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July 2020 • www.ccr-mag.com

Jessica Fumo, Manager of Facilities, Removery

Removery How the innovative company is transforming how people get rid of their tattoos

Exclusive Inside: 3 keys to successfully renovating retail centers Check out our annual Flooring survey Residence hall design trends in the COVID-19 era

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Vol. 19, No. 5 | July 2020



28 FEATURES 28 Removery  How the innovative company is transforming how people get rid of their tattoos 50  Striking a chord  Berry College renews its iconic Ford Auditorium

58  No Reservations  Hotels plan on making their comeback 66  Thinking out of the box 3 keys to successfully renovating retail centers

Cover and feature photos by: Shannon Polvino





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Vol. 19, No. 5 | July 2020 INDUSTRY SEGMENTS 36 Flooring Report


4 Editor’s Note 12 Industry News 96 Women in Construction 113 The Cannabis Operations 132 Commercial Construction & Renovation Data 134 Ad Index 136 Publisher’s Note


Multi-Housing 74  The PEX Effect  5 applications you need for your next multifamily project


Federal Construction 85  Refreshing ‘Fightertown’  Renovating the Beaufort MCX retail location ahead of schedule Commercial Kitchens 101 Food. Community. People.  The secret behind the success of Barberitos Southwestern Grille and Cantina Craft Brand and Marketing 123 The beer guys  How Sanitas Brewing is taking its game (and market) to the next level

74 4






by Michael J. Pallerino

The battle is the battle


e watch. We continue to see what happens when each and every one of us are challenged to make the best of bad situations. And let’s not kid ourselves, it is tough out there. But as tough as it is, as hard as every day can be, we find the

strength, many of us do, to reach down a little deeper than the well is.

Mike Pallerino and daughter, Macy.

So, we watch. And we continue to see what happens when good, decent and hardworking people decide to stand as one and say, “I think we have had enough here.” Now, none of us is going to make this overbearing, out of control and extremely pain in the (fill in the blank) go away tomorrow. We cannot do that. What we can do is take the cards that are handed to us, reshuffle the deck and start playing a new game. That is what is so encouraging and enterprising about the power we have when we need it. If we cannot do something this way, try this one. If that does not work, give this way a shot. With a slew of new content initiatives we have been rolling out, we have had the pleasure to talk with a lot of you, either by email, virtually, podcasts, socially and any other way technology affords us the opportunity. What we see are people pushing forward. People who have had enough of

The world, in all the beauty and angst it can deliver to us at any given moment, changes. And it will change back. To normalcy? Well, that depends on what normal was or is supposed to look like tomorrow.

doing nothing when there are things to be done. People who are finding the light in the darkness. The battle is the battle right now. By now, we know what the rules of the game are. We know what we are capable of doing and what we are not. And we know that whatever it is we do, we can succeed. We can find the ideas and resources and people we need to make our industry the one others marvel at in what we can accomplish. Okay, the world needs another pep talk like it needs another virus, but the message, however and whomever it is delivered by is to keep doing what you are doing. Keep pushing forward. Keep saying yes when everybody else says no. The world, in all the beauty and angst it can deliver to us at any given moment, changes. And it will change back. To normalcy? Well, that depends on what normal was or is supposed to look like tomorrow. But for now, let’s stay on the same page and keep sharing our stories with each other. Because in the end, all of the essential businesses out there were built by us, for everyone. Go ahead, tell me I’m wrong.

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

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








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F&J PUBLICATIONS, LLC P.O. Box 3908 Suwanee, GA 30024 678.765.6550 • Fax 678.765.6551

EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • mikep@ccr-mag.com SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • bocdesign@me.com CONTRIBUTING WRITER: Ron Treister rlt@communicatorsintl.com • 561-203-2981


PUBLISHER/EDITOR David Corson • davidc@ccr-mag.com 678.765.6550 (fax) 678.765.6551 SUMMIT DIRECTOR David Corson • davidc@ccr-mag.com 678.765.6550 (fax) 678.765.6551 CCRP MEMBERSHIP DIRECTOR: Kristen Corson • kristenc@ccr-people.com 770.990.7702

From Fifth Ave to Venice Beach. We’ve expanded to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands.

LIST RENTAL: Brian Clotworthy • bclotworthy@inforefinery.com 800.529.9020 SUBSCRIPTION SERVICES 678.765.6550 corpcirc@ccr-mag.com

We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322 tfenton@schimenti.com





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

Sr. Manager, Architecture QA/QC Life Time Fitness RON VOLSKE Construction Project Manager Orscheln Farm & Home DEDRICK KIRKEM John Varvatos Enterprises Facilities Director


SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC

RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation

PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins


GREGG LOLLIS Sr. Director, Design Development Chick-fil-A BOB WITKEN Director of Construction & Development Uncle Julio’s Corp. DAVID SHOTWELL Construction Manager Atticus Franchise Group ISYOL E. CABRERA Director Design & Construction Edibles DEMETRIA PETERSON Project Director, Design and Construction at HMSHost DAVID THOMPSON Construction Manager Scooter’s Coffee

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels RICK TAKACH Chairman Vesta Hospitality



CLINTON “BROOKS” HERMAN, PMP Senior Facilities Project Manager UTHealth Science Center at Houston


LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality


President Schimenti Construction JOHN STALLMAN Marketing Manager Lakeview Construction


Senior Vice President, Cushman & Wakefield MEGAN HAGGERTY Founder Legacy Capital Investment STEVE JONES

International Director JLL MIKE KRAUS Principal Kraus-Manning JOHN LAPINS Project Management Consultant, Greystar JIM SHEUCHENKO

President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President EMG

CONSULTANT GINA NODA Founder Connect Source Consulting Group, LLC.


CEO & Founder of Nunzio Marc DeSantis Architects TOMMY LINSTROTH

CEO at Green Badger, LLC JEFF ROARK Principal/Partner Little JEFFREY D. MAHLER Vice President L2M JIM STAPELTON Vice President Nelson FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group BRIAN HAGEMEIER, P.E., LEED AP Practice Leader Federal/State/Housing, GPD Group STEVEN R. OLSON, AIA

President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

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


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AroundtheIndustry RESTAURANTS


Brio Tuscan Grille and Bravo Cucina Italian Planet Hollywood founder and Earl Enterprises Chairman Robert Earl’s acquisition of the Brio Tuscan Grille and Bravo Cucina Italian chains includes tweaking their names and reviving old menu items. The concepts will be renamed Brio Italian Grille and Bravo Italian Kitchen and, along with Earl-owned brands Buca di Beppo and Bertucci’s, will be marketed nationally as the “Best of Italy.”

Forever 21 Forever 21 parent Authentic Brands Group will switch to a licensing model in Mexico with new partner IB Group. IB, which also operates Aeropostale stores in Mexico, will take over operations of Forever 21’s 37 stores in the country and expand the brand through a new shop-inshop format.

Moe’s Southwest Grill Moe’s Southwest Grill has opened its first kiosk-only location in Pittsburgh. Operated by a multi-unit franchisee, the restaurant has seating for 16.

Shake Shack Shake Shack has returned to unit growth, opening four domestic locations during the pandemic and 55 more scheduled for China over the next decade. Denny’s Denny’s and its franchisees expect to create 10,000 new jobs by the end of this year as restaurants reopen and the chain focuses on growth. The available positions include the newly created role of sanitation specialist, which each Denny’s location added to help boost safety during the pandemic. Wingstop Wingstop Inc. opened its first domestic delivery-only ghost kitchen in Garland, Texas, a suburb east of Dallas. Smoothie/Juice It Up The new “innovation kitchen” from quick-service brand Juice It Up will feature a new design and serve as a research and development hub for corporate. BurgerFi Florida-based burger chain BurgerFi plans to merge with investment company Opes Acquisition Corp., which ultimately will take BurgerFi public. The 125-unit chain expects the deal to close by fall, after which shares will trade on the Nasdaq Stock Exchange. Aurify Brands/Le Pain Quotidien New York-based Aurify Brands LLC plans to reopen more than 40 shuttered locations of Le Pain Quotidien after acquiring the locations out of bankruptcy. Earth Fare Eight Earth Fare stores are set to reopen in Georgia, Virginia, North Carolina and South Carolina as new owners attempt to revive part of the natural grocery chain after its bankruptcy filing in February.



Dick’s Sporting Goods Dick’s Sporting Goods has expanded two new off-price concepts— Overtime by Dick’s Sporting Goods and Dick’s Sporting Goods Warehouse. The 11 new stores under the banners open as the retailer faces growing competition from online retailers during the pandemic.

Hy-Vee Regional supermarket retailer Hy-Vee has started selling footwear from DSW Designer Shoe Warehouse online and in 120 select stores. American Eagle Outfitters/Unsubscribed American Eagle Outfitters has launched a new retail concept called Unsubscribed, which will feature consciously made fashions and accessories. The first store will offer two collections annually that include goods from its private-label line and brands such as Indego Africa and Veja. Walgreens Boots Alliance Walgreens Boots Alliance is testing a small-format pharmacy in upward of 30 locations, with plans to expand the concept if it proves successful. The stores feature a streamlined merchandise selection and will focus on forging relationships between customers and pharmacists.


Dream Hotels Group Dream Hotel Group has unveiled plans for a 207-room lifestyle hotel in Cleveland, Ohio. Dream Cleveland will form part of a mixed-use scheme set in the city’s historic Masonic Temple. The hotel is planned to open in 2022. 1105 Peachtree Atlanta developer Selig Development is working on the $530 million 1105 Peachtree in Atlanta, a mixed-use project that will include a 178-room Epicurean Hotel. CIM Group plans to include hotels in its $5 billion multiuse project on 40 acres of The Gulch in downtown Atlanta, and Urban Creek Partners is eyeing a 300-room hotel in its 70-acre Quarry Yards mixed-use project. One Beverly Hills A tandem of local and London-based owners—Alagem Capital Group and partner Cain International—are planning a $2 billion hotel and condominium complex featuring lavish botanical gardens called One Beverly Hills near the Beverly Hilton hotel in Los Angeles.

Sleep Inn/Mainstay Suites A unique dual-brand hotel is under construction in Georgetown, Kentucky. Scheduled to open March 2021, the Sleep Inn & Mainstay Suites will feature two hotels under one roof with 71-rooms available. Element The Peachtree Hotel Group opened a 165-key property in Orlando, Florida, located in the 20-acre IOCON Park entertainment district. The Element Orlando Universal Blvd is part of the Marriott International hotel brand. Emeline A new boutique hotel, Emeline, opened in Charleston, South Carolina. The hotel features 212 king rooms, including 128 luxury suites and 16 double-king-bed rooms. Additionally, the hotel features a large flexible event space and 10 smaller private occasion spaces. Margaritaville Resorts Developers Songy Highroads and The Wampold Cos. have opened Margaritaville Lake Resort, Lake Conroe | Houston, the first Margaritaville-branded resort in Texas.

Tribeca Hotel DPW Holdings resumed its construction on the Tribeca Hotel at 456 Greenwich Street, New York. Comfort Inn & Suites A Comfort Inn & Suites is under construction off of Commerce Drive in upper North Mankato, Minnesota. The 68-room hotel is being built behind the Commerce Drive Dental Clinic, closer to Highway 14, with access from Commerce Drive. Virgin Hotels The newest edition of the Virgin Hotels’ brand opened in Nashville, Tennessee, five years after conception. The 14-story property on Music Row will feature a discount for Tennessee residents as a way to counter the pandemic’s drag on business. Hyatt Place/Hyatt House The first combined Hyatt Place and Hyatt House hotel will make its debut this summer in a venerable Chicago beaux-arts building that once housed Cook County Hospital. Hyatt Place and Hyatt House Chicago Medical/University District is part of a $150 million mixed-use project.


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Welcome to the Feud W

CCR Nation battles each other for best answers hat is the one thing that any cowboy would hate to lose? How about naming something that flies? Okay, name some things that make really loud noises? If you knew—or in the case of the contestants of our first virtual CCR Family Feud matchup, thought you knew—welcome to the game. A fun and rollicking group of commercial construction professionals virtually battled it out in what turned out to be a great networking and catch-up event. The teams including Def Leppard (Jeff Mahler, L2M; Joe Fairley, Laser Facility Management; Deb Moore, JLL; Mike Gordon, Bagel Brands; and Josua Witte, Ross Stores) vs. What a Long, Strange Trip It has Been (Fred Margukies, Onyx Creative; Robert Smith, Rockerz Inc.; Laura Slawny, 10t to 1 PR; Heminio Pereira, Burger King; and Nicole Young). Each held their own, with the Def crew winning four of the six games. The championship round saw Deb Moore beat Mike Gordon. Keep watching our CCR e-Digest, Twitter, LinkedIn and Facebook for the next round of fun.

Hoteliers rework foodservice models during pandemic Let’s call it the way it is: The pandemic hurt. And while restaurants were able to find some room to wiggle from takeout, delivery and other initiatives, hotels were hit—hard. While some hotel restaurants stayed open for takeout, others took time to train staffers in new protocols designed to serve guests safely when they reopen. That means getting extensive sanitation and safety training, and readying to follow the guidelines specific to the states and municipalities continue to institute.

2020 Annual Listings General Contractor Report Peacock Construction, Inc.

Kyle Peacock, President & CEO 3421 Golden Gate Way Lafayette, CA 94549 (925) 283-4550 www.peacockconstruction.com kpeacock@peacockconstruction.com Year established: 1982 No. of employees: 75 Billings as of 2019: Retail: N/A, Restaurants: N/A, Hospitality: N/A, Healthcare: $15,000,000.00, Multi-family: N/A, Federal: N/A, Other: $60,000,000.00, Total: $75,000,000.00 Completed Projects as of 12/31/19: 400 Square Footage: Retail: N/A, Hospitality: N/A, Restaurants: N/A, Federal: N/A, Healthcare: N/A, Multi-Family: N/A, Other: N/A, Total: 400,000 Specialize In: Healthcare, Tenant Improvement, Capital Infrastructure



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Suzanne Hooley, Marketing Director 1955 Stephenson Highway Troy, MI 48083 (800) 521-4792 www.controlledpwr.com info@controlledpwr.com Lighting Product Type: Emergency Lighting Inverters & Battery Backup Power Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

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Slow and steady she goes...


o pandemic or not to pandemic? That is the question. But even as a glimmer of a recovery is afoot, it will not return US hotel demand to pre-pandemic levels before 2023, according to STR and Tourism Economics. The revised forecast shows slight improvement for 2020 over previous projections, but demand is not expected to match 2019 for 11 quarters, STR says.

