare and hospitality

Setting new standards How Heale Medical challenged itself to fuse the concepts of healthcare and hospitality By Shannon English


eale Medical, a membership-based primary care platform, sets itself apart with its mission to make quality healthcare more accessible and enjoyable to communities. By partnering with the company on the design and execution of its new appointment-only center in Tysons Corner, Virginia, the 3877 Design team challenged itself to set a new standard of healthcare design through a specialized lens of hospitality. The team regularly works with restaurateurs and hoteliers to develop high-quality environments and this extensive experience in hospitality design allowed it to create a fresh, patient-first design for Heale Medical’s new center. Within the hospitality sphere, it is key that the end user’s well-being and comfort remain top-of-mind throughout the design––a doctor’s visit should lend to a similar experience, one that prioritizes wellness and comfort to put patients at ease.

Community-focused care through hospitality-inspired design

With growth from general transportation infrastructure as well as commercial and residential buildings, Tysons Corner continues to grow exponentially. According to the US Census, the area’s population growth between 2010 and 2019 was more than four times the rate of surrounding Fairfax County.



As the community grows and evolves, so does the demand for diverse, customized healthcare options. Heale Medical’s new facility, which opened its doors to members of the community on Sept. 28, 2021, is designed precisely to meet that need. Inspired by Founder Dr. Amit Newatia’s mission to provide accessible, customized primary care treatment to a growing population, we took this concept and applied it to every stage of our design—ensuring that the environment itself complemented and enhanced Heale Medical’s patient-centered care. Heale Medical wanted the clinic to feel inviting and professional, straying from typical healthcare design with an elevated


twist. This vision came to life through classic mid-century design elements such as a geometric wallcovering, brass lighting fixtures and a custom reception desk. The desk features a bold waterfall edge with a curated acrylic side panel and changes hues depending on one’s point-of-view in the waiting room. Emulating the guest experience in a hotel lobby, a luxury concierge service greets patients for an efficient check-in process. The space’s lighting provides another key example of hospitality-inspired selections; in lieu of typical recessed lights in a painted drywall ceiling, we designed a tray ceiling with a soft cove light and added a decorative fixture


in the center. Two more fixtures are incorporated into the space above the beverage fridge and the reception desk. The mix of chic wallcoverings, layers of light, and warm woodlike flooring allows patients to feel relaxed in the elegant reception area. Throughout the space, 3877 Design infused modern elements with a calming and welcoming earthy color palette. Minimal pendant lights are asymmetrically balanced in the waiting area alongside neutral, soft seating, providing a comforting environment. The membership-based nature of the facility allowed us to make the waiting area smaller and more intimate, featuring a custom couch and cozy arm chairs.

We don’t just get permits.

We GET Permits... OUR SUCCESS IS MEASURED SOLELY BY THE APPROVAL AND PERMISSION OF OTHERS. We are a team of vetted professionals and highly respected industry pioneers who still seek the approval of others. After thirty years in the business, we know what we are doing.


Expedited service from state to state, from province to province; permits for the United States and Canada. Without experienced professionals guiding the process, one is liable to be derailed by road blocks which affect budget, time line and the sanity of your team.



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Blue tones and mixed metals with diffused lighting produce beautiful contrasts and intentional moments of tranquility. Private visitation rooms are designed to mirror the lobby’s design through a more approachable atmosphere than the typical healthcare space.

Tech-forward treatment rooms

Throughout the design process, the 3877 Design team prioritized a technology-forward design fitting for a concierge-style medical office. Technological elements such as health risk assessments, comprehensive health scores, telemedicine, health goals, and action items, as well as the integration of an Apple health kit and detailed tracking of these parameters all promote Heale Medical’s mission. This data is shared between the doctor, nutritionist, and patient to establish lasting lifestyle changes and improve health outcomes. Patients actively take part in creating their own health goals alongside their doctor with the help of Heale Medical’s intuitive technology platform. 3877 also emphasized the doctor-patient relationship throughout our implementation of these technologies. Large screens placed in treatment rooms create a transparent mode of communication between doctor and patient, promoting detailed and digestible information sharing. Graphs, diagrams and other visual assets can be clearly displayed as doctors explain a diagnosis and treatment plans, providing enhanced doctor-patient communication.

Patient care that stands out from the rest

The 3877 Design team faced the challenge of fitting key components into the space: three exam rooms, two offices, a break room, a lab, and reception area. The guest experience is prioritized through spacious exam rooms and a hotel-style reception area. This detail is an important element that sets a foundation for the practice by demonstrating to guests––even subconsciously––


There is no question that a visit to a clinic can be immensely stressful. Therefore, the goal was to leave the client feeling satisfied, cared for and comfortable with returning in the future.


Digital Buyers Guide Directory Get listed in our app that will connect you with our community. Listing will consist of: Company name



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that the allocation of space prioritizes their well-being. Comfortable and uncluttered, the facility stands out from traditional medical offices while remaining familiar to patients. By blending contemporary processes with a focus on the quality of care into a warm and inviting design, the facility provides a healthcare experience that is uniquely Heale Medical. 3877 Design understands that design is an integral aspect of the patient

experience—trading cold and sterile aesthetics for welcoming, digestible surroundings can work wonders in easing the stress of a medical visit. Every detail of the space matters when prioritizing user experience, from the color temperature of the lights to the polished metal on the door hardware. There is no question that a visit to a clinic can be immensely stressful. Therefore, the goal was to leave the client feeling

satisfied, cared for and comfortable with returning in the future. Shouldn’t all medical offices feel this way? 3877 Design thinks so. When you reframe the concept of healthcare into an approachable, customized experience for patients—as Heale Medical has—the design comes naturally. This facility introduces a fresh, hospitality-influenced era of medical design that reimagines the multifaceted components of health. CCR

Shannon English, NCIDQ, is an Interior Designer at 3877 Design, a boutique design firm focused on high-end residential, multi-family, restaurant and hospitality projects.



