CCR May 2020

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May 2020 •

Glenn Davis, Director of Construction, Domino’s Pizza

Anywhere, anytime How Domino’s continues to innovate the way we do pizza Exclusive Inside: See what “Deemed Essential” means to cannabis industry Reinventing a historic warehouse through channel glass See our Architecture Building Products’ listing

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Vol. 19, No. 3 | May 2020




FEATURES 22 Anywhere, anytime 94 Back to the future How Domino’s continues to innovate Innovative lighting meets high-tech the way we do pizza research in turn-of-the-century university building 39 Mirror, mirror... Reinventing a historic warehouse 102 Best foot forward through channel glass Why the construction market is expected to grow to $8 trillion 44 The Works globally by 2030. Finding character within an outdated retail center Cover and feature photos by: James Edward Bates Photography




Vol. 19, No. 3 | May 2020 INDUSTRY SEGMENTS

32 Architectural Building Products Report


4 Editor’s Note 10 Industry News 82 The Cannabis Chronicles 108 Commercial Construction & Renovation Data 110 Ad Index 112 Publisher’s Note


Commercial Kitchens 55 Designing perfection How The Grill went from empty shell to upscale DC eatery


Federal Construction 66 With honor Remembering veterans on the USS Arizona Multi-Housing 74 Turn the page Mixed use community delivers sustainability to NoHo West California neighborhood Craft Brand and Marketing 87 Heavenly brew How Oregon’s craft beer icon gave Ecliptic Brewing its place in the stars

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by Michael J. Pallerino

Why content matters I

n a time when people are starved for information about everything and anything related to the current state of affairs, pushing out as much content as we can is the kind of thing you would expect from one of the industry’s leading resources of, well, content. It is not a label we take for granted, nor do we take lightly. For the past 20 years, Commercial Construction & Renovation has been providing insights, perspectives and profiles on the good work being done by good people.

So, when the times call for a banding together, what better way is there than to up your game. Why? Good question (we are assuming you asked). These are tough times. But with tough times come the kind of growth that industries and companies need to get better at what they do. Push us, and we are going to push back. Knock us down, and we are going to get up. Tell us we cannot, and we are going to do it. Our answer rests in those words. Listen, we do not want to harp on the struggles our industry (every industry) has ahead, so more content does not mean more “woe is me” commentary. We are going to focus on some of the important work that the commercial

construction is doing to work within the new set of rules (pssst: COVID-19) that has no playbook. So yes, there will be some “everything-you-can-do-get-yourcompany-your-people-and-your-business” post-pandemic ready. There also is going to be more of the good work good companies are doing to keep the commercial construction industry one of the best markets to work in. Along with going digitally monthly, we As a group that have added a weekly e-Digest newsletter and podcast that prides ourselves on being more of focuses on the people who make our industry what it is. We also a family than a have stepped up our social media magazine, helping game, giving you more insights you connect with and perspectives from across the each other and the industry via more mediums (Hint: Please like and follow us on Faceindustry is what book, Twitter and Instagram). will continue to And we are getting ready make us better, to bring the amazing power of stronger and a networking community to you more sustainable. virtually, with a series of oneon-ones, roundtables, CCRP gatherings, and much more. The feedback has been incredible. As a group that prides ourselves on being more of a family than a magazine, helping you connect with each other and the industry is what will continue to make us better, stronger and more sustainable. So, as you flip through the pages of this digital issue (you may even decide to order a print on-demand version), remember that the stories we tell are the ones you are creating. More content. Hell yeah. Content is king. That means we are part of a kingdom that does not care if the world has decided to change up the rules a little bit. Why? Because we can, too. CCR

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

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








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EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • CONTRIBUTING WRITER: Ron Treister • 561-203-2981


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





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

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


RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation 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 Carvel & Cinnabon FOCUS Brands DEMETRIA PETERSON Senior Construction Manager Checkers & Rally’s Drive in Restaurants DAVID THOMPSON Director of Construction WHICH WICH® SUPERIOR SANDWICHES