Store wars

Report shows the changing face of retail

They said it “If not yet bright, the future for the construction industry and our workers appears very positive with important enhancements to security, safety and productivity driven by the current crisis experience.” — John Hakel, Executive Director, Southern California partnership for Jobs


ncreased demand for curbside pickup services. More online shopping options. More ghost kitchens. Retailers as micro-fulfillment centers. According to a survey by Cambridge Retail Advisors, 83% of C-suite executives believe the pandemic will leave a permanently altered retail landscape in its wake. Among some of the more interesting findings include: > 83% of C-level executives feel that retail and dining will be changed forever > 65% of retailer and restaurant chains plan to reopen all their locations; 25% plan to open a portion of their locations and 10% do not plan to return to the brick and mortar channel at all > 56% of C-level executives feel that the pandemic will permanently change the way people shop and that most consumers will move exclusively to buy online, pick-up in-store (BOPIS) or buy online, pick-up at curb (BOPAC) shopping



“The havoc created by COVID-19 hit Queens harder than any community in the nation. As we look to rebound, the partnership behind Innovation QNS is well-positioned to contribute meaningfully to our recovery, as its partners have led historic revitalization initiatives before, including here in Astoria.” — Queens Chamber of Commerce President and CEO Tom Grech on a group of developers’ $2 billion plan to rebuild sections of Astoria focused on arts and creative industries

“The future of grocery is all about customer-choice—giving customers the options they want at every stage of their lives.” — Customer service expert Blake Morgan on how technology will help shape the personalized shopping experience in today’s new retail landscape




The numbers game


The number of hotels planned for the Americas, the bulk of them planned for North America, according to TOPHOTELPROJECTS. While uncertainties from the pandemic loom over the coming years, the projection for 2021 is 648 openings, the data showed.


The percent that US revenue per available room and gross operating profit rose in May over April, showing significant, if not unspectacular signs of recovery, according to HotStats. Overall, they were down 92% and 116.2%, respectively, year-over-year.


The percent of construction companies that added workers in May or earlier, while 8% of companies furloughed or laid off personnel during that month, according to the Associated General Contractors of America. Meanwhile, Procore data indicates construction activity has returned to pre-pandemic levels in 34 states.

Add it up 8 steps to analyzing COVID-19 construction costs


hile construction crews are going back to work, many contractors and trades must balance this return with financial strains resulting to COVID-19 delays. By applying proper documentation, dispute avoidance and resolution principles, owners and contractors can put themselves in better position to fairly address compensation that the contractor may be contractually entitled to recover from the ill-effects of the pandemic. Construction management thought leaders Resolution Management Consultants (RMC) offer eight steps to most effectively present and evaluate reimbursement for additional and/or increased costs due to the pandemic. No. 1 — Identify: Establish and document the elements of liability, causation and damages to more effectively create a causal link. Cost overruns and lost time projected pre-pandemic may not be eligible for recovery, which means clearly delineating between retrospective and prospective costs. No. 2 — Capture: Documenting retrospective costs could be a straightforward process of providing copies of purchase orders and/or supplier invoices, but prospective costs can be more complicated because you have to establish a baseline from cost reports, daily reports, labor, materials, trades, equipment, schedules to support and evaluate the accuracy and reasonableness of requests. No. 3 — Process: Having established that a causal link may exist through necessary documentation, project partners must establish benchmarks for future assessment of cost impact. Because nobody knows how long health safety measures will have to be enforced, negotiations should focus on identifying specific time periods and manner of tracking costs. No. 4 — Organize: With a full record of additional and/or increased costs, supporting documents need to be grouped relative to pertinent topics and cost categories for the issue in dispute.



No. 5 — Analyze: Contractual requirements, employment of mitigation measures and apportionment of liability all influence a cost impact dispute. Recovery can depend on whether timely notice has been provided, that costs associated with COVID-19 impacts are recoverable, as well as unanticipated factors that need to be considered in deterring entitlement. No. 6 — Establish: The mere fact that additional or increased cost has been experienced is not sufficient to demonstrate a causal link to the pandemic. It is advisable that contractors establish the basis for their current budgets and resource utilizations to allow for later use in evaluating these requests. No. 7 — Quantify: Based on RMC’s collective experience, more than 2/3s of dollars sought for additional reimbursement are associated with time-related damages supported by a CPM schedule analysis. Contractors should seek recovery for costs necessary to return to pre-pandemic status and not as an opportunity to recover costs from prior losses. No. 8 — Report: Documentation, including contractually required reports, memos, letters, etc., should be presented to the owner in a clear and concise manner, while also establishing the detail needed to support the findings and proposed request for reimbursement of additional and/or increased cost.

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On your mark… 9 recommendations for preparing buildings to reopen

By Adam Gloss


acility managers are diligently preparing their plans to reoccupy buildings that have been underutilized or have sat empty for weeks, or even months. In their efforts to ensure occupants can safely return to the workplace, they are tuning up their heating, ventilation and

air conditioning systems while implementing physical distancing and other protocol to mitigate the spread of COVID-19.

What steps should facility managers take to prepare HVAC and plumbing systems that have been put into a holiday schedule or turned off for this same period? HVAC systems are made up of many smaller sub-systems and there is a lot of choice in how these parts are engineered and assembled; unfortunately, not all are created equal. Heating and cooling (local or central), ventilation (DOAS or integrated), filtration (to capture dust, smoke, pollen, viruses and bacteria), humidification (steam, atomization, direct evaporation), diffuser type and placement,



zoning (choosing which spaces are grouped together on common systems)—the list goes on and on and each choice impacts how well a building performs. Further, one area that often is overlooked, but is just as critical to safely reopening a building, is a building’s water systems (potable, non-potable, cooling towers, evaporative HVAC equipment). Most building owners and operators are not accustomed to dealing with health risks from these systems. With this in mind, here is some practical guidance for facility managers to prepare their buildings to reopen to occupants.



PERSPECTIVE 1. Perform a physical inspection of filters for loading, damage and air gaps where air can bypass. Seal any air gaps. 2. If the ventilation system has been off for an extended period, posture the HVAC system to perform a building air flush with clean filters in place. 3. Once the system is up and running, do not turn the ventilation system off. A lot of building control systems are set to shut outdoor air dampers outside of normal working hours to conserve energy. 4. Understand the amount of outdoor air the system can deliver under all operating conditions and compare that with the building’s return to work occupancy strategy, as certain zones will likely have fewer people than originally designed. 5. Temporarily disable demand-controlled ventilation systems. 6. Perform a physical inspection of all aspect of the HVAC system to ensure everything is working as intended (e.g., control dampers are operational, fire dampers and fire-smoke dampers are in their normal operating position, etc., to allow posturing the system as described above) and fix anything that is preventing the ventilation system from being able to function properly. 7. Make sure any occupant changes to the HVAC systems have been mitigated (e.g., blocked floor vents in underfloor air distribution systems, closed off ceiling or wall diffusers due to comfort concerns) to avoid any stagnant spaces. 8. In buildings that have low or no use for extended periods of time, there is significant risk of bacteria such as legionella building up. The Centers for Disease Control and Prevention (CDC) has issued guidance advising owners to test water before people return and to have

In the end, every building is unique and different, which is challenging when trying to develop standards and guidelines, but a plan that takes into account your specific circumstances can be achieved.

a plan in place to test water and maintain water quality. 9. In an overabundance of caution, CDC recommends that building owners take the step of flushing the system to ensure the bacteria, biofilm build-up and stagnant water is removed, and chlorine levels are appropriate to keep blooms from developing. In the end, every building is unique and different, which is challenging when trying to develop standards and guidelines, but a plan that takes into account your specific circumstances can be achieved. CCR

Adam Gloss is the Director and GM of Services at McKinstry, a national leader in designing, constructing, operating and maintaining highperforming buildings.



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A construction 3-step Strategies design professionals must implement in the pandemic's wake


By Barry B. LePatner

ith the advent of COVID-19, the design profession has never been confronted by a crisis as demanding as this since WWII. To varying degrees, all design firm principals likely are experiencing fears and uncertainty from a human and business

perspective, for themselves, their families and their colleagues. And while those feelings are real, understandable and ever-present, the question that remains to be addressed is: What steps should I take to best navigate my firm in the face of this uncertainty? Most essential in these unprecedented times will be calm, rational decision-making in regard to short- and long-term plans built on flexibility and sound business judgment.



No. 1 — Don’t go it alone

Yet before you even begin, nobody in an any design organization should make decisions about the future of your firm without consulting other principals and the entire staff. Information must be secured from a variety of sources, including a firm’s bankers, accountants and attorneys.

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PERSPECTIVE No. 2 — Assessment & communication

To help identify the key issues to be addressed and acted upon, here are four topics for your firm to focus on related to its current and immediate future once an “all clear” is announced and business begins some semblance of a return to the “new normal:” > It is imperative that you communicate with your staff to identify any personal or financial problems they may be experiencing, and offer to provide whatever advice or individual assistance they may need, or direction they may require involving outside parties. > Equally important is the need to reach out to all clients to assess the ongoing nature of their projects your firm is working on with them and to prepare individual directives as to their current project imperatives. > While new business outreach in these difficult times will not proceed as usual, keep in touch with prospective clients, partners, vendors and other sources of possible business for when the crisis has departed. > Accept the possibility that one or more of your ongoing projects may not immediately start back up after the pandemic has abated. Issues in regard to staffing and cash flow will be directly tied to these projects.

The most successful firms going forward will devote funds to aggressive marketing campaigns that emphasize lean and efficient teams to help owners produce projects on time and on budget. No. 3 — Economic realities

In addition to the issues noted above, some caveats about the uncertainties raised by the unique nature of this crisis include: > Lease issues: Will your landlord agree to defer rent payments for a period of time, saving you needed cash for other business needs? Check with your landlord and real estate broker or lawyer. > Staff size: Depending on the number of projects that have been impacted by the crisis, identify your staff needs and do not bring back staff to sit around waiting for projects that are on indefinite hold. Your bottom line and cash flow will be a direct consequence of your dedication to keeping staff on payroll that can support your active projects to move forward.

> Secure your finances: Speak with your bankers and secure a line of credit to enable your firm to weather the uncertainties of the balance of 2020 and balance your cash flow needs to match your funding and collections. > Technology: This is the best time to streamline operations and create greater efficiencies in how you prepare critical construction documents. BIM is the present and the future of the industry. Committing more of your team to excel in producing virtual buildings using this technology will bring your firm into a future desired by public and private owners. > Marketing: The most successful firms going forward will devote funds to aggressive marketing campaigns that emphasize lean and efficient teams to help owners produce projects on time and on budget. There will be less emphasis on owners seeking costly overdesigned projects in the near term. The total impact of the COVID-19 crisis will not become apparent until some time has passed. But following the prescriptive laid out above will help ensure that your firm comes out of these difficult times on a more solid financial and profit-oriented basis. Taking these steps will enable you and your fellow principals to lay the groundwork for longer-term growth when the market stabilizes, ultimately leading to the next construction boom. CCR

Barry B. LePatner, Hon. AIA, Esq., is the founder of LePatner & Associates LLP, and the CEO of Insights+ LLC. LePartner, identified by Governing magazine as “the guru of construction reform in America today,” is a prominent author and advisor on business and legal issues affecting the real estate, design and construction industries.



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Removery How the innovative company is transforming how people get rid of their tattoos By MJ Pallerino


pring 1999.” When you headed into the

of tattoo removal specialists who get the job done

tattoo parlor to get those words inscribed

comfortably and safe.

across your back, it seemed like a good idea at the

The company was born from a partnership of North

time. But times change. Now, thanks to all of those

America’s four largest and most trusted tattoo removal

people who want to remove or get their tattoos faded,

brands, which means it is empowered by decades of collec-

there is a place you go you can trust. Removery Tattoo

tive experience that makes it the largest specialized provider

Removal and Fading (www.removery.com) is a team

of laser tattoo removal and fading services in the world.



REMOVERY Removery works directly with its laser manufacturers to remain at the forefront of new technologies. It also partners with tattoo artists across the country to help guide customers through the removal or cover-up process. And thanks to programs like the Ink-nitiative program, it is helping make a difference in the communities it serves. Ink-nitiative is a community outreach program designed to provide safe, effective and free tattoo removal on the hands, neck, and/or face of people who were formerly incarcerated, gang members, or survivors of human trafficking. We sat down with Jessica Fumo, Manager of Facilities, and Andrew Peterson, Senior Director of Construction and Real Estate, to get their thoughts on where the Removery brand is heading.

Clinic, Precision Laser and Invisible Ink. We pride ourselves on being on the leading edge of tattoo removal and fading technology utilizing innovative PicoWay® laser equipment from Candela.

Give us a snapshot of Removery brand?

Fumo: Removery (Formerly Tattoo Removal Partners LLC) was formed in 2019 by Normanby Capital to capitalize on the opportunity to be the global leader in the rapidly emerging and highly fragmented tattoo removal market, which is projected to reach $5 billion by 2023. The group has collectively performed in excess of 200,000 treatments and understands that there is as much art in removing or fading tattoos as applying them. The Removery staff is highly trained and passionate about what they do to make it easy for those with unwanted tattoos to fade or remove them in the most accessible locations with the best technology and safe, comfortable environments.

What type of consumers do you target? Before



Tell us about your name change. What type of in-store refreshing and branding are you doing? Jessica Fumo: In early May 2020, we officially announced our rebrand and new company name, Removery LLC. We are the leading specialty tattoo removal company in the United States and Canada with nearly 40 locations, and counting. As part of our rebrand, we repainted and rebranded interior and exterior signage and graphics.

What was the driving factor behind the name change?

Fumo: The rebrand brought unity, encompassing four brands: The Finery, Eraser



Removery is the leading specialty tattoo removal company in the United States and Canada with nearly 40 locations, and counting.


Fumo: Anyone who has a tattoo they want to remove, the person with tattoo regret or the person whose tattoo is fading and they want us to create new artwork over an existing tattoo. The rule of thumb for tattoo covers is twice as large and twice as dark. Fading allows our guests the opportunity to change their tattoo artwork without using the rule of thumb in most instances.

How does the overall design of your place cater to what today’s consumers are looking for? Fumo: We provide an environment that our guests can feel safe and comfortable, which represents our professionalism while minimizing or eliminating a clinical feel.

What is your short-term strategy? Fumo: In the short-term, our strategy is heavily driven by COVID-19. Our future plans are still under way, but right now with the pandemic, our first and most important goal has been the safety of our employees and clients.