We don’t strive to be bigger. We strive to deliver the best quality and service in the industry. Our specialized project management teams are highly effective in maintaining affordable budgets, meeting tight deadlines, and delivering quality construction turnovers on time, every time. From coast to coast, Alaska to Puerto Rico, Hunter Building Corporation has you completely covered on your next construction project! We offer a multitude of services nationwide ranging from tenant improvements, buildouts, remodels, ground-up construction, and project management. Hunter Building Corporation takes pride in the fact that many of our clients have been repeat customers for many years.

14609 Kimberley Lane • Houston, TX, 77079 281-377-6550 • Fax: 281-752-8600 CIRCLE NO. 38

Retail Construction • Restaurants • Hospitality • Office Spaces • Medical

In person and virtual events will allow everyone to participate in the 2023 Summit making connections with industry leaders


End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary registration in exchange for full schedule participation that includes a per diem or charity donation. Sponsored by:

Contact David Corson 678.765.6550 or e-mail


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

Storm surge revival

Photography credit: James D’Ambrosio, Public Affairs.

How a Nor’easter split an island and brought several communities together

New York District Commander Col. Matthew Luzzatto meets with the project team managing the sand placement on Gilgo Beach, one of several beaches receiving sand replenishment with the Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project.

Storm surge revival How a Nor’easter split an island and brought several communities together By JoAnne Castagna


n 1992, Joseph Vietri, then a coastal engineer with the US Army Corps of Engineers, New York District, was walking with a colleague and a coastal researcher around Westhampton Beach, a barrier island located on the south shore of Long

Island, New York. A barrier island is a long narrow island that lies parallel and close to the mainland, protecting the mainland from erosion and storms.



Photography credit: James D’Ambrosio, Public Affairs, Opposite page credit: USACE

Sand being pumped through pipelines onto Gilgo Beach, one of several beaches receiving sand replenishment with the Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project.

The island was recently beaten up by a Nor’easter, and the two were walking in ankle-deep water, when they noticed they were wading into peat that must have broken off of a wetland. Peat is decomposed organic matter that acts like a binding agent. It keeps wetland soil together. Once broken free, erosion can accelerate dramatically. “We looked at each other and said, ‘If something is not done immediately, this whole island is going to unravel within a week,’” Vietri recalls. In a matter of days this is exactly what happened. Water from the ocean side of the barrier island washed over and into the bay side, splitting the barrier island, creating a breach or gap that quickly turned into a fullblown major inlet that swallowed up dozens and dozens of houses. Vietri, who today is the Director of Coastal Storm Risk Management National Center of Expertise, North Atlantic Division, US Army Corps of Engineers, vowed that this would never happen again. “We can’t allow time to go by and not take collective action to fix this because at the end of the day it’s just going to cost us a lot of money, anguish, personal loss and tragedy to the people in the area.” To prevent this from happening again, the Army Corps in collaboration with numerous agencies and communities revitalized a stalled project—The Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project. The comprehensive project will manage the risks of coastal storm damage and sea level rise for barrier islands and back bay communities on Long Island’s south shore while at the same time preserving natural resources. After years of researching for the best measures for doing this, the project has begun. Long Island extends out east into the Atlantic Ocean from New York City. Along the south shore of the island there are barrier island chains from Long Beach to Shinnecock Inlet. In between Long Island’s mainland and the barrier islands is bay water that includes the Great South Bay, Moriches Bay and Shinnecock Bay. The project encompasses

83-miles of the south shore of the island— from Fire Island Inlet to Montauk Point and extends inland two miles. The area covers the Suffolk County portion of the island that includes the Towns of Babylon, Islip, Brookhaven, Southampton, and East Hampton, 12 incorporated villages, the Fire Island National Seashore, and the Poospatuck and Shinnecock Indian Reservations. Over the years, the south shore of Long Island has become very populated. Today, there are approximately 150,000 residents in the project area. The region also receives a large influx of seasonal beachgoers and visitors annually. The south shore also is very developed. Within the project area, there are 46,000 buildings that include 42,600 homes and 3,000 businesses, and critical infrastructures including 60 schools, two hospitals, and 21 firehouses and police stations. In the past century, especially in the last 20 years, Long Island’s developed coast has experienced storm damages. Elevated tides and waves from these storms caused extensive flooding and sand erosion, leaving communities and shore life vulnerable. Most recently was Hurricane Sandy in 2012. Storm surge from Sandy eroded forty percent of the beach sediment from some

areas and created three breaches in the barrier islands, leaving the area vulnerable to significant damages. “What stands out in my mind was the devastation I witnessed in the south shore communities in the aftermath of Sandy,” says Anthony Ciorra, Project Manager, New York District, U.S. Army Corps of Engineers on his memory of Hurricane Sandy. “Just three days after the storm passed, I boarded a New York State Police helicopter with colleagues and the New York State Department of Environmental Conservation to inspect the damage caused by the storm surge. It was a glaring and harsh reminder that these heavily developed and densely populated communities are at high risk of continued damages due to coastal storm events.”