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC

HOSPITALITY RICK TAKACH President and CEO Vesta Hospitality SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC PUNIT R. SHAH President Liberty Group of Companies 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

Sr. Manager, Architecture QA/QC Life Time Fitness

JOHN LAPINS VP of Design & Construction Auro Hotels

RON VOLSKE Construction Project Manager Orscheln Farm & Home

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

MIKE KRAUS Principal Kraus-Manning

ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University


President Property Management Advisors LLC

JOE THOMAS Vice President Engineering Loews Hotels

CHRIS VARNEY Principal, Executive Vice President EMG

DEDRICK KIRKEM John Varvatos Enterprises Facilities Director




International Director JLL

CONSULTANT GINA NODA Founder Connect Source Consulting Group, LLC.


Executive VP & Director of Hospitality HKS


Principal Trident Sustainability Group 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 Senior Principal DLR Group BRIAN HAGEMEIER, P.E., LEED AP Program Manager GPD GROUP STEVEN R. OLSON, AIA

President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

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AroundtheIndustry IKEA IKEA is in talks to acquire real estate in major cities in the US, as it looks to bring its shopping mall chain to the country. Buffalo Wild Wings Buffalo Wild Wings will debut a takeout and deliveryfocused format in Georgia. Buffalo Wild Wings GO will feature heated takeout lockers where customers who order ahead can pick up their food at a walk-up counter, where there are TVs and a seating area for customers waiting for orders. BJ’s Restaurants BJ’s Restaurants is cutting back this year’s plans for new units as it begins to open casual-dining restaurants to in-store seating as coronavirus restrictions ease. Dog Haus Dog Haus is among the restaurant companies exploring virtual concepts, with eight brands under its new The Absolute Brands umbrella using existing Dog Haus restaurant kitchens to prepare menu offerings for delivery only. Giant Eagle Giant Eagle has debuted its first contactless store, converting a Pittsburgh-area location to offer curbside-only pickup service for online orders. Shopper requests will be compiled by employees, who will then load them into customers’ cars.

Meijer Mejier has outlined plans to build a $160 million fully automated dry grocery supply chain facility in Tipp City, Ohio, to serve stores in Ohio, southern Indiana and northern Kentucky. The facility, being built on 160 acres adjacent to Meijer’s existing distribution center, is expected to create 65 new jobs when it opens in late 2022. BurgerFi/ Reef Kitchens Florida-based BurgerFi will expand in to new markets with a delivery-only partnership with ghost kitchen operator Reef Kitchens. The service is slated to roll out in Houston, Minneapolis, Nashville and Seattle this year. Lidl Lidl plans to speed up the opening of its newest grocery in Cary, North Carolina with a 26,543-square-foot location. The grocer signed a lease on a new 31,000-squarefoot anchor store in a Baltimore County, Maryland, shopping center, and also recently opened a new distribution center in Maryland. Popeyes Louisiana Kitchen Popeyes Louisiana Kitchen is moving ahead with plans to expand in China, which it forecasts will become its second-largest global market in the next few years. The plan calls for 1,500 units in the country by 2030.

The numbers game


The number, in millions, of room nights US hotel operators sold for the week ending May 9, the second straight month that weekend occupancy levels showed consistency since the pandemic, according to STR’s Lodging Insights



The percent of people who say that “dining at my favorite sit-down restaurant” was among top post-lockdown activities they craved, according to a Datassential report. The survey also shows that 68% want to order something “indulgent,” while 78.5% want to order a “familiar favorite.”


1 in 4

The number of Americans who say they would take a trip immediately after pandemic-caused restrictions are lifted, according to marketing agency Mower. In addition, 1 in 5 say they would stay in a hotel. The survey shows that it will take roughly two months before most Americans feel comfortable returning to “travel-related” activities, such as visting a casino or booking a flight to Europe.