What is the best piece of advice you can offer to other brands on how to deal with the what is happening right now? Fumo: Plan. No one was prepared for a

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 info@hunterbuilding.com CIRCLE NO. 17

Retail Construction • Restaurants • Hospitality • Office Spaces • Medical

REMOVERY pandemic, but now we have an opportunity to prepare. I love the 3 P’s: Plan, Prepare and Process. Keep a solid network and utilize partners for resources. Get involved in roundtable discussions where retailers and suppliers can brainstorm and share ideas, policies and procedures.

Walk us through how and why your locations are designed the way they are?

Andrew Peterson: We have created an inviting, comfortable and safe space for our guests by incorporating hand selected furniture, finishes and overall space layout with the right flow to optimize the guest experience.

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

Andrew Peterson, Senior Director of Construction and Real Estate; Dustin Ortel, Laser Technician; and Jessica Fumo, Manager of Facilities

Peterson: It is not necessarily the biggest issue today, it is on an ongoing opportunity every year—finding the right GC to build out the locations and growing that relationship.

Talk about sustainability. What are you doing?

“We have created an inviting, comfortable and safe space for our guests by incorporating hand selected furniture, finishes and overall space layout with the right flow to optimize the guest experience.” – Andrew Peterson, Senior Director of Construction and Real Estate

Fumo: We are at the beginning of our growth—35 locations and counting.

What type of opportunities do you see moving ahead?

Fumo: Growth. We are looking at 200plus locations over the next five years. The growth comes from many aspects including the actual build outs, protocols and processes as well as people and teams. It’s exciting now, but the plans for the next couple years are even more exciting.

What trends are you seeing/expecting?


Socially Speaking...

Fumo: We are normalizing tattoo removal and fading for everyone.

Website: removery.com Removery Contact page: removery.com/contact-us FaceBook: @Removery.us

What is the secret to creating a “must visit” location in today’s competitive landscape?

Twitter: @removery_us LinkedIn: Removery Instagram: @removery.us


Fumo: Providing exceptional service and setting the right expectations for our guests.


REMOVERY What is today’s consumer looking for?

Fumo: Are we able to remove or fade their tattoo and what the outcome will look like.

facilities, procurement and real estate. Plus, we have prepared and implemented new protocols and processes for COVID-19. We wear many hats, as most do in the facilities and construction industry.

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

Tell us what makes your brand so unique?

Fumo: Rebranding is our biggest item. It is going great and looks amazing.

Describe a typical day?

Fumo: No such thing right now. As we grow, we have normal day to day responsibilities as well as the future planning for construction,

Fumo: As we are just wrapping up our rebrand, we will be the largest tattoo removal and fading company in the US, but that doesn’t make us unique. It is our passion and integrity to support our guests through their journey of tattoo removal and fading. We appreciate being part of and contributing to our guests tattoo removal and fading journey. Our employees and guests are what makes the magic happen. CCR

One-on-one with... Jessica Fumo, Manager of Facilities Removery

What’s the most rewarding part of your job? It is being able to help. I love that my experience and knowledge in the industry provides better guidance and structure at the store level, which then allows their jobs to be that much easier and less stressful, as well as at the corporate level for building the process and having the confidence in decision making. The trust the teams have in me is the most rewarding part of my job.

Inspiration, because when you love what you do and give it your all, you attract others to follow. I always tell my kids (and I often remind myself) to lead by example.

What was the best advice you ever received? Probably since I was a toddler, the best advice has been, “Winners never quit and quitters never win.” My mom would tell me this over and over, and now I tell this to my kids. They have that famous Vince Lombardi quote hanging on their bedroom wall.

How do you like to spend your down time? I enjoy spending time with my family, watching romcoms and shopping. For the past year, I have been happily busy supporting and being co-chair of the Connex Women in Action Committee. We are currently doing fundraising to award two women in the facility management (FM) industry a scholarship. It is near and dear to my heart, and we are so determined to reach our goal and continue to support women in FM.

Name the three strongest traits any leader should have and why. I have four: Confidence, Integrity, Passion and



What is the best thing a client ever said to you? They respected my sincerity and how genuine and “real” I am. That means a lot to me as simple as it sounds.






Annual report spotlights industry’s leading flooring firms


f you are looking for the commercial construction industry’s best flooring companies, do we have a deal for you? Our annual flooring guide lists the industry’s leading firms in the retail, restaurant, hospitality, health care and other sectors. The report features the contact information and contact person at each company. If your brand did not make the list, contact Publisher David Corson at davidc@ccr-mag.com. American Biltrite Armstrong Flooring 200 Bank St. Sherbrooke, QC Canada J1H4K3 (819) 829-3360 www.american-biltrite.com flooring@american-biltrite.com Product Type: Resilient Tile: Solid Vinyl, Rubber Resilient Sheet: Rubber Resilient Other: Stair Treads Markets Served: Hospitality, Healthcare, Education

Argelith Ceramic Tile Inc. Dana Herra, Marketing Coordinator 40W310 La Fox Rd., Unit F2 St. Charles, IL 60175 (630) 444-0665 • Fax: (630) 444-0667 www.argelithus.com dana@argelithus.com Product Type: Tile: Ceramic/Clay Resilient Other: Stair Treads, Wall Base, Accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Dairies, Breweries, Food Processing Plants, Automotive Service Areas, Industrial

Arizona Tile Adria Harrison, Director of Marketing 8829 S Priest Dr. Tempe, AZ 85284 (480) 893-9393 www.arizonatile.com info@arizonatile.com Product Type: Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Agglomerates Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



David Kurtz, Vice President, Commercial Sales 2500 Columbia Ave. Lancaster, PA 17604 (888) 276-7876 www.armstrongflooring.com fpotech@armstrongflooring.com Product Type: Resilient Tile: VCT, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

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Garrett Soong, Director of Marketing 1203 Spring Creek Pl. Springville, UT 84663 (801) 489-5663 Fax: (801) 373-4085 www.ashfordformula.com garrett.soong@curecrete.com Product Type: Concrete: Polished Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Warehouse & Distribution Centers


Audrey-Anne Desrosiers, Marketing Coordinator 1255 98th St. Saint-Georges, QC Canada G5Y 8J5 (844) 504-3063 Fax: (418) 227-1188 www.boa-franc.com Product Type: Wood: Engineered, Solid, Finished Floating Floors: Wood Markets Served: Retail

From East To West, We have you Covered.

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FLOORING Bostik, Inc. Creative Edge 11320 W Watertown Plank Rd. Wauwatosa, WI 53226 (414) 607-1373 Fax: (414) 607-1551 www.bostik.com/us Product Type: Setting Materials, Grouts, Adhesive, Membranes Markets Served: All

Brownett Consulting, LLC Harry Brownett, President & CEO 2150 NJ-#5, Suite 150 Sea Girt, NJ 08750 (908) 872-0887 www.brownettconsulting.com harry@brownettconsulting.com Product Type: Floating Floors: Resilient Tile: Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Resilient Other: Markets Served: Retail, Hospitality, Healthcare, Corporate, Education

Carlisle Wide Plank Floors David Ashton, Commercial Development Director 1676 Route 9 Stoddard, NH 03464 (877) 610-0267 www.wideplankflooring.com dashton@wideplankflooring.com Product Type: Wood: Engineered, Solid, Finished, Unfinished, Aged/Reclaimed Markets Served: Retail, Hospitality, Restaurants, Corporate

Cosentino Tomas Echeverria, Technical Coordinator 355 Alhambra Cir. Miami, FL 33134 (786) 686-5060 www.cosentino.com techeverria@cosentino.com Product Type: Tile: Porcelain, Quartz Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Family



Kevin Thornburg, Director Design Engineering 601 S 23rd St. Fairfield, IA 52556 (641) 472-8145 • Fax: (641) 472-2848 www.creativeedgeia.com • kevin@cec-waterjet.com Product Type: Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile Metal: Stainless Steel, Aluminum Floating Floors: Laminate Resilient Tile: Solid Vinyl, VCT, Linoleum, Rubber, Recycled Rubber Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Rugs Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Govt.

Crossville, Inc. Irene Williams, PR Representative 349 Sweeney Dr. Crossville, TN 38555 (931) 484-2110 www.crossvilleinc.com marketing@crossvilleinc.com Product Type: Tile: Ceramic/Clay, Glass, Porcelain Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Earl Wasserman LLC Earl Wasserman, CEO 860 Johnson Ferry Rd., #140-379 Atlanta, GA 30342 (770) 855-6655 ew@earlwasserman.com Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Other Strand Woven Wood, Finished, Unfinished, Exotics, Aged/Reclaimed Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile Metal: Stainless Steel, Aluminum Floating Floors: Laminate, Wood, Cork, Linoleum, Leather, Other Resilient Tile: Solid Vinyl, VCT, Linoleum, Cork, Rubber, Recycled Rubber, Leather, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads Wall Base, Accessories Carpet: Broadloom, Carpet Tile, Rugs, Sisal, Wool or Other (Natural Fiber) Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Student Housing, Senior Living, High Rise Living









WE MAKE CLIENTS, CONTRACTORS, & BRANDS LOOK GOOD. VERY GOOD. In every commercial space a strong brand experience is a must. And in today’s world, communicating that safety is a priority is critical. Creative Edge partners with you to create floors that deliver powerful statements - flawlessly, effectively

Porcelain tile, natural or engineered stone, luxury vinyl, glass, metal, even carpet tile – all perfectly cut to exact specifications. creativeedgeia.com

and beautifully. 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. Safe Distance Flooring is our new division dedicated to helping keep businesses open and people safe during the COVID-19 pandemic.

Semi-Permanent Carpet, Vinyl, & Luxury Vinyl Tile to keep employees and customers safe. safedistanceflooring.com

Contact us to talk about your project and learn how budget-friendly and quick a beautiful custom floor can be. creativeedgeia.com | 800-394-8145 | info@creativeedgeia.com CIRCLE NO. 21


FLOORING East to West/ Electro Plastics, Inc. / Concepts in Flooring STEP Warmfloor Dean Nichol, President 514 Larkfield Rd., Suite 3A East Northport, NY 11731 (631) 368-2269 • Fax: (631) 368-2267 www.easttowestsales.com dean@easttowestsales.com Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Other Strand Woven Wood, Finished, Unfinished, Exotics, Aged/ Reclaimed, Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile, Floating Floors: Laminate, Wood, Cork, Linoleum, Leather, Other, Resilient Tile: Solid Vinyl, VCT, Linoleum, Cork, Rubber, Recycled Rubber, Leather Resilient Sheet: LVT, Carpet: Broadloom, Rugs, Sisal, Wool or Other (Natural Fiber), Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Healthcare, Restaurants, Shopping Malls

Ecore Greg Dean, Sales Support Manager 715 Fountain Ave. Lancaster, PA 17601 (877) 258-0843 www.ecorecommercial.com contact@ecorecommercial.com Product Type:

Monica Irgens, President 11147 Dorsett Rd. Maryland Heights, MO 63043 (314) 426-3555 Fax: (314) 426-3356 www.warmfloor.com sales@warmfloor.com Product Type: In Floor Heating For: Wood: Tile: Floating Floors: Resilient Tile: Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Other: Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Emser Tile Kelly Burnette, Territory Manager-Architecture & Design and Contractor Accounts 8431 Santa Monica Blvd. Los Angeles, CA 90069 (678) 710-5663 • Fax: (678) 935-3977 Product Type: Tile: Ceramic/Clay, Glass, Porcelain, Quartz Markets Served: N/A

Resilient Tile: Recycled Rubber Resilient Sheet: Rubber, Recycled Rubber Resilient Other: Wall Base, Accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Ege Seramik Alp Er, General Manager 1721 Oakbrook Dr., Suite C Norcross, GA 30093 (678) 291-0888 Fax: (678) 291-0832 www.egeseramik.com acer@egeseramik-usa.com Product Type: Tile: Ceramic/Clay, Porcelain Markets Served: N/A



F&D Commercial 2233 Lake park Dr., Suite 400 Smyrna, GA 30080 (877) 659-2478 www.fdcommercial.com fdcommercial@flooranddecor.com Product Type: Wood: Engineered, Traditional Bamboo, Strand Woven Bamboo, Finished, Exotics Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile, Floating Floors: Laminate, Wood, Cork Resilient Tile: Solid Vinyl, VCT, Cork Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Markets Served: Retail, Hospitality, Restaurants, Corporate, Education, Shopping Malls




FLOORING FILA USA INSTALL 10800 NW 21st St., #170 Miami, FL 33172 (305) 513-0708 Product Type: Other: Cleaning, Finishing, Protection Products for Tile, Stone, Cement, Resin, Brick, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Other

FloorMax USA Skip Mason, Director of National Sales 7701 Derry St. Harrisburg, PA 17111 (855) 435-6676 • Fax: (717) 525-8713 www.floormaxusa.com skip.mason@floormaxusa.com Product Type: Markets Served: Corporate, Education, Shopping Malls, Restaurants, Retail

Forbo Flooring Systems Lori Lagana, Marketing Manager 8 Maplewood Dr. Hazleton, PA 18202 (800) 842-7839 Fax: (570) 459-0771 www.forboflooringna.com info.na@forbo.com Product Type: Floating Floors: Linoleum Resilient Sheet: Linoleum Resilient Other: Wall Base Carpet: Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education

Graf Brothers Flooring Chris Moore, Sales Manager 679 Johnson Ln. South Shore, KY 41175 (606) 932-3117 Fax: (606) 932-3156 www.grafbro.com sales@grafbro.com Product Type: Wood: Engineered, Solid Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



John T. McGrath Jr., Executive Director 101 Constitution Ave. NW Washington, DC 20001 (215) 582-4108 Fax: (215) 929-2580 www.installfloors.org john.mcgrath@carpenters.org Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Strand Woven Wood, Finished, Unfinished Floating Floors: Resilient Tile: Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Interface Katie O’Neill, Global PR Manager 1280 W Peachtree St. NW Atlanta, GA 30309 (770) 437-6800 www.interface.com katie.oneill@interface.com Product Type: Resilient Tile: Solid Vinyl, Rubber Resilient Sheet: Rubber Resilient Other: Stair Treads Carpet: Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Facilities, Public Buildings, Transportation, Industry and Life Science, Multifamily, Senior Housing, Government

Joy Carpets & Co. Nick Dobosh, President 2640 Lafayette Fort Oglethorpe, GA 30742 (800) 645-2787 • Fax: (706) 866-7928 www.joycarpets.com • ndobosh@joycarpets.com Product Type: Resilient Tile: Solid Vinyl Carpet: Broadloom, Carpet Tile, Rugs Markets Served: Retail, Hospitality, Restaurants, Corporate, Education, Shopping Malls

TERRAZZO • TERRAZZO • TERRAZZO • TERRAZZO • TERRAZZO • TERRAZZO • TERRAZZO An NTMA contractor has the training, skill, and experience to understand that their job is a part of the big picture– bringing your job to a successful completion. National Terrazzo & Mosaic Association www.NTMA.com 800.323.9736

Hard Rock Hotel, Daytona Beach, FL • Architect: Foda Design, Decatur, GA • General Contractor: ARCO Murray Construction Company, Tampa, FL Owner: Summit Hospitality Management Group, Daytona Beach, FL • Photographer: Brad Hedges CIRCLE NO. 23


FLOORING LATICRETE International, Inc. Mats, Inc.