Stabilizing the unstable

Over the years, the Army Corps would perform small projects to stabilize vulnerable areas, but it was realized, especially with Sandy, that a more comprehensive long-term project was needed for the entire region. The project would become The Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project. The project was created by the Army Corps in collaboration with numerous agencies

Project Area Map of the Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project.



Home Elevations, Flood Proofing & Acquisitions

Homeowners will be able to decide if they want their homes elevated or flood proofed by the Army Corps. The homes will be elevated so that the lowest floor is above the flood level. Approximately, 4,000 homes will be elevated. “This is the largest number of structures that have ever been considered for a raising on an Army Corps project,” says Mark Lulka, Project Manager, New York District, US Army Corps of Engineers, who oversees the home elevations, floodproofing and home acquisition aspect of this project and was the project manager for the entire project a few years ago. Flood proofing is a technique used to reduce damages to homes that may be affected by floodwaters. Approximately, 650 homes will be floodproofed. One method the Army Corps is using to flood-proof homes is constructing ringwalls—walled structures that encircle homes to hold back floodwaters. Ninety-three homes will be provided with ringwalls.

1992 Westhampton Beach Breach.



Coastal Restoration

Over the years, much of the project’s coastal area has eroded, removing the natural beachfront and dunes that provide coastal protection to the communities from storm surge. To restore these beaches, sand will be placed back on them. Approximately, 4.2 million cubic yards of sand will be dredged from several federal channels including Fire Island Inlet and shoals and Moriches & Shinnecock Inlets and shoals. This is enough sand to fill 420,000 dump trucks. Ocean dredges gather sand from offshore sand borrow areas and pump it through pipelines onto the beach. The sand will be placed onto several beaches, including Gilgo Beach, Robert Moses State Park, and Tiana and Montauk beaches. The sand can be placed in different areas of a beach depending on the project design. Sand can be placed to increase the height and width of a berm of the beach. The berm is a flat area of the beach between the landward shore and the ocean where beach goers typically sunbathe. The sand also was used to create sand dunes. Dunes provide a natural barrier to the destructive forces of wind and waves. Dunes are areas of the beach where sand is elevated several feet to act as a buffer between the waves and storm water levels and the structures landward on the beach. Dunes will be built and planted with dune grass. A sand replenished beach with dunes can prevent elevated ocean waters, caused by storms, from inundating coastal communities. Ciorra says that post-Hurricane Sandy analysis showed that beaches that had previously received sand placement and dune construction sustained less damages and saved an estimated $1.3 billion in avoided damages on New York and New Jersey shorelines. Lynn Bocamazo agrees. A retired former Senior Coastal Engineer and Chief of the New York District’s Engineering Division’s Hurricane Sandy Branch, Bocamazo says that immediately after Sandy, she visited the Fire Island to Montauk Point – Westhampton

Photography credit: USACE

and communities that include the New York State Department of Environmental Conservation, New York State Department of State, Department of the Interior, National Park Service, US Fish & Wildlife Service, US Geological Service, Suffolk County Government, the townships of Islip, Babylon, Brookhaven, Southampton and East Hampton, 12 incorporated villages and the general public. In all, the project includes several measures to manage the risks of coastal storm damage and sea level rise. They include a breach response plan, home elevations, flood-proofing and acquisitions, coastal restoration, preserving natural resources, and adapting to sea level rise. After a storm or tidal surge, if a breach is created on a barrier island, it will be closed immediately. A breach is an opening or gap that develops in a barrier island, allowing the ocean water and bay water to meet, which can make an area vulnerable to storm damages. Closing the breach will be accomplished by dredging sand from federal navigation channels and placing the sand on the barrier island to build the island back up.

Your Your Project Project is is Our Our Priority Priority • 1-800-394-5266 • 1-800-394-5266 CIRCLE NO. 43


Interim Beach Nourishment Project on Long Island, New York. This is part of today’s Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project. “I witnessed how the high dunes created by the Army Corps resulted in an estimated $107 million in avoided damages,” says Bocamazo, who has been involved with the project for 27 years. To help these beaches retain sand in one location, a feeder beach will be constructed. A feeder beach is a beach that has been stockpiled with extra sand. This extra sand can naturally drift to other nearby beaches that may be losing sand. A feeder beach will be created along 6,000 feet of shorefront at Montauk Beach. To help facilitate the movement of this sand and restore the natural cross barrier island transport of sand in the region, two unneeded groins will be removed at Fire Island’s Ocean Beach Village. Groins, also known as jetties, are structures that extend out from the shore into the water and interrupts water flow and limits the movement of sand, to slow down beach erosion. Groins can be made of large boulders, concrete, steel or wood.

Preserving Natural Resources

Not only will the project reduce risks to the public, it also will restore coastal wetland habitats for endangered wildlife. Peter Weppler, Chief, Environmental Analysis Branch, New York District, US Army Corps of Engineers, says the project includes features that will be beneficial to endangered species in the area, such as the Piping Plover, Least Turn, and various protected beach plant life. As part of the coastal restoration aspect of the project, sand will be placed on 12 barrier islands. The sand will be placed with native vegetation to create nesting and foraging habits for these species. In addition, this sand placement

will also help to restore the natural cross barrier island transport of sand. “Placing the sand in these areas, augments resiliency and enhances the overall barrier island’s natural system coastal processes,” says Weppler, who started working on this project in the early 1990s as a new biologist.