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And the winner is… Listing spotlights world’s most valuable retail brands


uick: Name the world’s most valuable brand. If you did not look at the listing first, it might be who you expected, but not who you thought. Confusing? The answer is Amazon, although any of the others in the Top 10 across BrandZ’s “Top 75 Most Valuable Global Retail Brands” report would not be surprising. Spanning across the luxury, apparel, retail and fast-food markets, the brands are worth a total of $1.4 trillion. Here is a look at who made the Top 10:

Handle with care

USGBC study shows advantages of recycling or repurposing


onstruction and Demolition materials (C&D) are one of the largest components of the solid waste stream in the US. The US Environmental Protection Agency estimates that nearly 548 million tons of C&D are generated annually. If this waste is reused through recycling or repurposing, we can avoid GHG emissions and save energy, while reducing negative impacts on air quality and health. The C&D recycling industry creates jobs, contributing upward of $17 billion to the US economy annually. With all this on the table,

the US Green Building Council-Los Angeles Chapter (USGBC-LA) launched a Construction Committee a year ago, and much of its focus is on addressing the issues around construction waste. USGBC-LA focuses on education, training and workforce development, so the Committee keyed in on “Tailgate” training— information to be delivered to construction—the recyclability of common construction materials; and developing webinars and other downloadable learning materials for its members. With the new issues of COVID-19, the Committee is also developing a letter to USGBC National regarding how the pandemic has affected the recycling industry. Social distancing has made it difficult for current projects to achieve the 50% or 75% diversion that are almost considered easy points on most LEED projects. The Committee aims to develop a method to help these projects achieve these points during the pandemic, as the effects of the COVID-19 State of Emergency could mean the difference in achieving the next highest LEED level. The Committee believes that projects should not be penalized and lose these points after all of the work and planning, because of an international pandemic, and hopefully the work done in this region can be applied nationally, in close concert with USGBC National to acknowledge that projects are still achieving the highest diversion possible during this State of Emergency. For more information, visit



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Fast-casual’s Step right up… new look C “T

New AGC program focuses on creating more welcoming workplace environments

McDonald’s previews future of dine-in restaurants

he world is going to look different coming out of this crisis, and we expect that many of those changes are going to be enduring.” McDonald’s CEO Chris Kempczinski’s comments are all of us right now. If you want to see the future of fast-casual, dinein restaurants, the long-time brand leader may have your answer. Seating will be blocked off to create more distance between tables. Cash register barriers and floor stickers touting appropriate social distancing guidelines for people in line will be displayed. Child play areas and drink stations will be closed. Workers will wear masks and gloves, with locations providing masks to customers where face protection is required. Hand sanitizer stations will be in place. Workers will have to wash their hands at least once per hour. There will be more frequent cleaning of high touch surfaces, including tables, with signs signifying wiped down tables. As time goes on, there will be more changes taking place, not only in McDonald’s, but everywhere. It is part of the things we will have to figure out. To date, more than 50 process changes have been implemented at McDonald’s. Today, 90% of sales come from drive-thru customers for the fast casual leader, accounting for about two-thirds of total sales. The question, for everyone and every place, will be how you turn fewer customers into the same or more sales. As the re-openings begin, the reinventions ensue.

ommit. Attract. Retain. Empower. Those are the tenets behind a new Associated General Contractors of America (AGC) nationwide program designed to help expand the diversity of the industry by making job sites more inclusive. The Culture of CARE will help firms create more welcoming workplace environments for staff, particularly those from diverse demographic backgrounds. The program, based on one launched by AGC’s Washington chapter in the Pacific Northwest, calls on construction firms to sign a pledge to create more welcoming and inclusive workplace cultures. After they sign the pledge, AGC will work with them to provide training and suggested human resources practices to help put action behind their pledge and establish more inclusive workplaces. There also are broader educational materials available, including sample HR policies, toolbox talks, job site posters and hardhat stickers. AGC officials say the program is part of a broader strategy to make the construction industry more diverse and inclusive. In addition to the Culture of CARE, AGC has released its Business Case for Diversity & Inclusion in the Construction Industry, which provides the economic, safety and productivity rationale for expanding construction diversity. For more information, visit