Ed Fedorowich, Sr. Marketing Communications Specialist One LATICRETE Park N. Bethany, CT 06524 (203) 393-0010 • Fax: (203) 393-1684 www.laticrete.com • technicalservices@laticrete.com Product Type: Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Lifestyle Flooring UK

Will Lifestyle Wortley Business Park, Unit 2 Leeds, UK LS12 4BD (0113) 320-0223 www.lifestyleflooringuk.co.uk/ • info@lifestyleflooringuk.co.uk Product Type: Wood: Engineered, Solid, Finished, Unfinished, Aged/Reclaimed Floating Floors: Laminate, Wood, Linoleum Resilient Tile: Solid Vinyl, Linoleum, Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Linoleum, Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Accessories Carpet: Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Lumber Liquidators

3000 John Deere Rd. Toano, VA 23168 (800) 274-2360 • Fax: (877) 731-7037 www.lumberliquidators.com prosales@lumberliquidators.com Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Finished, Unfinished, Exotics Tile: Porcelain, Metal: Stainless Steel, Aluminum Floating Floors: Laminate, Wood, Cork, Other, Resilient Tile: Solid Vinyl Resilient Other: Stair Treads, Wall Base, Accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Mannington Commercial

Brad Root, Sr VP Commercial Sales 1844 US Hwy 41 SE Calhoun, GA 30701 (800) 241-2262 www.manningtoncommercial.com brad.root@mannington.com Product Type: Resilient Tile: Solid Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Government



Tim Theroux, Senior Manager of National Account Development 179 Campanelli Pkwy. Stoughton, MA 02072 (781) 573-0228 • Fax: (781) 232-5128 www.matsinc.com • ttheroux@matsinc.com Product Type: Wood: Engineered, Tile: Terrazzo Tile, Metal: Stainless Steel, Aluminum, Floating Floors: Other, Resilient Tile: Misc. (Polymer, Bio Based, Polyolefin, PVC Free), Resilient Sheet: Vinyl, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base Carpet: Broadloom, Carpet Tile, Rugs, Sisal, Wool or Other (Natural Fiber) Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Mediterranea Don Mariutto, VP of Marketing 3501 NW 115 Ave. Doral, FL 33178 (305) 718-5091 • Fax: (305) 718-5099 www.mediterranea-usa.com info@mediterranea-usa.com Product Type: Tile: Porcelain Markets Served: All

Metropolitan Ceramics Dianne Young, Director-Sales Service 1201 Millerton St.SE Canton, OH 44707 (330) 484-7449 • Fax: (330) 484-4880 www.metroceramics.com info@ironrock.com Product Type: Tile: Ceramic/Clay Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Shopping Malls

NAC Products Dave Hanna, Marketing Manager 3200 S Main St. Akron, OH 44319 (800) 633-4622 • Fax: (330) 644-3557 www.nacproducts.com dhanna@nacproducts.com Product Type: Resilient Tile: Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Other: Accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



FLOORING National Terrazzo & RetroPlate System by Curecrete Mosaic Association Garrett Soong, Director of Marketing Sharon Moreno, Lead Functionality Facilitator P.O. Box 2605 Fredericksburg, TX 78624 (800) 323-9736 • Fax: (888) 362-2770 www.ntma.com sharon@ntma.com Product Type: Concrete: Poured Floors, Terrazzo Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

1203 Spring Creek Pl. Springville, UT 84663 (801) 489-5663 • Fax: (801) 373-4085 www.retroplatesystem.com garrett.soong@curecrete.com Product Type: Concrete: Polished Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Other

Rikett America Harry Brownett, Managing Director

Porcelanosa 17800 Castleton St David Carmona, National Sales Director 600 Route 17N Ramsey, NJ 07446 (301) 503-1348 www.porcelanosa-usa.com dcarmona@porcelanosa-usa.com Product Type: Wood: Engineered Tile: Ceramic/Clay, Porcelain Floating Floors: Laminate Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Portico Systems Natacha van Gelder, SVP Creative & Marketing 300 Union Grove Rd., SE Calhoun, GA 30701 (706) 602-4186 • Fax: (706) 602-4191 www.porticosystems.com nvangelder@porticosystems.com Product Type: Resilient Tile: VCT, Rubber, Recycled Rubber Resilient Sheet: Vinyl, Rubber, Recycled Rubber Carpet: Broadloom, Carpet Tile, Rugs, Custom Rugs, Logo Mats Markets Served: All

City of Industry, CA 91748 (855) 745-3887 Fax: (855) 745-3887 www.rikett.net service@rikett.net Product Type: Resilient Tile: Solid Vinyl, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Industrial

SAR Floors Skip Mason, Director of National Sales 7701 Derry Street Harrisburg, PA 17111 (800) 935-1657 • Fax: (717) 525-8713 www.sarfloors.com skip.mason@sarfloors.com Product Type: Tile: Luxury Vinyl Tile / Plank and Waterproof Click ESPC Wood: Engineered Floating Floors: Laminate Resilient Tile: Solid Vinyl, VCT Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Schonox Quartz Carpet LLC Britton Watson, Sr. Marketing Willy Janssens, General Manager P.O. Box 370351 Las Vegas, NV 89137 (909) 931-0735 • Fax: (909) 931-0821 www.quartzcarpet.com info@quartzcarpet.com Product Type: Concrete: Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



& Communications Mgr. 511 Wilhite St. Florence, AL 35630 (855) 391-2649 • Fax: (256) 246-0346 www.hpsubfloors.com bwatson@hpsubfloors.com Product Type: Concrete: Polished, Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multifamily




FLOORING Smith & Fong Co. TransCeramica Dan Smith, CEO/Founder 394 Bel Marin Keys Blvd., Suite 6 Novato, CA 94949 (415) 896-0577 www.durapalm.com info@durapalm.com Product Type: Wood: Engineered, Exotics Floating Floors: Cork Markets Served: N/A

TAJ Flooring, Inc. Susan Ford, VP of Sales 740 Church Rd. Elgin, IL 60123 (847) 690-9930 www.tajflooring.com susanf@tajflooring.com Product Type: Resilient Tile: Solid Vinyl Resilient Sheet: Vinyl Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

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Keesha Nickison, Content Strategist and Writer 30000 Aurora Rd. Solon, OH 44139 www.commercial.tarkett.com keesha.nickison@tarkett.com Product Type: Resilient Tile: Solid Vinyl, VCT, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Sports, Residential

Tile of Spain USA Rocamador Rubio Gomes, Director, Tile of Spain Tile of Spain Center Trade Commission of Spain 2655 Le June Rd., Suite 1114 Coral Gables, FL 33134 (305) 446-4387 www.tileofspainusa.com info@tileofspainusa.com Product Type: Tile: Ceramic/Clay, Glass, Porcelain Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Other



Joy Klein, VP Sales & Marketing 1159 W Bryn Mawr Ave. Itasca, IL 60143 (800) 828-9074 www.transceramica.com jklein@transceramica.com Product Type: Tile: Ceramic/Clay, Porcelain Floating Floors: 2cm Porcelain Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Unique Surface Jeff Kahle, Owner PO Box 964 Lake Geneva, WI 53147 (262) 729-4032 www.uniquesurface.com jeff@uniquesurface.com Product Type: Wood: Engineered, Solid, Finished, Unfinished, Exotics, Aged/Reclaimed Floating Floors: Laminate, Wood Resilient Other: Stair Treads, Wall Base, Accessories Markets Served: Retail, Hospitality, Restaurants, Corporate

Wagner Meters Jason Spangler, Flooring Division Manager 326 Pine Grove Rd. Rogue River, OR 97537 (800) 634-9916 • Fax: (541) 582-4138 www.wagnermeters.com info@wagnermeters.com Product Type: Moisture Meters and Measurement Solutions Markets Served: N/A

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Striking a chord Berry College renews its iconic Ford Auditorium


he transformation is breathtaking. The $5.4 million makeover of historic Ford Auditorium at Berry College in Mount Berry, Georgia is a delight for artists and

audiences alike.

By Nick Clements, Photography by Burton Photography Inc.

A reflecting pool offers a mirrored view of the entrance to the Bell Recital Hall at Ford Auditorium, part of Berry College’s Ford Complex of Oxford-inspired Collegiate Gothic style buildings.



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STRIKING A CHORD With a sweeping modernization of the college’s signature venue for music performance, which also serves as a centerpiece for music education, the project’s high notes include interior demolition, preservation and restoration, remedial waterproofing, and upgrades to spaces and elements throughout the facility—lobby, restrooms, acoustical curtain systems, green room, storage spaces, ventilation system, and multimedia capabilities among them. Foremost, the project revolved around creating high-performance acoustics. The richness, warmth and depth of the radiused red oak ceiling, hand-stained espresso, herald the building’s new aesthetics and acoustical fine tuning. Flutter panels, diffusers and acoustical banners are among features, some hidden, that bounce sound off different planes and angles, reflecting advances in the science of acoustics. The stage is reconfigured, appreciably larger and more accessible. New lighting fixtures, continental seating, and LED strip lighting around the stage are among myriad special touches.





Re-introduced as preeminent features are the hall’s plaster arches and marquee religious exhortations. Worn by moisture infiltration and general deterioration, the horizontal inscriptions were revived by meticulous remediation, cleaning and repainting. Five-foot sections of the original plaster arches were dispatched to a California firm to create molds for recapturing the arches’ ornate splendor.

Restoration work protected and delicately renewed the original wood of upper and lower balconies, each redesigned and modernized for comfort and improved sound and sightlines. Refinements include an AV booth, wood flooring, upgraded seats and new hardware for the doors.

Ford Auditorium— named after industrialist Henry Ford, who along with his wife, Clara, were among the school’s earliest and most generous supporters—was built in the late 1920s and stands as a marvel of century-ago craftsmanship. More than 500 alumni and friends supported the renovation and restoration of the beloved facility as part of Berry’s LifeReady Campaign. The beautifully renewed performance space has been christened the Betty Anne Rouse Bell Recital Hall at Ford in recognition of an accomplished vocalist and dedicated arts advocate whose experiences as a Berry student kindled her lifelong love of the arts. Artisans of many talents worked meticulously to balance historical hallmarks with modern-day ambiance and superior sound. Here’s a pictorial look at the project. CCR

Light filters through the repaired and restored leaded stained glass cathedral windows, softly illuminating modern enhancements to the performance hall, including state-of-the-art sound system and theatrical lighting.

Nick Clements, a project manager for JE Dunn Construction, oversaw the historic renovation of Ford Auditorium at Berry College. A seven-year industry veteran, other project in his portfolio include the WellStar Cobb Hospital and Bobby Dodd Stadium at the Georgia Institute of Technology. Clements also is active in the Associated Builders and Contractors (ABC) and the Construction Owners Association of America.



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THE FUTURE OF COMMERCIAL RESTROOMS The D|13 Group has created an integrated sink system that is not only considered the most advanced on the market, it is referred to in the industry as “the future of commercial restrooms.� The D|13 Sink System is currently being used in top stadiums, universities, restaurants and other facilities throughout the United States.



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No Reservations Hotels plan on making their comeback By Erin Kirihara & Brian Lowder




t the onset of the COVID-19 pandemic, some hotels pivoted to housing frontline healthcare workers, in a gesture of compassion that epitomized the hospitality business. But as the first wave of the virus ebbed, a stark reality emerged. Now, the

hospitality sector is confronting a radically different future, as hotels—both new-build and renovation projects—will be redefined on all fronts, from development to design.



NO RESERVATIONS Impacted by the steep decline in travel and meetings and conferences, the business is facing a wholly different landscape. While America is in a recession, the hospitality sector is in a depression. In April 2020, the first full month of the epidemic, numerous properties were positioned to lose money by keeping their doors open. That led to more than 5,100 temporary closures around the country, and the loss of nearly four million industry jobs. According to the American Hotel & Lodging Association (AHLA), the coronavirus outbreak has cost hotels in the United States more than $23 billion in room revenue since mid-February.

Redefining risk

As they begin to chart a path forward, hotels can find themselves caught in a web of


It is clear that in the wake of COVID, the business model for hospitality projects is going to change.


conflict when it comes to accountability and compliance. Shifting risk and responsibilities between hotels, airlines and governments. For example, there is ongoing finger-pointing about which entity should administer temperature scans to travelers, which continues to contribute to the confusion. Like many businesses, the lodging industry is grappling with the looming issue of liability, which is a two-way street. As properties open up, labor unions are seeking protection for members who are hotel workers, while operators are looking to minimize their exposure to potential lawsuits that might be brought by guests or employees who claim to contract the coronavirus while at the property. By enacting and following reasonable safety precautions, visitors and hotels enter into a relationship of shared responsibility.


NO RESERVATIONS At the same time as perks—and profit margins—are trimmed, and properties prepare for a new operational reality (which must balance federal, state, and local laws and guidelines), they are making very public declarations about their cleanliness campaigns in an effort to assuage consumer anxiety. Rebuilding confidence will be a critical factor in the industry’s effort to coax customers to return.

According to the American Hotel & Lodging Association (AHLA), the coronavirus outbreak has cost hotels in the United States more than $23 billion in room revenue since mid-February.

Waivers releasing or limiting liability, especially for conferences and meetings, will likely become common.

The evolving business model

It is clear that in the wake of COVID, the business model for hospitality projects is going to change. Amenities will be limited: In-room minibars and coffee machines will be enhanced; service in bars and restaurants will be curtailed; gyms, spas and pools will have restricted access.



Near continuous cleaning, whether performed by robots or human staff, will be conspicuous, and is often being developed in partnership with brand-name manufacturers of commercial cleaning products, such as Clorox or Lysol. Prominently posted social distancing guidelines, temperature scanning and disinfecting ultraviolet light sweeps will work in tandem with touchless, mobile-based check ins, keyless room entry and hands-free elevator activation.