Adapting to Sea Level Rise

Climate change is causing sea levels to rise and because of this the project may have to adapt to these changing conditions overtime. The Army Corps will be monitoring sea level rise on a regular basis and making adjustments to the project. “Based on our monitoring of sea level rise, this could mean over time increasing the volume of sand we place on beaches, increasing the height of berms and dunes to account for observed increases in sea level rise,” Weppler says. It is predicted that future sea level rise could increase anywhere between one to six feet over the next 100 years, resulting in more frequent and severe storm damages. Recently, the work began on The Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project. The first phase of work includes dredging sand from Fire Island Inlet and shoals and placing this sand onto Gilgo Beach and Robert Moses State Park. All work on the project will be performed during times of the year that would not harm wildlife. The entire project is expected to be completed in a decade and all sand placement work will be replenished every few years, beyond the completion of the project. The Army Corps and its partners are pleased with the measures outlined in the project and are glad it’s getting started. James Tierney, Deputy Commissioner for Water Resources, New York State Department of Environmental Conservation says the project takes a holistic approach to increasing

coastal resiliency while enhancing aquatic habitat, recreational resources, and community aesthetics. In addition, the project sets the key elements of a resiliency framework that will be completed by technical experts in close collaboration with the involved communities. “To me the most interesting aspect of this project are the multiple agencies, jurisdictions and groups involved,” Bocamazo says. “Much coordination was needed to get to the final plan. All of the parties had to agree on how to communicate, cooperate, agree to disagree and move on, determine the level of decision authority, and all the while make progress in the project. With so many involved partners, coming together over so many years, the project getting started is a testament to persistence and patience, and always keeping the goal of risk management for the population of Long Island in mind.” Like Vietri, Weppler sees the 1992 Westhampton Beach breach as a pivotal time for the project. He remembers what the Army Corps did following the breach and says it was sort of a template for what would become The Fire Island Inlet to Montauk Point, New York, Coastal Storm Risk Management Project. “This breach created a new inlet that quickly grew progressively wider to about a quarter mile. Eighty houses were under water and many others heavily damaged,” Weppler says. “Some homes became isolated because the new inlet had cut through the only access road. The Army Corps in cooperation with the community, repaired the breach, restored the beach and dune system, and created a habitat for endangered wildlife.” Vietri, who lives on one of the barrier islands, says the project will provide layers of protection against storm surge and sea level rise while maintaining and enhancing natural resources. “It takes into account the oceanfront, back-bay communities, barrier islands, inlets and estuaries in a way that is a collaborative effort. It is unique.” 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



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With soul How Mabel’s BBQ is the perfect blend of excellence for the Michael Symon brand

A special supplement to:

Michael Boland Restaurant Manager, Mabel’s BBQ

With soul How Mabel’s BBQ is the perfect blend of excellence for the Michael Symon brand


he arched ceilings. Industrial lighting. The brick is reminiscent of The Westside Market, a beloved historical Cleveland

landmark. Everything that the Mabel’s BBQ team did in the design of the restaurant was done with purpose. Take the bar, which is designed to look like a Coleman cooler, features a metal bar top and deep green sides. The goal for the interior of the restaurant was for it to look like a BBQ pit with paint drips going down the walls to replicate charring. One of two Mabel’s in the Cleveland area, chef, restaurateur and TV personality Michael Symon has created another venture that strikes at the very soul of the elements it plays in. For the man who cooks with soul, creating restaurant ventures following that same template continues to serve him well. Along with Mabel’s, Symon has created Lola, Roast, Bar Symon, Angeline and B Spot Burgers—each offering a sliver of how he was raised and what foods shaped him. As an Iron Chef on the Food Network, Burgers, Brew & ‘Que, and ABC’s resident chef, Symon has turned his celebrity into restaurants to die for.







Mabel’s BBQ is a Cleveland-style barbecue restaurant located in the heart of downtown Cleveland, becoming the kind of place where locals cannot only find the BBQ they like, but also a communal place that feels like home. We sat down with Symon to get his thoughts on why Mabel’s BBQ just might put Cleveland on the barbecue map.

Give us a snapshot of your restaurant brand?

We have two restaurants that serve our Cleveland-style BBQ. All of our meats are smoked in house, over local fruitwood. Our Cleveland BBQ sauce is Bertman’s Ballpark mustard and apple cider vinegar based, and we use Eastern European spices in our dry rubs. Local pickles, sauerkraut, and rye bread are served with every order. Our flagship Mabel’s BBQ opened on East 4th in downtown Cleveland in April 2016. We just opened our second location, Mabel’s BBQ Eton, in Woodmere this past March.


We aim to never stop growing. Who knows, one day maybe we’ll even ship our BBQ. What type of consumer are you targeting?