They said it “My fear is the restaurants that survive are going to be the big chains, and we’re going to eradicate the very eclectic mix that makes America and going out to eat so vibrant and great.” — Food icon David Chang on the restaurant industry’s survival post pandemic

“During a crisis people tend to yearn for simpler times—and what is more simple than the American drive-thru hamburger stand? To make sure our guests know our drive-thrus are open to deliver comfort and value, we’ve created a whole new visibility package for our system that points to our drive-thrus being open as well.”

“Our biggest operational shift has been leaning into our drive-thru service. People feel confident and comfortable ordering and picking up food from their car, which for most is a safe spot. With the addition of our Safety Seal, sealing to-go orders customers we have limited the number of contact points between their order being cooked and getting the food in their car.”

— Checkers & Rally’s CEO Frances on how the fast casual segment is handling the pandemic crisis

— COO Tory Bartlett on the operational pivots Schlotzsky’s has made during the pandemic



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Virtually speaking New CEFGA effort features online certifications, career line for students


nline learning takes on a whole new meaning when it comes to high school construction education. The Construction Education Foundation of Georgia (CEFGA) is working with teachers across Georgia to create virtual training tools that allow teachers to continue to teach construction education to their students while in quarantine at home. That helps an industry impacted by a skilled labor gap. At the beginning of this school year, the US Bureau of Labor Statistics reported there were 311,000 vacancies in the construction industry, which prompted CEFGA to help bring awareness to construction field opportunities. The current stay-at-home mandates have led the organization to change their approach but the need for students to enter the construction field is higher than ever, so they are finding creative ways to keep students making progress.

Virtual Certifications

The virtual learning platforms can lead to nationally recognized credentials for high school students that result in higher wages. The programs provide certifications such as the OSHA 10-hour safety training program. CEFGA currently is providing the highly regarded online training platform at no cost to construction education students. The tests will

By Scott Shelar

be paid on a first come, first-serve basis prioritizing students who are serious about entering the construction industry, especially seniors, so teachers are asked to submit their requests soon. “It’s changing lives,” says Mark Adams, Construction & Metals Instructor at White County High School, in reference to the access to these digital solutions and how important they can be to students entering the construction industry. Dennis Wilson, a construction teacher at Gilmer County High School, says that the OSHA-10 credential—provided by CEFGA—is more impactful because of the industry recognition behind these credentials. “My students have the opportunity to gain this credential right now digitally in my class, and the real big win is that my students will come out of this school year with an industry recognized credential that will help them make more money with employers.” The OSHA-10 certification is important for students entering the workforce, as students with the certification are safer and have the opportunity to earn more per hour than those who do not have one. Other digital programs, certifications and virtual programs being offered by CEFGA include: • Ladder Safety and NCCERConnect (with Pearson), are being offered free for students through the end of May. Teachers can obtain access codes and additional information through CEFGA. • Students also have the opportunity to learn about careers in construction with digital demonstrations that virtually take students on walkthroughs of construction jobs and/or sites.

Job Placement

CEFGA is also helping educate students on career options and working to place students directly into jobs at leading construction companies. High School students interested in a career in construction can text “careerpath” to 31996 to receive a quick application. Someone from the CEFGA career placement team will follow up with the student for information on advanced training, apprenticeships, and even job placement.