Funding — A higher bar

For new projects, lenders are wary, making borrowing especially problematic for developers who are seeking outside funding. Developers who can show they have in-house funding or who are a cash



owner have a stronger case to make to lenders. Financiers are going to want to ensure the owner can pay back a loan, a case that is hard to make without guests to ensure sufficient, steady revenue. New starts located in primary markets with mixed-use density in close proximity will be the first to get financing. Any projects that do not already have financing or final entitlements already in place will likely be pushed 24-36 months out. Existing properties also face difficulties. In particular, large luxury hotels that carry massive debt are most endangered, with corporate vultures already circling owners who cannot make their loan payments. On an ongoing basis, hoteliers will be challenged to balance their interests with the cost of implementing the new safety protocols. As income from food and beverage service and meetings declines, the cost of enhanced housekeeping operations is rising. The upshot of this is that revenue per available room (RevPAR) is going to take a big hit, as consumers will balk at paying more money for a diminished guest experience.

According a revised forecast by STR, hotels are projected to report a 50.6% decline in RevPAR this year. With roughly six of 10 rooms on average empty, already wavering pricing confidence will push the average daily rate down to a six-year low of $112.92.

Business as unusual

As the pandemic forces a rethinking of hospitality from the ground up, hoteliers are exploring alternatives. Some large companies are investing in extended-stay hotels, hoping to attract returning business travelers with their in-unit, private cooking and dining features. Others are looking at converting some of their properties into office space. In Los Angeles, select properties are restructuring to offer residential condos within their buildings. In Hawaii, where the industry is confronted with a recovery period that may extend up to three years, several designs are being explored to convert hotels into surge units for hospitals, coming full circle from when, at the beginning of the pandemic crisis, hotel rooms were occupied by doctors and nurses. CCR

Erin Kirihara, Senior VP of Rider Levett Bucknall, is based in the firm’s Honolulu office, where she directs all aspects of client relations, project oversight and strategic growth for the Hawaii region. Brian Lowder, Principal and Senior Project Manager, is based in the firm’s Los Angeles office. He has more than 30 years of experience managing new construction, renovations and expansion projects in the hospitality, education, residential and healthcare sectors.



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Thinking out of the box

By Craig Henry & Frank Ricks

3 keys to successfully renovating retail centers


he ease and convenience of online retail purchasing, coupled with revitalized downtown city centers offering a walkable boutique shopping experience, has made the traditional shopping mall virtually obsolete. Many city and suburban landscapes are dotted with vacant malls surrounded by a sea of empty asphalt parking spaces. While some stand-alone “big box” stores are finding a second life as outpatient healthcare centers, many larger multi-tenant malls are having a more difficult time reinventing themselves.



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The recent transformation of The Hill Shopping Center, a mid-century modern facility built in Dallas in 1977, is the perfect blueprint for revitalizing underutilized and abandoned retail shopping centers. Offering more than 236,000 square feet of retail and office space, the Hill’s proximity to Dallas’ most affluent neighborhoods to the west, and the growing millennial population further east and south, as well as the 9 to 5 workforce pedestrian traffic, made it an attractive property for renovation. Cypress Developers, inspired by recently opened and successful pedestrian malls in other downtown city locations, wanted to create a unique retail destination experience at The Hill. Members of the project team partnered to collaborate on the early concept


One of the primary design goals in repositioning the shopping mall was to create a retail environment that did not feel like a traditional mall.


and schematic design to help reinvent the aging complex to meet the growing demand for retail and restaurant experiences that provide a community “sense of place.” One of the first decisions they faced was to ascertain the financial viability of the project and determine the level of investment the property required. The outdated retail center featured weathered brown brick buildings with radius corners and nautical windows. The design made it difficult for tenants to project individual brand visibility. The Hill had clearly outlived its current incarnation, yet the configuration of indoor and outdoor spaces anchored by an interior courtyard offering a shady oasis under the canopy of mature oak trees inspired a potential second act.


THINKING OUT OF THE BOX The project team’s vision was to revive and elevate the development by embracing an authentic, cutting-edge yet preservation-minded approach with a strong emphasis on sustainability that maintained the integrity of the 1970s architecture. They sought to transform the outdated space by implementing design strategies that would create a walkable, visitor-friendly sequence of proprietor-driven shops and restaurants with a decidedly “un-mall” feel. Their vision focused on three key renovation strategies: Incorporate “AH HA” Design Elements, Preserve and Enhance VS Demolish and Replace, and Focus on Tenant Brand Identity.

No. 1 — Incorporate “Ah Ha” Design Elements

To help keep a visually arresting destination, designers focused on façade material selection, incorporating local artwork and murals and created zoned color palettes to enhance the development’s visual identity. The goal was to make each tenant feel like an independent storefront by giving each its own distinctive look and feel within The Hill. By varying heights and incorporating rainscreens onto roof and façade designs, the overall expression creates interest and intrigue around every corner, encouraging visitors to continue moving throughout the site and discover their next “ah ha” moment. The design team also integrated multiple, interconnected grade changes across the site, creating an easily accessible experience. Special attention was given to ensuring there were no “dead zones” or spaces that were not interlinked to the rest of the development. Careful massing and attention to sight lines provide



glimpses into the corridors and alleyways that lead pedestrians to the inner shaded courtyard. Another visual element that differentiated this project from the local retail competition was the integration of artwork. The team worked with 10-plus different local artists whose work is displayed throughout the space. In some areas where waterproofing was exposed, several artists were commissioned to paint murals. These not only created aesthetic appeal, but also helped diversify the building materials chosen to optimize cost and value, such as cement fiber and ribbed metal panels. In this project, metal panels were creatively combined with fire-treated cedar and cost effective cor-10 panels in a way that created interest and did not look inexpensive.

No. 2 — P  reserve and Enhance vs Demolish and Replace

In order to be financially viable, the design team was challenged to reimagine and change the perception of what was basically a hodgepodge collection of unappealing brown brick buildings. The budget did not allow the buildings to be demolished and replaced. The ideal became how to make each building into its own work of art—on a challenging budget. The design team developed a cost-effective solution—use the façades of the existing buildings as an underlying canvas, and then add layers of new materials, rain screens, new storefronts, canopies and signage to create visually appealing neighborhoods that would draw visitors throughout the campus and into the center courtyard.



THINKING OUT OF THE BOX Because one of the primary goals and an integral part of the project’s vision was preservation and sustainability, the design solution did not cover up the old façades, rather considerable effort was focused on how to attach the new layers to the old skin. The goal was not to destroy, but enhance. Visitors still can see original brickwork and appreciate the center’s history and architectural past while enjoying its new vibrancy and transformation. In some cases, these layers also had practical value. Rain screens, for example, were used in layers to help maintain the building, protect it with waterproofing and enhance façades. The most significant challenge was convincing the construction team that the layering approach could be implemented. Much of the construction had to be handcrafted—nothing was “off the shelf.” 3-D modeling helped bring the designs to life, facilitating a true collaboration between the design team and construction field team.

tenants could customize their individual units, while adhering to and complementing the overall site continuity. Because signage and company logos are critical identifiers and an important means of differentiation, the design team needed a way to allow tenants to incorporate their unique corporate branding on the signage, but within guidelines that ensured a degree of site-wide consistency. The original plan was to develop custom storefronts using wood, aluminum, steel and bronze in different colors and/or designs. But high construction and fabrication costs required an alternate approach to achieve a similar semi-custom, look but within a reasonable budget. The signage key became less about design, and more about how to convince retailers, owners and tenants that their signage could complement the developer’s vision of a “un mall.” To facilitate tenant buy in, the design team created a “Tenant Signage Guideline” manual. The guide clearly identified the vision of the revitalized complex and signage design parameters, and three to four options for the signage location. Every tenant space was assigned a zone with a color palette, so that not all signs would look the same. Each tenant presented their signage concept for approval by the design team. Different types and colors of aluminum were used for each storefront (door pulls and handles), allowing each tenant to reflect their own identity. Examining all the possibilities in advance and setting reasonable boundaries provided a good balance of creativity and standardization.

The new “must visit” foodie and retail destination

No. 3 — Focus on Tenant Brand Identity

One of the primary design goals in repositioning the shopping mall was to create a retail environment that did not feel like a traditional mall. The key was to customize each tenant’s storefront to help it stand out from the crowd. This is the opposite of how shopping malls are designed and required the architects to preplan how the buildings could be “broken up” to appear as individualized storefronts. The developer’s challenge was anticipating the unknown, as Cypress needed to be flexible so

Seeing an available opportunity, Cypress Developers created something so unique that it is implementing a marketing tagline called, “A retail center that Dallas didn’t know it needed.” The project’s conscientious design approach resulted in a destination development whose unique features and fresh optics stand out in a crowded and evolving retail market. Many of the design features were customized as the tenant roster was confirmed. At the end of design and construction, many leases were with restaurants. The tenants are mostly restaurants offering health-conscious, local, sustainable offerings and the trend is toward mostly outdoor dining experiences. CCR

Frank Ricks is a founding principal of LRK and oversees complex design and planning projects across the country, focusing on projects that require strong leadership in design and process of delivery. He can be reached at fricks@lrk.com. Craig Henry brings more than 20 years of design experience to his role as director of LRK’s Dallas office. He has completed a number of award-winning projects of varying types and sizes, including multifamily residential, civic, education and corporate. Henry can be reached at chenry@lrk.com.




The PEX Effect 5 applications you need for your next multifamily project By Kim Bliss


he construction industry is seeing a shift from metals to PEX for commercial plumbing and mechanical applications, especially in multifamily and hospitality projects. These types of structures are ideal for PEX, a flexible, durable polymer piping product that has been used since the 1970s in radiant heating applications, the mid-1990s in plumbing applications and for the past several years in mechanical hydronic heating and cooling applications.



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PEX’s biggest benefit is its ease of use and durability for greater longevity. PEX is flexible and is available in coils up to 1,000 feet in length, so it is faster and easier to install compared to rigid metal and plastic pipes that require a fitting with each change in direction. With PEX, the installer simply bends the pipe to make a direction change. It also is highly durable, does not pit, scale or corrode, and its flexibility offers greater resistance to damage in freezing conditions. While no pipe is freeze-proof, PEX has the ability to expand to accommodate frozen water in the pipes and then contract back down after the water thaws. Since it is not an open-market commodity like copper, PEX offers more stable pricing that eliminates surprise changes from bid to actual installation, and it also




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doesn’t have any scrap value, so it eliminates concerns of theft on the job site. PEX also supports job site safety since it is significantly lighter in weight than metal piping, so it is much easier for installers to move, and it does not require heat or open flame to make a connection. While there are several different connection methods available for PEX piping, including crimp, clamp, compression and push-to-connect, the ASTM F1960 expansion system is considered the professional’s choice since it cannot be dry fit and it is the only system that actually gets stronger over time. Lastly, PEX requires fewer nitrites, azoles and other chemicals to maintain a static hydronic environment for mechanical piping applications. This can prove highly beneficial not only during initial installation, but also for maintenance and a longer service life. Here are five key areas where PEX is ideal for use in hospitality and multifamily projects.

1. Risers

PEX is available in sizes up to 3 inches for domestic water risers as well as mechanical piping risers. It is important to have the PEX manufacturer’s design team perform a proper design to ensure the pipe will meet the necessary requirements of the system and also provide long-term performance. In addition, be sure to support the pipe in accordance with local code and manufacturer’s recommendations. Like metallic piping systems, PEX also requires fire-penetration sealants. There are various products approved for use with PEX, including intumescent caulks, wrap strips, pass-through devices, collars and cast-in place sleeves. First, check with the manufacturer to confirm compatibility with PEX before installing.

For design options, designers can incorporate PEX into trunk and branch, homerun and structured layouts (also referred to as Logic).

2. Main piping

PEX piping up to 3 inches is a great alternative to traditional metallic systems for horizontal main piping in low-rise to high-rise



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commercial structures. Along with its ability to resist pitting, scaling and corrosion, the ASTM F1960 expansion fitting system can provide labor savings compared to copper sweat, steel groove or welding. To simplify piping support, a 9-foot steel support channel called “PEX-a Pipe Support” is available that allows for extended support spacing. Some PEX manufacturers also may have specific requirements for clamps and fixed points to help reduce linear expansion and contraction of the pipe. In addition, note that the fire-penetration information above also applies to PEX in main piping.


Since it is not an open-market commodity like copper, PEX offers more stable pricing that eliminates surprise changes from bid to actual installation.


3. In-suite piping

Due to its flexibility, PEX is superior for insuite applications where smaller-diameter pipe can easily bend with each change in piping direction. There also are PEX bend supports available to help keep the pipe in place when making a tight bend. For design options, designers can incorporate PEX into trunk and branch, homerun and structured layouts (also referred to as Logic). What is Logic? It is a design layout that maximizes the flexibility of PEX along with multiport tees (essentially a long tee with a bunch of ports) to minimize connections behind the wall. The logic design features a


main line going to a multiport tee with distribution lines going out from the tee. These individual lines extending from the single multiport tee provide water to all fixtures in a single or adjacent grouping. This style of design and installation vastly reduces the necessary piping versus a homerun system and significantly decreases the amount of fittings compared to a trunk and branch system. For example, in a typical multifamily structure, using a Logic design reduces the number of fittings by up to 70% when compared to trunk and branch and reduces piping by 40% compared to a homerun system.

4. Below grade or in the slab

Because PEX piping is available in long, continuous lengths, it is ideal for running below grade or in a slab without fittings. (Always follow local code as some jurisdictions require additional sleeving and protection.) Some manufacturers offer a pre-sleeved PEX option with red and blue color-coded HDPE sleeving to distinguish between hot and cold domestic water lines. Regarding fittings in the slab, the ASTM F1960 fitting connection system is approved for direct burial. Note that brass fittings must be wrapped with an approved material before burial; however, engineered polymer (EP) fittings are approved for direct burial without an overwrap. Be sure to check with local codes and manufacturer requirements before installation.

5. Pre-insulated

To save install time and money, there also are PEX manufacturers that offer a pre-insulated piping option with insulation thicknesses up to 2 inches to comply with local and national energy codes, including ASHRAE 90.1. This solution eliminates the two-step process of insulation after pipe installation. Manufacturers offer piping in sizes from ½ inches to 2 inches for both domestic water and mechanical piping applications. MH Kim Bliss is the content development manager at Uponor. She can be reached at kim.bliss@uponor.com.



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Refreshing ‘Fightertown’ Renovating the Beaufort MCX retail location ahead of schedule

Crews renovated the building’s façade and constructed the MCX’s bold curved signage without disrupting adjacent businesses.