Our East 4th restaurant targets the typical businessperson for lunch, and those who come for special events such as professional sport games, concerts, comedy shows, plays and musicals, etc. for dinner. We are within walking distance to Rocket Mortgage Field House, Progressive Field, FirstEnergy Stadium and Playhouse Square. We also are heavily supported by tourism. The Rock and Roll Hall of Fame is less than a mile from East 4th and, in the summer, Cleveland turns into a city people from all over come to explore. Our newest restaurant is located in a mall, Eton, so we are able to attract shoppers, as well as people from surrounding areas. We are fortunate to be located in the neighborhood we are.


What type of adjustments have you made with everything going on today?

Carry out has greatly increased over the last two years. We kept that in mind when we were designing our Woodmere location. We made the host stand much larger in order to accommodate two heating shelves. We also installed a carry out window called “The Window,” so guests can just walk right up to pick up their meal.

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

There has been a real surge of whiskey appreciation in recent years, and we have been fortunate to cater to whiskey and bourbon lovers at both locations, with more than 300 selections between the






two. Our bars at both locations display our collections well. Our host stand at Mabel’s BBQ Eton allows for guests to come up and grab their to-go food quickly by utilizing “The Window.”

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

Both locations are our favorites. The East 4th location, although event driven, has regulars who dine with us weekly. We also have customers who regularly travel to Cleveland for business and make it a point to stop in and eat with us. For being at the heart of downtown Cleveland, we see familiar faces constantly. At our Woodmere location, we are fortunate to be in a suburban area, so we have families who come in regularly. There also are several businesses located at the mall, so we see businesspeople as well.

We have seen a huge increase in carry out, and it has stayed steady as the months have passed. During the height of the pandemic, we created Heat at Home kits for major holidays, and the support we received was overwhelming. Walk us through how and why the locations are designed the way they are?

Everything in our restaurant was done with a purpose. The bar was designed to look like a Coleman cooler, with its metal bar top and deep green sides. The goal for the interior of the restaurant was for it to look like a BBQ pit with paint drips going down the walls to replicate charring. The arched ceilings, industrial lighting, and brick are reminiscent of The Westside Market, a historical Cleveland landmark. Our downtown location features communal tables, and it is so fun to see different groups interacting with one another. Mabel’s BBQ Eton is a mirror of our downtown location. We wanted to have symmetry with our brand. We are lucky to have a bigger bar at our Woodmere location, and it is so nice to see it full of folks grabbing a drink and a bite to eat after work or mingling while waiting for their table.






Take us through your construction and design strategy. Richardson Design was responsible for both locations, and they were so successful in creating a laid-back, industrial vibe that is still warm and inviting.

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

When we were doing construction for our Woodmere location, we found that some items were not as readily available as they once were. We had to be adaptive in order to get the space opened and functioning how we wanted. We did not want to cut corners but had to be flexible. It took some trial and error, but we got it to where it needed to be and are very happy with the end result.

Talk about sustainability. What are you doing?

It can be difficult to be sustainable in a restaurant, but it is important to us. For any paper goods we may have, they are compostable. We try to avoid single-use plastic. We like to work with companies that take sustainability seriously as well.

Are you optimistic about how the marketplace has responded to everything happening today?

Yes, we are. We have seen a huge increase in carry out, and it has stayed steady as the months have passed. During the height of the pandemic, we created Heat at Home kits for major holidays, and the support we received was overwhelming. We still offer two on our menu to this day.

Our downtown location features communal tables, and it is so fun to see different groups interacting with one another. We also started selling our house made rubs and BBQ sauces, much to everyone’s excitement. Their love for Mabel’s really helped, and we are grateful to all who have purchased them. Carry out has been huge at our Woodmere location, and we are happy with its success so far. We have also switched to the Toast POS system, which allows for integration of third-party apps such as DoorDash, Uber Eats and GrubHub. Anything to help capture sales, in a more seamless way, we are game for.

What’s your growth plan?

We aim to never stop growing. Who knows, one day maybe we’ll even ship our BBQ.

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

With every customer we serve, we always aim to give flawless hospitality. We always are so pleased to hear that guests not only like the food but are happy with the service as well. We also make sure to use fresh, local ingredients, and get meat from humanely raised and hormone free animals. It is important for us



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to use the best cuts of meat, even if it is a bit more expensive. By choosing quality over cost, we can serve food that we are proud it. We have also changed our social media presence. It is important to stay active on Instagram, Twitter, Facebook and even TikTok. It also is important for us to respond to each comment and message we get. We love when people share their dining experience with all of their followers.

What trends are you seeing?

The increase in carry out has been tremendous. We never saw any desire for large carry out orders, but now, we put together large orders almost every week. Since whiskey has been gaining popularity, we now have four different spirit flights on our menu, and they are very popular.

What’s today’s consumer looking for?

All in all, people are looking for a great product, and great service. We provide both of those things, every day.

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

The biggest item on our to-do list is getting enough staff to get open for more days and more hours. We are fortunate to have a very tenured staff, many of whom have been with the company for five-plus years. We want to be competitive, so we are offering a higher hourly wage for our BOH staff. This not only allows us to be open more, longer, but for our staff members to provide for themselves and their families.

Describe a typical day.

There is no typical day here at Mabel’s. Each shift is unique, but that is what makes it exciting and enjoyable.

Tell us what makes your brand so unique?