“The students of APS deserve the opportunity to be exposed to high-skill, highwage, in-demand career opportunities in their own communities and CEFGA has been vital in supporting us to make that a reality,” says Dwionne Freeman, CTAE Director for Atlanta Public Schools. CEFGA is also providing a free five-hour Employability Training course, which trains students on resume building, interviewing strategies and other professional skills. These are available at no cost through the month of May for every Georgia student who completes the OSHA-10 course. course-guides/interview.pdf The organization will continue to work with teachers and guidance counselors through the COVID-19 crisis and beyond. CEFGA is partially able to provide these services to Georgia’s students through the support and partnership with The Home Depot Foundation, The

Marcus Foundation and The Arthur M. Blank Family Foundation. The three organizations came together earlier this year to seed a $5.7 million, three-year grant to address the need for skilled workers in the construction trades.

Scott Shelar is President and CEO of the Construction Education Foundation of Georgia (, a 501(c)3 nonprofit organization designed to help support construction skills training in the state of Georgia.


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The road back 6 precautions facilities should take as workers return

By David R. Schack & Cecile Felsher


anufacturing and construction industries are looking to mitigate risk from COVID-19 before bringing employees back to work. Companies in these industries should develop a plan that includes safety protocols and contingency measures should an employee fall ill. A safety plan should include the following:

1. Assess the condition of the workplace. Has a skeleton crew continued onsite? If so, decontamination should be considered. Contrast that scenario to a site that sat empty for the last four weeks.

If a decision is made to “decontaminate” surfaces, special care should be taken in selecting where cleaning products are used and how they are used. Make sure you select cleaning chemicals that are compatible with surfaces being cleaned to avoid chemical reactions and/or damage to surfaces. The CDC currently recommends cleaning surfaces first with soap and water, and then applying a disinfectant. It is important to ensure that the disinfectant is properly applied and is done so in accordance with the manufacturer’s recommendations and the USEPA. Refer to the “USEPA List N” to make sure the product you select is approved. Information provided by the USEPA will include guidance for dwell or contact time-which is the time required for the disinfectant to be effective.



It is also important to make sure that employees who are conducting the cleaning have proper training and personal protective equipment (PPE). If your workplace has been closed for a long period of time, it is important to ensure that building systems are working properly and safely. Exercise your plumbing system to flush water, check to make sure that HVAC equipment is properly working. Ensure that cooling towers, condensation pans and other potential reservoirs are free of biofilm and have been properly treated with chemicals to avoid potential legionella exposure.

2. Develop plans on how to accommodate returning workers while maintaining safe distancing. This goes for workstations, but also other locations, such as lunchrooms. Staggering shifts is an option.

Identify high-traffic locations within the workplace where close contact with other employees cannot be avoided and develop a plan to safely avoid close contact.

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PERSPECTIVE Assess workstations and determine if safe physical distancing can be maintained, if not it may be possible to stagger shifts to avoid contact. Consider installing barriers that eliminate potential for close contact. Sharing of food should not be allowed, which unfortunately means traditions like birthday celebrations and employee pot-lucks must be discontinued. Limit face to face interactions as much as possible. While interacting with other employees, safe distancing must be maintained.

3. Establish schedules for cleaning various surfaces. High touch surfaces should be cleaned regularly. Again, it is important to make sure disinfectants are used properly, and employees are properly trained and protected to use them. Regular cleaning reminders should be made via signage, intercom or PA, and even through computer terminals. Workstations and all high touch areas should be outfitted with easy to access cleaning supplies.

4. Create monitoring procedures. For example, this could include temperature checks for workers.

Many states are requiring temperature checks for employees as a condition entering the workplace. Selecting the right monitoring program and equipment should take into consideration ease and accuracy of use, privacy of employees and the safety of those conducting the surveillance. The use of no-touch, thermal scanners has been used effectively. The use of employee questionnaires should also be considered to assist with evaluating risks of employees returning to work. Consider asking questions about known exposure to sick individuals, travel and/or contact with individuals who have traveled recently.