By Joe Mark • Photography by Robert Pepple, PEPPLE PHOTOGRAPHY

Refreshing ‘Fightertown’ Renovating the Beaufort MCX retail location ahead of schedule


ith more than 17,000 active-duty military members and their families living near Beaufort, South Carolina, it is as much an island town as it is a military town. Marine Corps Air Station Beaufort—nicknamed “Fightertown East”—is not only a centerpiece of the community, but also of the United States domestic defense line, housing nine F/A-18 Hornet fighter jet squadrons.

After removing 15 years of corrosion and a fresh paint job, the MCX fuel station looks brand new.




The new walk-in freezer has more than ample space for cold storage.

Superior construction management and efficient teamwork between Stellar crews and subcontractors led to the project finishing four weeks ahead of schedule.

Beaufort MCX—a 16,000-square-foot mall with a food court, retail stores and a 6,500-square-foot gas station—is one of the few places on base where service members can shop for necessities like groceries, clothing, beauty supplies, electronics and gas. Since its last renovation was more than 15 years ago, the US Army Installation Management Command (IMCOM) sought a design-bid firm to update the MCX and gas station to current design standards. The facility is a revenue-generating operation and home to crucial amenities for Marines on base. Any downtime for construction activities would have had a significant effect on both revenue and quality of life for those service members. Therefore, developers created an efficient and effective construction plan to maximize the client’s ongoing business operations during construction. Stellar was selected for the $2.7 million contract after submitting a five-part plan that would focus work on specific areas and allow customers to access the rest of the facility. Additionally, crews



had to work around an adjacent on-site barber shop and GNC nutrition store that would not be renovated.

Retail reconstruction

Construction on the retail store was split into two phases. During both phases, crews built temporary walls to direct customers to the open parts of the store and shield them from construction noise and dust. The store’s main entrance was closed during the entirety of the renovation, so customers entered the building through an alternative entryway. In the first phase, Stellar renovated the west side of the store with a new wall display system and a “hot bar” for coffee and food. Crews also modified a shared wall with the barbershop without interfering with its business. The retail store’s second phase focused on its east side. The construction team got creative in dealing with the closed front access and other obstructions by directing customers through open areas and rearranging temporary barriers as needed.

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Subcontractors and the superintendent had to work Freshening up the food court together to maximize the time on the job site and minimize the The food court, like the retail store, had its design updated with new impact on customers and employees. This store is essential to luxury vinyl tiles, millwork, vanities and countertops. A new walk-in the people who live on base—we knew they could not just stop freezer and prep room were added, allowing greater storage for food shopping here. supplies. Additionally, the overall layout of the food court was upThe Beaufort MCX was the first store dated to improve traffic flow and the overall to receive new, custom, luxury vinyl tiles customer experience. that are the new design standard for MCX locations worldwide. Gas station renovation When Stellar crews opened up the The MCX fuel station is the only place on ceiling grid, they discovered a mess of MCAS Beaufort where Marines can fill up HVAC and electrical components that the tanks of their personal vehicles, so it was were streamlined and brought up to code; imperative that construction was finished the ductwork and ceiling tiles were also quickly to minimize interruptions on base. replaced. Bathrooms were updated with new Stellar had originally agreed to complete the vanities and countertops, and the checkout project in 30 days, and overperformed by — Travis Wilson, Assistant Project Manager, Commercial/Military, Stellar areas were refreshed with new millwork. finishing in 25.

“Strategic and effective construction management was the key to getting this job done right.”

The Beaufort MCX’s checkout area received new millwork, updating the design and providing flexible retail shelf space.




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

Ask your GC if

• At least three years of experience in retail construction

they have a

• Completed OSHA 30-hour certification

Certified Retail Superintendent

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

on your project.

• Passed the Certified Retail Superintendent exam


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

The “hot bar” added numerous graband-go options, from coffee to hot dogs.

The project was intentionally scheduled over the holiday season to coincide with many Marines leaving MCAS Beaufort to be with their families, further reducing the project’s impact. “Strategic and effective construction management was the key to getting this job done right,” says Travis Wilson, Assistant Project Manager, Commercial/Military, Stellar. “There was a lot of communication between subcontractors, stakeholders and the owner. Everyone knew how important the schedule was and they worked to coordinate every part of the project to stay ahead of it.” Beaufort sits on Port Royal Island, nestled between brackish low country tributaries 15 miles from the Atlantic Ocean. In other words, it is a humid place with salty air, and 15 years of salty air had created a great deal of corrosion on the MCX fuel station. Stellar crews removed the built-up corrosion and repainted the station bright white, in addition to striping the parking lot. The face of the canopy was replaced and parts of the canopy that were missing from wind and storm damage were restored.

Eye-catching entrance and signage

Prior to Stellar’s renovation of Beaufort MCX, the mall’s signage consisted of a 5-foot “church-style” marquee, with block lettering that slid into each side. That outdated design was replaced with a 20-foot-tall monument sign. The previous entry area was a flat, beige, unlit facade with MCX’s logo. The new signage features a bold, curved design with lighting to illuminate the MCX logo on a white background, elevating it from the rest of the building. While the GNC and barber shop entrances are located directly below the entry feature, crews completed the renovation without interrupting either business. Superior construction management and efficient teamwork between Stellar crews and subcontractors led to the project finishing four weeks ahead of schedule. “Stellar has been a great partner not only on the Beaufort MCX project but on many others as well,” says David Brown, Project Manager, Marine Corps Community Services. “We’ve successfully partnered with their team on several occasions over the years, and they always provide outstanding customer-centric service.” FC

Joe Mark is Operations Manager, Public Sector/Military for Stellar, which provides award-winning construction management at-risk, design-build and general contracting services for a range of commercial and public sector markets across the United States.



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WANT TO ATTEND AS AN END-USER OR SPONSOR... Wednesday, Jan 13th, 2021:

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End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary registration in exchange for participation



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CCRS 2021 Complimentary Registration includes Speaker, Virtual Table Top and One-On-One Appointments.

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The world is our oyster Our conversation with Jan McKenzie, Director of National Accounts, for ASSA ABLOY


lobal security market leader ASSA ABLOY is no stranger to designing doors. And Jan McKenzie is no stranger to connecting its customers with the opening solutions, trusted identities, entrance automation and service they need. For a person who never dreamt of selling door knobs for a living, she has spent a career being the person commercial contractors want on their side when they need answers. ASSA ABLOY offers covers products and services related to openings, such as locks, doors, gates and entrance automation solutions. That also includes expertise in controlling identities with keys, cards, tags, mobile and biometric identity verification systems. We sat down with ASSA ABLOY’s Director of National Accounts to get her thoughts on where the market is heading, the opportunities and challenges ahead, and her industry beginnings. Think about how many doors you go through every day. Every one of them includes locks, hinges, closers, levers, keypads, and now phone apps and credentials that help manage security and convenience. The incredible technology evolution and urgent desire for hands-free, clean, safe spaces have created a strong demand for the basics, as well as the ongoing need for technology and the IoT. Mobile access and credentials keep us busy.

If you have the right goals, mentors and determination, there are two paths. If you cannot get what you want, you need to change what you want.

Jan McKenzie

Give us a snapshot of the construction market today? What are you seeing out there?

Construction is very strong for us across the globe, as we manufacture for all types of construction and security in all vertical and geographic markets. Everyone needs products and expertise, regardless of the role we each play in securing, designing and building for work, play and home.



It is not by accident that I have spent my career with globally recognized innovative companies that are extremely focused on future-looking strategies while protecting the core. Proactively creating the ability of human activity to coexist with the biosphere is redefining sustainability. I am continually impressed with the amount of resources ASSA ABLOY spends on predictive analysis and including sustainability goals in its product development process. Critically important is that we protect the supply chain for essential manufacturing and in turn, the projects of our critical customers.

How did you get started in the industry?

I can tell you I did not wake up one day and say, “Wow, I want to spend the next 30 years selling door knobs.” In fact, has anyone ever? I started like most people who just needed a job, and

A W A R D S Recognizing 12 of the industry’s most important women & men leaders. The CCRW honorees will be featured in the CCR October 2020 issue and CCRM honoress in the November 2020 issue. Nomination form:

_Women_-_Deadline_to_submit:_8.21.20______ _Men_-_Deadline_to_submit:_9.18.20

Name:__________________________________________________________ Title:____________________________________________________________ Company:_______________________________________________________ Years_in_Industry:__________________________________________________ Your_Working_Relationship_with_Nominee:


Submit all forms to Mike Pallerino: mikep@ccr-mag.com CIRCLE NO. 49


WOMEN IN CONSTRUCTION landed in a place to earn and learn. After roles in the reception area, purchasing, drafting, dispatching, hiring, firing and reporting, the true nature of my career came to life—Strategic Business Planning and developing programs and products to meet the needs of everyday customers. I quickly learned that education is key. If I went where the customer went, I’d learn about what they need, how they buy, and from whom they want to choose to buy. I joined industry groups like ASHE, SAME, AIA, CSI, NAWIC, AGC—too many to count. Credentials came next. My first was as a CDT (Certified Document Technologist). It demonstrated I was committed to my work. I have since finished my Business Administration (B.S.) degree, along with my MBA/DBA, Cum Laude at the “encouragement” of a customer/friend. The teachers were (and still are) every professor, customer, boss, architect, contractor and mentor who has crossed my path, including my large and brilliant family. My father taught me I didn’t need to know everything; I only needed to know where

to find the answers. He had many answers for me, as have many of you reading this, as part of my education.

What are some of the biggest changes you’ve seen lately?

Dress code. We’ve gone from dark suits and great shoes, to super casual jeans and cool sneakers. Now it is Zoom shirts and scarves. The real change is the access to resources, sometimes even beyond our capacity to consume them. We are asked for expertise or opinion, but find it impossible to absorb enough fact-based information to reply with intelligence sometimes. Everything is a sound bite—right, wrong or different.

Name some of the opportunities available for women today.

Unlimited opportunities exist in this industry. Our company has hundreds of job openings posted, as do many others. Opportunity is not gender-based, so I’d say the world is our oyster.

What challenges remain?

Make no mistake—challenges remain. I look around at titles and roles, and see great disparity all around. If you have the right goals, mentors and determination, there are two paths. If you cannot get what you want, you need to change what you want.

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

Ask for what you want, fight for what you need.

What advice would you give women entering the industry?

Learn to ask better questions. You are where you are supposed to be based on your past decisions—and your free-will to choose.

Biggest lesson you’ve learned over the past few months?

The pure reinforcement of knowing that we are not in charge of how long we get to play the game of life and health. Do your best to balance and reprioritize what is important.

Biggest item on your to-do list?

I have a pretty great collection of pictures—people, places, memories—spending time revisiting them is tremendously emotional and inspiring.

First thing you’re going to do when we get back to normal?

Visit my kids, grandkids, family and friends. I might need to check out the Azores. CCR




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Kitchens Food. Community. People. The secret behind the success of Barberitos Southwestern Grille and Cantina

A special supplement to:

Downing Barber, founder and CEO, Barberitos

Food. Community. People. The secret behind the success of Barberitos Southwestern Grille and Cantina By MJ Pallerino




n 2000, Downing Barber was searching for a purpose. We have all been there. With a unique set of talents and background,

which included a master’s degree in international business and skills as a trained chef, his thinking quickly jumped out of the box.

While living in Aspen, Colorado, he stumbled up an intoxicating delicacy that grabbed his attention—the Mission-inspired burrito. All that food inside one easy, quick, cheap meal, he once said, really appealed to him. Moving to Athens, Georgia, he set up shop with a brand of his own called Barberitos Southwestern Grille and Cantina. We can fast-forward past all of those “the-struggles-of-gettingyour-vision-off-the-ground” stories into a Saturday where the hometown Bulldogs upset the Tennessee Volunteers. As people were looking for places to celebrate, Barber started waving them inside to eat.





As its brand recognition began to grow, a customer asked Barber how he could get a franchise. The thought, he admits, never crossed his mind. Eventually changing course, he began to franchise the brand, setting the Barberitos' story on course for success. Over the past years, Barberitos has remained committed to serving farm-fresh, high-quality food on its way to becoming an award-winning restaurant with 50 locations across seven Southeastern states. Ask him what he credits to his success, he will say it lies in the fact that the chain is one big family. That includes each and every team member in each location, as well as its guests and families. We sat down with him—an executive in constant motion—to get his thoughts on why his vision hit the mainstream and where the brand is heading.

Give a snapshot of Barberitos brand.

Barberitos is a farm-fresh burrito company that specializes in making burritos, salads, quesadillas, bowls and tacos. We make our ingredients in-house and fresh daily. We make everything right in front of the customer and customize each order to the exact liking of each customer.



What type of customer does Barberitos target?

We target everyone—from kids to grown adults. We target people with families, singles, millennials, senior citizens—everyone can enjoy Barberitos.

Moving ahead, we have a lot of opportunities. There are a lot of untapped markets that need Barberitos or are dying for Barberitos to come in. How does the dining restaurant cater to what today’s customers are looking for?

We have a new design of a light, open, airy and light gray dining room with the beautiful signature Barberitos logo. The space gives customers a nice, fresh feeling.



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

A lot of our Athens stores are great. They do a lot of interaction with our customers right here in our home office and our home town of Athens, Georgia. Johnson City, Tennessee and Thomasville, Georgia locations are also very involved in their communities.


A lot of our food comes from my recipes with secret spices and things like that. You cannot replicate it.

Why are Barberitos restaurants designed the way they are?

They are designed so we can rapidly customize customers’ food and get them through the service line in an efficient manner. We do that so they can come in, get their drinks, sit down with their meal and throw away their trash in the most efficient manner. It is all about efficiency.

What is today’s customer looking for?

They are looking for healthy food that is made in the store—just like



what we serve. People are not looking for fast food as much anymore. People want good, quality food. They want to see it, and we give it to them.

What is Barberitos construction design strategy?

We look at each location individually. We modify it to the location and try to incorporate some local elements into the design of the logo. We try to make it as local as we can.

Give us a snapshot of the market’s layout.

Our market is from Virginia all the way down to Florida. We like all kinds of markets, and college university towns are great.

What is the biggest issue today with the construction side of the business?

Getting labor. Business people are really busy, so finding people to do the work.




What measures is Barberitos taking to go green?

Right now, we are recycling everything that we can. We are looking to adopt the zero waste stores with composting, including recycling. In the future, we’re hoping to move to compostable products.

What can we expect from Barberitos in the future?

Moving ahead, we have a lot of opportunities. There are a lot of untapped markets that need Barberitos or are dying for Barberitos to come in.