Because Mabel’s BBQ is a Chef Michael Symon restaurant, the TV presence really draws guests to us. We are lucky to be sought out by so many. Ticket times at our restaurant are so quick too, because everything is smoked in house, and people know they can come in and have a quick, but delicious meal. Our excellent service and hospitality are also reasons people keep coming back. CK


One-on-One with... Michael Symon What’s the most rewarding part of your job? We are filled with so much pride with every compliment on food, drink and service we receive. It makes us very happy to know that people can come in to dine with us and feel taken care of.

What was the best advice you ever received? “Sweat the small stuff.” By paying attention to the smaller details, the bigger issues that may arise will be easy to solve.

What’s the best thing a client ever said to you? We have this regular, Mike, who would order from us at least once a week (sometimes more) during the height of the pandemic. After a while, we became accustomed to his order, and would just start answering the phone “Hi Mike. Would you like your usual?” He recently said the gesture was so special to him, especially during that time, and really made him feel connected to us.

Name the three strongest traits any leader should have and why. Approachability, compassion, and loyalty. It is important for our staff to feel as though they can go to their leaders and be heard, and also know that they play an important role in the restaurant. We have created a great environment here.







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The game changer Our conversation with Skanska’s Samiha Shakil


s an emerging, barrier-breaking professional at the forefront of a new frontier for construction, Samiha Shakil is an experienced and award-winning BIM Engineer with a demonstrated history of success working in the construction industry. As a champion of implementing new and innovative technologies to the projects that she leads, she continues to apply her expertise to notable projects, including BIM coordination at the LaGuardia Airport Central Terminal B Redevelopment, laser scanning on a Large-Scale Hospital Project, and 3D printing at the Boys and Girls Club. Samiha, Senior VDC Engineer at Skanska USA Building, was key to efforts supporting first-responders during the pandemic, where she leveraged her experience in 3D printing and design to print more than 500 faceguards, donating them to hospitals across NYC while adhering to strict safety protocols required by the healthcare industry. In 2020, she was named one of Autodesk Construction Solutions’ “40 Under 40 Construction Champions.” We sat down with her to get her take on the industry, what women can do to continue to grow in the commercial construction industry and why her to-do list is never-ending.

Tell us your story. How did you get started in the industry?

Initially, my plans were to become an architect, which I felt was a perfect opportunity to simultaneously exercise my left and right brain, and to contribute to the built environment. But early on in my career, I began an internship with a general contractor. From there, construction felt like a natural next step that fit well with my desire to implement creativity alongside the more technical aspects of projects. Shortly after landing the internship, I was offered a full-time position with the company, and since that time have been working in the construction industry.


What are some of the biggest changes you have seen lately?

Since the start of the pandemic, I’ve seen a shift toward the reliance upon construction technology and software to facilitate remote work and to keep everyone safe. As this reliance upon technology and software increased, we became more aware of the data that is collected and how to more efficiently utilize that data, resulting in teams becoming more data-driven in the last two years.

Samiha Shakil

What opportunities are out there for the industry as we move forward in 2022? For women? Virtual Design and Construction (VDC) and Building Information Modeling (BIM) are expanding rapidly within companies due to an uptick in client demand. Traditionally, the ratio of women-to-men has been a lot more even in these fields, and opportunities abound for those interested in joining the construction field as we move forward in 2022.

What type of trends are you seeing today?

The pandemic has accelerated tech adoption in the past two years. Companies that were armed with the right collaboration tools and technology were far better prepared for the ever-evolving regulations for social distancing and a safe workplace. More companies are open to change and the adoption of technology in order to maintain a competitive edge.


That being said, this change in attitude is opening more doors for tech that merges BIM with the real world like AR/VR and Drone imagery. Our industry also is adopting a more data-driven mindset, as companies like Skanska continue to contribute to these large “data warehouses” we know the value of this data and we want this data to do more for us. Can we use it to predict future outcomes, mitigate risks?

What advice can you share?

The construction industry values creativity, strength and leadership. I would encourage all individuals who possess those characteristics to consider a career in construction. The field has a wide variety of career paths to pursue, including design, marketing and communications, finance and human resources. I would encourage those considering a career in construction to connect with the leadership at firms that they may be interested in joining and to explore internship opportunities with these firms. My career path was forever changed by my first internship experience in construction.

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

The best piece of advice I’ve ever received was from an early mentor, who encouraged me to be a listener in a room full of talkers. One is frequently met with being in a room where everyone has opposing views. It’s often best to sit back and observe in these situations to shape an informed opinion ahead of sharing thoughts.

What’s the single best thing every woman can do to make sure they continue to get a seat at the table?

Change comes from the top down, and it is up to those who hold the majority to provide additional opportunities for female advancement within organizations, and to determine how more women can get a seat at the table. CCR

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VOL 11 • ISSUE 2, 2022

The Voice of Craft Brands

The Cat is back Thanks to a recent ownership change, one of Illinois’ favorite craft beers is riding high again

Charlie Cole Brewmaster/Co-Owner Blue Cat Brew Pub

The Voice of Craft Brands

The Cat is back Thanks to a recent ownership change, one of Illinois’ favorite craft beers is riding high again Interview by Michael J. Pallerino

It’s baaaaaaaack... When Blue Cat Brew Pub opened in 1994 under the name “Crooked River Brewing” in The District of Rock Island, Illinois by the brother and sister team of Dan and Martha Cleveland, the sky was the limit. Armed with a doctorate in chemistry, Dan learned the art of craft beer brewing in Colorado. Under his passionate direction, the brand grabbed an impressive 15 World Beer Championship Awards during the 1990s. After the Clevelands decided to retire, they passed the craft reins over to local John Timmer and Shane Scott, who later partnered with St. Louis transplant Charlie Cole. Cole was a craft beer savant, apprenticing under a Munich Brewmaster before earning his professional brewing certificates from St. Louis University, University of Vermont and San Diego State University. He was tenured as a brewer over five previous breweries, eventually racking up a number of brewing awards himself—23 to be precise, all in 2018. Today, the Blue Cat Brew Pub name is back in the craft conversation. Known for his Wild Ales and Hazy IPA’s, Cole is rocking the Quad City scene. We sat down with Cole, owner and Brewmaster, to get his insights into where the Rock Island, Illinois brand is heading in 2022 and beyond.

Tell us a little about your brand.

Blue Cat Brew Pub opened in 1994 by the brother and sister team of Dan and Martha Cleveland. It currently is the oldest operating Brew Pub in the State of Illinois. The company was sold to a local partnership in 2017, which chose to rebrand to Big Swing Brewing.



ISSUE 2, 2022




Blue Cat Brew Pub

In 2021, Brewmaster Charlie Cole joined the ownership group and rebranded it back to the Blue Cat name. Today, the brew pub has an arsenal of 200-plus unique recipes and has won more than 20 international awards, including five in 2022 so far. With a unique and ever changing food menu, large tap room and private event space, the legacy brand continues to grow almost 30 years later.

What kind of conversations are you having with customers today?

Having such a rich history, it has been really important to maintain constant and direct conversation to meet all of the wants and needs of our customer base. The main conversation revolves around our tap list and food menu. Trying to maintain food and beer that not only span a large array of styles but finding the balance of classic recipes and new innovative trends.

a unique brand that goes beyond the liquid inside the package. But with aluminum can supply issues and costs, limited artists, and most brewers not having the same amount of creativity with packaging designs as they do with fermented liquids, the brands able to make a great product in a great package are the ones that set themselves apart.

What’s your story from a brand perspective?

During the pandemic, I did some continuing education by completing

Walk us through your branding strategy. Our target customer base is a very wide age range. We have customers in our community that discovered craft beer from our brewery in the early 90s and we have younger customers who have either already discovered craft beer or are discovering it for the first time more recently. Having grown up in the 90s myself, my strategy has been to include the nostalgia of that decade as much as possible either from the

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

I’m happy to see the trend of large regional craft brands start to disperse while more hyperlocal brands are opening every day. In our area alone, the “Quad Cities,” which encompasses cities on both sides of the Illinois and Iowa border, there are over 15 local breweries. While a few are large enough to distribute to other markets, most are finding their niche in the community and are focused directly on their small footprint.

What’s likely to happen next?

People have been talking about the “bubble burst” for years in the craft beer industry. In reality, the only bubble bursting is with the breweries that grew too large, too fast in a market that is now showing to thrive in high saturation.

What trends are defining the space?

Social media marketing and a pandemic has forced the hand of craft breweries into a format of packaged 16 ounce cans. This size format offers a large surface to create and promote



ISSUE 2, 2022

the Business of Craft Beer certificate program through the University of Vermont. One of my favorite projects was creating a business plan for a “legacy brewery.” Making an older brand new and fun again while still being able to pay homage to its history. When I completed that project, I had no idea I’d have the opportunity to take that information and turn it into my career less than a year later. I have a background in both brewing and brewery marketing, so it has been really satisfying for me to balance legacy and innovation in the same brand. We’re not trying to recreate how the brand was in the 1990s; we’re trying to pick up where they left off, and take it forward without forgetting the past accomplishments and memories.


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Blue Cat Brew Pub

history of our own brand to connect with the older generation or through pop culture references in our new trend recipes and merchandise.

Sitting down with... Spirit Hound Distillers’ Craig Engelhorn

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

extremely rewarding to me.

I’ve been pretty decent at keeping up with social media marketing trends, but I’ve always had trouble spreading out over more platforms. I focus on Facebook and Instagram from marketing but I’ve been missing out on the Twitter and TikTok side. With ever changing algorithms, I’ve never had the time to tackle more platforms while handling other business operations and the brewing side. It’d be great to find an employee who can focus on those other platforms. It’s hard to find the right person to trust with your marketing vision.

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

I think the secret is knowing and focusing on your customer. Are you focused on a certain age group, location footprint, niche interests? Focusing on your customer and not “all customers” is difficult to remember when building a brand. For Blue Cat, it starts with a focus on our history. It’s community based and focused on our small local footprint and may not appeal as well to younger customers or people who live a short distance away. For a brewery down the street they’re focused on the niche market of metal music in their branding. We’re able to exist a mile from each other successfully by appealing to and focusing on our respected customers.

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

A necessity for my brand is maintaining relevance every single day. By creating new products, food specials, events, winning awards in competitions, collaborations with other breweries and community organizations, I’m using that content



What was the best advice you ever received?

What’s the most rewarding part of your job? It’s really strange when customers come in and thank me for bringing the Blue Cat back. For me, bringing the original branding back was a no brainer but I didn’t realize just how impactful this brand is to our community. When a couple tells me they had their first date in that booth over there 20 years ago and they can’t wait to be back every week, that is

“It will be beer.” It was something Stephen Hale, the original Head Brewer at Schlafly Brewery for 30 years, and one of my instructors in the Brewing Science and Operations program at St. Louis University, said often. Relax, don’t think too much into it. Do what feels comfortable. In the end, whatever you create will be beer.