What are some food trends you are seeing right now? We are seeing a lot of people moving toward fresh foods. Obviously, takeout and carryout is a big deal now. Catering and third party delivery has gotten huge.

What are your plans for growth?

We are growing a lot in the Southeast in areas with more than 15,000-20,000 people.



What’s the secret to keeping Barberitos customers happy?

Oh man, you have come in and deliver on the food. People come to our restaurants for the food—so you have to deliver the food, then deliver the atmosphere, and then deliver on the service.

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

To revamp the stores. Getting people dressed right. We are working everyday 7 a.m.-7 p.m. I have been on the phone a lot making deals happen and solving problems.

Tell us what makes the Barberitos brand so special? It is just so unique. We make everything farm-fresh and homemade. A lot of our food comes from my recipes with secret spices and things like that. You cannot replicate it. It just tastes better. Farm fresh is the way to go. CK




20 years and still going strong...

Fifty restaurants in seven states. That is the portfolio that founder and CEO Downing Barber can brag about when he talks about the little Mission burrito-inspired restaurant he opened in downtown Athens, Georgia 20 years ago. The independent fast-casual chain dedicated to serving farm-fresh, high-quality food mirrors the eccentric personality that Downing puts into his livelihood. While Barberitos continues its steady momentum of growth by adding new locations and introducing new menu items every chance it gets, many of its procedures and values have stayed the same during its 20-year history. For example, menu items are prepared and cooked in-house daily, including hand-smashed guacamole, home-made salsas, fresh-cut vegetables, rice and beans, as well as chicken, steak, turkey, pulled pork and tofu. Recently, as part of the year-long celebration, Barberitos conducted a



national promotion with ESPN broadcaster and former NFL player David Pollack. The promotion invited fans to take a selfie with a Pollack standee inside all Barberitos locations to win an all-expenses-paid trip to Athens to meet Pollack, along with free Barberitos food for a year. When it was all said and done, the father and son team of Joel and Jack Kennedy from Tallahassee, Florida (take that Bulldogs’ fans) were named the winners. The entire Kennedy family was invited to the Barberitos’ headquarters to meet Pollack, where they also received a VIP card providing free Barberitos for a year, along with numerous other gifts. As is the Barberitos’ way, throughout the contest, the brand awarded numerous guests with free food and autographed memorabilia from Pollack via Facebook, Instagram and Twitter. And the legend continues….

Transform your facilities into the right customer experience.

McIntoshtransforms.com CIRCLE NO. 55

© Photos : Stephane Groleau © Photos : Stephane Groleau

Simons Simons Galeries Galeries dede la Capitale, la Capitale, Québec, Québec, QC, QC, Canada Canada

Exceeding Exceeding Expectations Expectations US US&&Canada CanadaBased BasedService ServiceTeam Team • Design • Design && Project Project Management Management • Retail • Retail && Restaurant Restaurant Rollouts Rollouts • Popups • Popups and and Brand Brand Activations Activations • Outsourcing • Outsourcing && Fulfillment Fulfillment • Custom • Custom Fixture Fixture Manufacturing Manufacturing • Installation • Installation && Logistics Logistics Services Services Kingsmen Kingsmen Projects Projects • US • US • CANADA • CANADA • ASIA • ASIA

communication communication design design & production & production group group Kingsmen Kingsmen Projects Projects USUS 3525 3525 Hyland Hyland Ave., Ave., Suite Suite 225 225 Costa Costa Mesa, Mesa, CA,CA, 92627 92627 (949)642-2555 (949)642-2555 • www.kingsmenprojects-us.com • www.kingsmenprojects-us.com Stephen Stephen Hekman Hekman • (619) • (619) 719-8950 719-8950 • stephen@kingsmen-usa.com • stephen@kingsmen-usa.com Mark Mark Badhwar Badhwar • (949) • (949) 529-9475 529-9475 • mark@kingsmen-usa.com • mark@kingsmen-usa.com CIRCLE NO. 56

Cannabis The

July 2020 • Issue 1


New world order How Seed to Flower is helping retailers grow in today’s evolving cannabis landscape

Lynn Young, consultant/manager designed projects & VP, Seed to Flower





New world order How Seed to Flower is helping retailers grow in today’s evolving cannabis landscape By MJ Pallerino


ynn Young recently became a UC Master Gardener. Since then, along with conducting workshops, creating content and garden designs, she has used the experience as some much needed downtime during these pandemic-stricken days. It has also helped her with her newfound business interest in the growing cannabis market. With a background in commercial and residential property management, she recently shifted into providing design and construction consultation and project management services for retailers in the growing cannabis marketplace. As VP of Seed to Flower, Young is spearheading a number of development initiatives for cannabis agriculture and horticulture. In her new role, the Melrose Hills, California resident, realtor at Keller Williams Beverly Hills, and certified herbalist is helping bring a new vibe to a marketplace with worlds of opportunity. We sat down with her to get a snapshot of the growing cannabis market and how it continues to be a segment the commercial construction area should watch for opportunities.

GIVE US A SNAPSHOT OF YOUR BRAND? My brand includes horticulture/agriculture grow initiatives, commercial real estate, and design and construction-consultation/management.

WHAT TYPE OF CLIENT/CUSTOMER ARE YOU TARGETING? I recently made my service inclusive to design and construction consultation/management, horticulture and agriculture grow initiatives and CRE (Commercial Real Estate). The increasing demand for ownership made it a good time to incorporate my real estate experience to those looking to startup or expand their cannabis brand. While working on design and construction projects, I became aware of the need for real estate in the cannabis industry. It needed real estate for cannabis operations: cultivation, manufacture, distribution and product sales. I also noticed some owners/investors lacked knowledge thereof, purchasing or leasing under predatory business contracts. Due to location regulations and zoning

restrictions, real estate became somewhat difficult to secure due to scarcity. To create balance, I wanted to offer ethical real estate solutions and have my client’s best interests. As a commercial realtor with Keller Williams Beverly Hills, my target client would be looking to secure real estate property through purchase or lease for cannabis operations. I recently had an opportunity to join Seed to Flower in efforts to develop its agriculture/horticulture grow initiatives. Here, we focus on the consumer as a grower. With new markets, new brands will rise and increase consumer spending.

TELL US ABOUT SEED TO FLOWER. Seed to Flower’s target is the underserved consumers who may lack education of cannabis strains, proper dosage and use. It is those people who want to avoid the cannabis retail dispensary crowds that lack access to dispensaries and are without the income to obtain cannabis from dispensaries due to high costs. We are committed to making their needs a priority and to lower the barriers to specific demographics in a pivot or perish industry. Our common consumer would be interested in growing their own cannabis.





Self-grow is gratifying. You know exactly what you are consuming. It reduces the cost of seed money to get started: You will have a constant stock. You can control your climate, production, pest management and nutrients with options of indoor or outdoor grow, and you will save money.

WAS THE STORE DEEMED ESSENTIAL DURING THE LOCKDOWN? Medical cannabis dispensaries were deemed essential during the coronavirus pandemic in Los Angeles and other counties for those with permits to sale. The cannabis dispensaries were treated like pharmacies, which I supported. Medical marijuana was the push for recreational use. The decision to keep the dispensaries open for the importance of access would prevent panic buying form the black market. But upon visiting local dispensaries, I was surprised to see how many misses on the high touch list. I would suggest future designs include steps for safer shop spaces.

WHAT KIND OF ADJUSTMENTS HAVE YOU MADE (OR ARE YOU PLANNING) TO MAKE IN ORDER TO CATER TO HOW CUSTOMERS ARE ENGAGING IN CANNABIS? Through exploration of consumer buying, the data obtained allowed motivation for us to make adjustments in the area of education. We became more aware of consumer behavior after each store opening. The design and layout played a pivotal role in understanding how to meet customers’ needs from a design perspective—understanding what aspect of the retail operation the customer finds engaging and what influences their buying decisions. Once these relationships were explored, it was a no brainer in understanding the significant role design and construction plays in creating a customer-friendly environment and product knowledge. On a design level, we are working more closely with the stakeholders on the importance of educating the consumer about the products. This can be as simple as incorporating labeling on shelves, wall units

or adding light boxes to the design plans. We wanted to stand behind design ideas that actually work for the customer and really create a unique experience. As with any other specialized real estate market, it is vital to become educated on the cannabis industry, state and local regulations and the geographic area targeted for investment.

WHAT TYPE OF AREAS DO YOU LOOK FOR WHEN SEEKING STORE LOCATIONS? Typically, you want to seek a cannabis space that gets the client beyond the challenges of regulations. Location plays a major role in the success of a retail operation. Depending on location, one can decide to operate as a retail cannabis dispensary, cultivation facility, distribution facility or outdoor greenhouse. For retail operations, it would be very lucrative to locate a space that is visible in a thriving retail area. Locating space that supports the vision of the client is a key factor.

WHAT IS THE BEST PIECE OF ADVICE YOU CAN OFFER TO OTHER BRANDS ON HOW TO DEAL WITH WHAT IS HAPPENING RIGHT NOW IN THE MARKETPLACE? Play your role in sustainability, social impact and social equity. Help end institutional racism, and promote equitable ownership and employment in the cannabis industry. Increase your retail presence and exposure. Invest in creative and inviting storefront designs that appeal to customers. Your design tells a story. Display quality products and easy navigation. We want a pleasant shopping experience. Promote your business. Many dispensaries lack a strong visual digital presence, especially when 83% of the population uses social media and other digital formats for everything. Capture that audience. Be inclusive. Look ahead. Include design ideas that will support future pandemics. Interact with the community and support organizations aligned with the company’s mission. Build brand awareness. Keep it true to the culture. Look into collaborations with musicians, local artists and activists to keep the brand engaging.



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TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING? There was no better time to slow things down and lay the foundation for sustainability than during COVID-19. The pandemic afforded time to look deep into the meaning of sustainability. “The ability to exist constantly.” It was important for me to continue good habits and maintain a platform of social, economic and environmental value. COVID-19 caused unimaginable devastation. The virus exposed poverty, hunger, health issues and disconnection to the land. As conditions worsen, I received a huge outpouring of people wanting to know more about growing their own food, cultivating cannabis and alternative remedies. Through interaction via social media, videos and personal consultations, backyard gardening was offered, which highlighted “Plant in a Pot” as a solution to growing your own vegetables, herbs and edible plants providing a sustainable food source. It became very popular for those with limited grow space. For those who were not able to take the risk and visit the dispensary and lacked income, our Autoflower platform was a huge sustainable victory. It educated new growers on self-grow of cannabis, quickly. It requires little to no training. In addition to these two efforts, I personally continue the use of paper goods, look for bio-degradable packaging, create self-watering systems in the garden from recycled plastic bottles and introduce home composting.

WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD? There are so many diverse opportunities being presented. I am fortunate that I can weave them under one umbrella. I recently had an opportunity to join Seed to Flower in efforts to develop their agriculture/horticulture grow initiatives. Here, we focus on the consumer as a grower. With new markets, new brands will rise and increase consumer spending. Seed to Flower targets the underserved consumers who may lack education of cannabis strains, proper dosage and use—those wanting to avoid the cannabis retail dispensary crowds that lack access to dispensaries and are without the income to obtain cannabis from dispensaries due to high costs.


On a design level, we are working more closely with the stakeholders on the importance of educating the consumer about the products. This can be as simple as incorporating labeling on shelves, wall units or adding light boxes to the design plans. We are committed to making their needs a priority and lower the barriers to specific demographics in a pivot or perish industry. Recently, I was featured in MG Magazine, where I discussed cannabis safety during COVID-19 and gave some really great design safety ideas. Future opportunities that are in discussions are in real estate. I am looking forward to doing great business in the cannabis real estate market. As the cannabis industry grows and becomes more inclusive, the need for storefronts and land to develop will increase as well. Locating the best property to start or expand a business, with knowledge on how to manage a construction project really excites me. I really get to implement best practices and due diligence beyond what the owner/client/investor may be knowledgeable of. Increased social equity involvement. There are myriad opportunities to partner with businesses and extend support to individuals who have been disproportionately impacted by the previous criminalization of cannabis activities in states such as Michigan, which seems to still be experiencing growing pains.


You should also be partnering and/or collaborating with dispensary projects outside the United States. We have discussions on the table for design and construction project management of dispensaries. We currently teamed up with a local company that sells indoor grow tents. This will support our cannabis self-grow initiatives. Teaming up with local dispensaries and farmers for the sale of clones and local farmers for seeds for our grow initiative. In addition, there are master gardeners and landscape architects, designers and horticulturalists interested in weaving cannabis into their grow programs and lifestyle.

WHAT TRENDS ARE YOU SEEING OR EXPECTING? There will be an increase of contract farming, which many know as sharecropping. Contract farming allows landowners to hire experienced marijuana growers to run the farm with a spilt of profits. The wellness movement continues to grow. People continue to understand the importance of being in good mental, physical and emotional health. That means





Our team can help you navigate the complex environment created by this shifting landscape. Serving as your change agent, we guide you from site selection through grand opening – turning your bold ideas into reality.

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incorporating more alternative practices into your routine, such as, reiki, yoga, meditation, acupuncture, massages, color balance therapy, art therapy, music therapy and therapeutic touch. In addition, hemp for regenerative agriculture, and the purchase or contract of land for cannabis business development is growing.

WHAT IS THE SECRET TO CREATING A “MUST VISIT” LOCATION IN TODAY'S COMPETITIVE LANDSCAPE? Customization. Design. Branding. Marketing. As it relates to retail, customers want to have a great experience. We want to be a part of the hype, long lines and feel we are investing in something good and believe in the culture of cannabis. Marketing. Get your name out there. Let everyone know why you are the best and why they should come visit. Get creative with your marketing plans. Draw from the community to make them feel recognized. Branding. Feel good about your brand and show it. Invest in trendy T-shirts and

hoodies, lighter holders, stickers and other cool accessories. We love to showcase our favorite cannabis brand. It gives us a sense of pride. Customization. Create signatures colors and fonts. Storefronts invest in cool signs and images that capture artistry and excitement. Everyone is on social media making videos, taking pictures, and creating stories. Consumers love to use images and signage for backdrops. Designs and instore layouts are important. Where are you taking the customer? What type of experience are they going to have while engaging with the product? Keep the space open and free for mobility and accessibility. The layout of a store is pivotal.

WHAT IS TODAY'S CLIENT/OWNER/ INVESTOR LOOKING FOR? Today’s client is looking for the full experience. They want the best location, space, design plans, great product, the ultimate consumer and return on their investments. They want it all. I come from the best of two worlds, real estate, and design and construction.