What’s your favorite brand story? I had a customer pull me aside to talk to me about one of my beers on tap a few weeks ago. It was about our Finnegan’s Dry Irish Stout which has been a

to stay relevant on my customers’ social media feeds daily. Brands that are not doing new things have no fresh content to stay relevant.

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

We just recently upgraded our brewing equipment and we’re looking forward to starting self- distribution. We’ve been working on adding a large beer garden on our property and have been involved in a “revitalization” project of our downtown area. All these

ISSUE 2, 2022


March seasonal release since the early 90’s. He asked if I brewed it and if I followed the original recipe. I told him I had brewed it and it was the original recipe but I had never brewed that style before so I hoped it was to his standards since I had never tried the beer before brewing it. He said, “This isn’t Finnegan’s; this is better.” That definitely made me feel pretty relieved and proud. That beer won a silver medal at the World Beer Championships in 1997. This year it won gold in the New York International Beer Competition and we were named Best Illinois Irish Style Brewery. It’s currently the only batch of Irish style beer I’ve ever brewed.

things will allow us to bring in larger amounts of customers and create an even more unique experience.

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

Staff training. I have been wearing a lot of hats as an owner, general manager, brewmaster and marketing director the last six months. The big thing I need to focus on is letting some of those responsibilities be distributed to my more than capable staff. Relaying my vision is easier said than done.




Commercial Construction Data


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 PROJECT NAME






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Santa Cruz, CA



New Construction

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UCPath Roofing Project

Riverside, CA




Q2 2022

Queen's Medical Center West Oahu Expansion

Ewa Beach, HI




Q1 2023

University of Washington Haring Center Renovation

Seattle, WA




Q3 2022

Construct Social Work Consolidated Clinic Space

Rancho Cordova, CA



New Construction

Q3 2022

Medical Office Building (MOB) at the Folsom Health Facility

Folsom, CA



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Q1 2023



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by David Corson

Extraordinary to the end


y stepdad, who had just turned 90 in February, was battling cancer, and having trouble with his circulation in legs and feet. After a few falls in the house, we had to make the tough decision to put him in a rehabilitation facility. My Mother, at 82 years young, could not take care of him any longer. With my step-sister getting married on Sunday, May 1, his goal was to make it to the wedding. All of his children and grandkids came in a few days before the wedding, which was extremely special to him. But when the wedding day arrived, he was just not physically able to attend. The wedding went on that afternoon, and afterward, my Mother went back to the long-term care facility to see how he was doing, and then left to have dinner with the wedding party. While at dinner, her cellphone rang. My stepdad had to be rushed to the emergency room. By the time she arrived, he had passed. I think after seeing everyone, he was in too much pain to go on, and decided it was time to head to a better place. He had a very impressive retail and business career: Born Feb. 17, 1932, in Baltimore, Maryland, Fred Weber made a lasting impact on the Dayton community, where he lived for more than 60 years. Graduating from Ohio State University in 1954, he remained a diehard Buckeye fan his entire life. He began his career at Mayor's Jewelers, later founding Weber Jewelers. Both family businesses in Dayton, Ohio thrived under his leadership, earning him a reputation for exceptionally fine jewelry. While he was an accomplished businessman—earning the coveted "Shipley Award" from the American Gem Society— his real passion lay in serving the needs of the community and helping to shape the city


he knew and loved. He was City Commissioner, and served on numerous boards, most notably as Chairman of the Premier Health Board (1997-2004), Chairman of the Miami Valley Hospital Board of Trustees (1988-1992) and Chairman of the Wright State University Board of Trustees. Recognizing a pressing need for geriatric care, he was instrumental in creating a new Department of Geriatrics at Boonshoft


School of Medicine at Wright State University in 2006, a visionary concept at the time. Fred's ability to succeed was apparent from an early age. He earned his Eagle Scout badge at 14 and was a veteran of the US Air Force too. Until his final days, he stayed abreast of political races throughout the country and advocated for effective leadership in government. He also made ample time for golf and skiing, excelling in both sports into his late 80s. But most of all, cherished his family & friends. Fred had a rule that 95% was negotiable, but go into that 5% sector, it was not going to happen. That's one lesson I have used in my personal, business and athletic coaching career over the years, and will continue to use it in the future. In the last few months, our family went through the fiasco of trying to find the right rehabilitation facility and then long-term care for him to be comfortable in. The rehab facility was very expensive, and with all the many years of investing in long-term care, things that were promised in writing did not come true because of word salad manipulation by healthcare admins. Also, trying to pick the correct longterm care location was not easy either, as we chose the one that had the best care supposedly, but ended up having to remove him after nine days to be relocated to another facility due to poor care. You hear the horror stories about elderly loved ones being neglected and we lived it. You just cannot judge a book by its cover when you are dealing with your loved one's healthcare. I urge all of you out there who have parents still alive to have a game plan in place. Do your research, as you don’t want anyone to experience what our family just endured. We will miss Fred Weber. May he rest in peace. I am glad he is in a better place. “Go Buckeyes!” To all, have a positive rest of Q2 2022, safe travels, good health and, as always, keep the faith.

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