What makes my brand unique is that we are in a position to work closely with the owners/investors from a buyer/seller perspective with knowledge of what the client is looking for as far a commercial space. We also have the experience in knowing what space will work best for the vision and design plans by conducting due diligence reports. This knowledge enables the owner/ investors to plan according to the condition of the building, understand costs, replacements, useful life of the building, lifespan of building systems, proper budgeting, return on investments, and overall project construction management. We also have the knowledge to develop facility management systems post construction for owners to maintain the physical conditions, develop annual, capital budgets and prioritize resources. Facility management often is looked over by cannabis business owners. It is a huge fail and impacts the value of their assets. Proper investing and planning will deliver the full experience and afford uniqueness to the brand.

ONE-ON-ONE WITH... Lynn Young, consultant/manager designed projects & VP, Seed to Flower Describe a typical day.

What’s the most rewarding part of your career?

I usually start my day off with meditation, and a warm cup of herbal tea or coffee. Then I will settle in to begin responding to incoming requests and orders, provide consultation, and follow up with clients. Due to the pandemic, I have attended several Zoom meetings during the week as well.

Watching dreams come to fruition. We love to see our clients learn, become established and grow.

Do all things with love and care.

What’s the best thing a client ever said to you? Thank you for supporting me.



Organizing, prioritizing and managing project milestones, building a real estate presence, and creating marketing strategies.

How do you like to spend your down time? In my garden. As a recent UC Master Gardener graduate, I enjoy conducting workshops, creating content and garden designs.

Photo credit: Sade Renee

What was the best advice you ever received?

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





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JULY 2020 • VOL 4 • ISSUE 5

The Voice of Craft Brands

Michael Memsic co-founder and CEO of Sanitas

The beer guys How Sanitas Brewing is taking its game (and market) to the next level

The Voice of Craft Brands

The beer guys How Sanitas Brewing is taking its game (and market) to the next level



JULY 2020


By MJ Pallerino

It began innocently enough, as some stories go. Two guys, a dream, nights of hashing out a business plan, and owls. Oh, that last part is true. During the evenings when Michael Memsic and Chris Coyne were hustling by day and brewing by night, they kept noticing owls watching over them. If the story seems like something out of Jordan Peele movie, you may or may not be in the ballpark. Their dream—that liquid Memsic as they refer to it—drove them to create a brand that the people of Boulder, Colorado (the whole state, really) love. Those owls. Well, they adopted their feathered friends’ look, adorned with the Brewer’s Star—a representation of malted barley, grain, hops, water, yeast and the brewer; six elemental ingredients in the frothy beverage we all love—and created Sanitas Brewing. Pre-pandemic, they built a team of bold, spirited and adventurous individuals working together to deliver a beverage (and tap room) that their Rocky Mountains neighbors love. In the midst of the pandemic, they are still working together on the plan to keep the dream alive— and succeeding, thank you very much. We sat down with Michael Memsic, co-founder and CEO of Sanitas, to talk about how is branding is making a difference in the Colorado market—pandemic and all— and why branding what you love matters.

What are some of the adjustments you made with/to your business model surrounding the recent state of events? This ends up being a pretty big topic for us here at Sanitas. I think that in times of crisis, the entrepreneurial spirit really comes alive in individuals, and we have acted fast and aggressively throughout this crazy time. We started by laying off over 50% of our staff and stopping all brewing. During those early weeks, we applied for every federal grant we could find, and were very lucky to get the help to keep us afloat and bring our staff back to 100%. We even added a handful of team members. During the first weeks of shutdown, we also turned our delivery van into an “adult ice cream truck.” We were driving around town, playing ice cream music through our new PA and selling six packs directly to the homes of the people of Boulder. This was a little bit of fun for our community and helped to keep the lights on at the brewery. After we were asked by LED (liquor enforcement division of Colorado) to shut this down, as we were technically violating a grey area rule, we looked to our next opportunity to pivot with a focus on expanding our patio and outdoor serving options. Understanding that social distancing is a key and being outside is the safest way to interact in public, we wanted to push ourselves to create the best possible environment for simply enjoying a beer with family and friends. We have increased our outdoor seating to safely accommodate close to 200 guests.

We also have built an outdoor bar out of a shipping container to better safely serve our customers when they are outside. In short, we are trying to be creative every day to find ways to keep our business moving forward and contribute to our community in the most positive way possible.

What kind of engagement are you having with your customers? It has been a challenge to navigate, especially as it feels like doing the right thing in this COVID world is a moving target. In our Tap Room, we are doing our best to pay attention to local and national guidelines and recommendations, and are looking to take an aggressive stance on the safety of our guests and staff above revenue. We are trying to engage with our customers digitally and through options such as takeout and delivery, and continuing to service as many of our accounts (liquor stores and restaurants) as we can. We are big proponents of masks and handwashing here, and we keep looking for smart ways to continue to contribute to keeping our community safe.

What role should a brand play in being a leader in a distressed market? This year has demonstrated how crazy and unstable things can become within a very short period of time. I think that brands and companies have an opportunity to step up as leaders within their communities when the stability of society, let alone the market is weakened. As everyone is trying to navigate this ever-changing world, there is a unique opportunity to take a stand and put a stake in the ground for what we believe in.




I am proud of the decisions we have made during the past few months. We have not been perfect, and we have made mistakes along the way, but we are fighting for our brand with a perspective on others. I hope this opportunity will continue to create the change for good that we are seeing around our country right now. When I talk about these changes in stability and opportunities to do better, I am referring to both the handling of COVID and our awareness and contribution to organizations like Black Lives Matter.

What is the best piece of advice you can offer to others in how to deal with these unthinkable times? Try to keep your head on straight. Take it one step—one thing you can change—at a time. Select a specific focus and be aggressive, and then move on to your next challenge. Throughout it all, give grace to yourself, your team and your community. It is hard for everyone right now. Remembering to be aware of others I believe will help all of us recover as well as possible.

Boulder is full of dreamers who are putting in the hard work to achieve their dreams—whether that is on the mountain bike, a startup, in a kitchen, on skis, or beyond. Give us a snapshot of today’s craft spirits market from your perspective. I think craft beer is going to survive this craziness with relative grace. I believe we will see a lot more closures than openings in the coming months for the first time in a very long time, but from an overall numbers perspective, I think we will be alright. Not great, but alright through these times.

What’s likely to happen next? Closures of some smaller guys. Unfortunately, I think some of the smaller brewers that function very similarly to a bar or restaurant will be hurt by the closures. If you are a Tap Room first company, and you don’t have many options for cans or patio space, I can only imagine what you are up against now. I think we will see a continuation of consolidation of medium to large brewers. I think we will see groups like CIRCLE NO. 61



JULY 2020




Canarchy continue to have success and grow their portfolios, as this seems to be a very strategic and smart way to grow your brand(s). And finally, I think we will continue to see growth of local or even hyper local. We saw a big boom in local coming out of the last recession and I think we will see another boom of this type of decision-making from the consumer moving forward.

What trends are defining the space? Other than Seltzer, Slushy and oneoff beers are at least getting a lot of attention. I am ready for beer-flavored beer to come back with a vengeance.

What is your brand story? Sanitas Brewing is a Tap Room first brewery with a focus on IPAs, sours and lagers. We believe in our community and the power of good beer to bring people together. We want to contribute to making Boulder and



I no longer believe in the concept of, “If it’s not broke, don’t fix it.” I believe, especially with marketing, that if it isn’t broke, it might be very soon.

JULY 2020


Colorado a better place to live and visit, all while having a great time. Sanitas came into existence thanks to personal passion, a community of people coming together, and a lot of hustle. Boulder is full of dreamers who are putting in the hard work to achieve their dreams—whether that is on the mountain bike, a startup, in a kitchen, on skis, or beyond. The hustle and passion of this community are what gave us the courage to create Sanitas in the first place, and continues to sustain us every day. We strive to give back to the community by supporting others in their pursuit of dreams and passions. Whether it is hosting bike groups every week after their ride, yoga in the brewhouse, Boulder Startup week events, or just providing the location for important planning/plotting meetings over a beer and tacos, we want



to be a place and a brand that supports everyone in their hustle and efforts to pursue their passions.

Walk us through your branding strategy. The biggest component of our branding is our logo of the Owl. We decided early on that we wanted to use an owl. Chris— (Coyne) my business partner, co-founder and head of brewing operations—and I both had owls living close to our homes. Before working on the business plan for Sanitas, neither of us was aware of these owls. During the many days, weeks and months of working on the plan, we spent a lot of late nights sitting outside dreaming of the future. And we always seemed to have an owl or two nearby. Because of these experiences, we knew we had to have an owl as part of our business. We selected the Athenian Owl, traditional of ancient Greece, as our logo because we loved the look and feel and how it tied our business plan days to the future. Today, we make sure this image is present on everything we do. We want the owl to be large and present on our cans and in all of our marketing materials. We have many other extensions on our branding that include brighteye popping colors and a connection with the outdoors, but the Owl remains the centerpiece of our branding.

What’s the biggest issue today related to the marketing/sales side of your business? It is the sheer number of breweries. It has become harder and harder to make noise and remain relevant



JULY 2020

in this fast-paced industry. So many of the consumers are looking for the “flavor of the week,” so to speak, and there is a lot less loyalty today than five to 10 years ago. Most of these challenges fall within the off-premise buying environment.

It has become harder and harder to make noise and remain relevant in this fastpaced industry. So many of the consumers are looking for the “flavor of the week,” so to speak, and there is a lot less loyalty today than five to 10 years ago.


don’t fix it.” I believe, especially with marketing, that if it isn’t broke, it might be very soon.

From a marketing perspective, the fast paced changes with social media, and how customers interact with apps and websites continues to be a challenge to keep up with, let alone stay ahead of. I tip my hat to the companies executing this side of their business, as in my opinion, they deserve a ton of credit.

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

I know that “authenticity” gets thrown around a lot in branding, but it really has been our guiding principle. We have plenty of real stories and inspirations—whether it is from the ingredients in our beer, the styles we are making, or from our team, we have plenty to work with. It just requires the time and patience to do the digging and tell the real story.

Continuing to expand our patio and give our customers a great experience outside in a safe manner. I believe this COVID era will come to an end at some point, but I believe it has made an impact on how we will live and behave in public for years to come. We believe we have created a space that will remain relevant for that future consumer. What’s the biggest item on your to-do list right now? Getting everyone on our team rowing in the same direction. We have some new faces and are making some new big hires in the [future]. That change is always a lot of fun, but getting everyone on the same page quickly is never as easy as it looks.

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

What is the first thing your brand plans to do when we get back to some sense of normalcy?

Try something new as often as possible. At least have the emotional openness to shake it up every few months. I no longer believe in the concept of, “If it’s not broke,

Throw a party. Drink beers with our community to celebrate that we are all strong and can handle the shit show that has been 2020.

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

Sitting down with … Michael Memsic co-founder and CEO of Sanitas What is the most rewarding part of your job? People and community. I got into this industry in 2002 because I had fallen in love with a liquid. I committed the next 10-plus years to learning everything I could before opening Sanitas out of a pure love for a liquid and the industry that liquid created. Today, it is community. I think about the micro community of our employees, investors and ex-employees. I then think about our super fans and regulars who keep the lights on every day. Finally, I think about the craft makers, not just brewers, and the people of the town of Boulder and the state of Colorado. I feel so fortunate and proud to be a contributor to these communities.

What was the best advice you ever received? Don’t forget to have fun. Like all businesses, things

get tricky, numbers get daunting, and it can get really serious, so I do my best to remember that this is fun. This is my dream. And it is beer, not brain surgery or cancer research.

What is the best thing a customer ever said to you? Are you accepting investors?

What is your favorite brand story? Patagonia. I believe in the product and the company. I feel they are a leader within their industry, politics, the environment and the world. They are a company that takes risks and puts their values before all else. They take a stand on matters and that is something I aspire to emulate.





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by David Corson

When the going gets tough, the tough get going


ince March 2020, the world has become a very different place than the one we knew. Pre-COVID-19, construction and renovation projects were booming. We were experiencing an all- time high stock market, more employed citizens than ever, sports were being

played on a daily basis and everything was humming along.

Then, the darn bug hit our shores and stopped our momentum in its tracks. Many had to get used to a new way of living, hunkered down in their homes and businesses. Many were forced to make serious decisions effecting millions of people lives and livelihoods. As a business owner, I had many sleepless nights in March and April trying to figure out what to do to maintain our business survival. Sometimes you need to go with your gut feeling—just go for it and let the chips fall where they may. Even with the doom and gloom in the news, we decided that losing was not going to be our destiny. We had to evolve with new ways of staying relevant and keeping our name out there to everyone who were alive and kicking and still open for business. Just like sports, losing teaches you how to win. It builds character to do things better in order to play another day. That does not come without sacrifice. You must work harder, smarter and have more determination than ever to achieve what you set out to do. Losing during Covid is not an option.



It actually has been stimulating to see so many people go into survival mode and figure out how to do things better, reinvent themselves. Others who were unfortunately furloughed or laid off went out and started new businesses to help the economy get its mojo back with all the business pistons in our mighty economy engine performing like a fine-tuned high performance car. Don’t get me wrong, it has been no cake walk. Far too many people are still living the American dream one day at a time, but at least we are all trying different ways to stay alive. You take one win at a time. Sometimes, bad news can be a catalyst. It can make you take a good look at yourself, your company, your family and life in general. It makes you assess where you were, where you are and where you want to be so you can create a new plan and prosper. You have to believe in yourself and have confidence to know that only you and your teammates can get it done. You cannot rely on anyone else to help you. Too many people are going through the same battle. And only the strong and smart will survive. But most important, take a deep breath and let it rip. Do more with less and become a lean, mean fighting machine with only one goal—just win baby. At 57 years young, this has been the roughest game I have ever played in my life. I have lost many games in my sports career, but those losses have prepared me for the battle at hand today. I am grateful that I had the lessons of what losing feels like, what negative curve balls life throws at you that can hurt you both mentally and physically, where you feel like, “Is this all worth it? You know that deep down inside you there is that DNA that tells you never, ever quit trying. With a little luck and fingers crossed, we will make it through these uncertain times. I am bullish about the future of our commercial construction sector. Stay positive. Keep your blinders on. Keep your eye on the ball. There are plenty of games left to win. Remember, losing a few games keeps you grounded, helps you find what you need to do to improve and never let your guard down. So, be safe, keep the faith and we look forward to seeing you at the finish line—no matter how long it takes. CCR


From Midtown to Manhattan Beach. We’ve expanded to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands. We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322 / tfenton@schimenti.com




Profile for BOC design Inc

CCR July 20  

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