5. Develop contingency plans if somebody at a plant or site comes down with COVID-19.

Planning a response is critical to business continuity. If an employee or employees become ill, it is important to act quickly. Isolate areas where they have been in the facility. It is important to be able to document where they have been and who they have been in contact with. Clean areas where the affected employee(s) have frequented the facility. Consider contracting with a firm specializing in “deep cleaning.” It is extremely important to document that cleaning is conducted properly, and in accordance with OSHA and CDC guidance. Within privacy requirements and reporting requirements, communicate to other staff who could have been in contact with the infected employee. Review OSHA reporting requirements to determine if a workplace illness must be documented or reported.

While it is critically important for us to get our economy going again, doing so will require employers in manufacturing take special precautions if they are among the first to go back to work.

6. While it is critically important for us to get our economy going again, doing so will require employers in manufacturing to take special precautions if they are among the first to go back to work. As things are evolving rapidly, it is important to monitor developments to keep your employees as safe as possible. OSHA and the CDC are providing on-going updates to guidelines. Local governments and health departments also are providing ongoing advice.

David R. Schack, CAC, CDPH-IA, is VP, and Cecile Felsher, CIH, is a Senior Staff Consultant, at NV5 (, a leading provider of professional and technical engineering and consulting solutions.



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Anywhere, anytime How Domino’s continues to innovate the way we do pizza By Michael J. Pallerino


omiNick’s. That was the name of the Ypsilanti, Michigan pizza restaurant Tom and James Monaghan bought in 1960. Five years later, delivery driver Jim Kennedy suggested another name, Domino’s. The brothers, who originally bought DomiNick’s for $500, were sold. The name change is just one of the many fascinating tidbits that highlights the history of the beloved pizza chain.

For example, just eight months after their grand opening, James traded his half of the partnership for an old Volkswagen Beetle, which the brothers originally used to deliver pizzas. The pizza place became adept at the delivery process because the original building was too small for sit-down dining. Another interesting tidbit: For more than 30 years, Domino’s only offered two sizes of pizza, 11 toppings, and one soft drink: cola. Simplicity was everything.



ANYWHERE, ANYTIME The ramp up was on. After the name change, its franchise pizza restaurants began to open—one in 1967 and another in 1968. Over the next 10 years, Domino’s opened 200 more locations. Today, the pizza landscape recognizes the brand as one of the most respected in the world—one that continues to innovate. There was a line of Oven Baked Sandwiches in 2008, penne pasta and a Chocolate Lava Crunch Cake in 2009. In 2010, Domino’s rolled out an entirely new pizza recipe, including new sauce, crust and cheese. The next year saw a completely revamped menu, including a new recipe for wings and boneless chicken, and two new bread sides — Stuffed Cheesy Bread and Parmesan Bread Bites. The Marbled Cookie Brownie hit in 2015. When it comes to Domino’s, tomorrow is always the most intriguing day on the calendar, even in these unprecedented times. We sat down with Glenn Davis, Director of Construction, to see how the brand is faring today and what tomorrow holds.

Give us a snapshot of the Dominos brand today?

The Domino’s brand is as strong as ever. With COVID-19, it has been a different path with having to change how we do our day-to-day operations with deliveries, carryout and pick-up orders. A system was developed to be able to do contactless delivers and pick up for Customers wishing to do so. Of the 176 stores RPM Pizza has, 119 of them have pick-up windows. With COVID-19, this was a game changer in being able to provide great service to our Customers while protecting both our Customers and Team Members. On the construction front, RPM Pizza slowed down some lease negotiations to start with, but all other aspects were kept going as usual. We are currently looking at projects on a case by case basis.

In this business, it is hard to plan out a full day, as you can schedule the weekly calls and meetings you have each week, but you are just one phone call or email away from your day’s schedule changing.



What type of consumers are you targeting today? What do they expect?

We are now and have forever targeted all Customers—young and old, and everyone


ANYWHERE, ANYTIME in between, whether they want their food delivered, to pick it up at the store, or go through one of our pick-up windows

What kind of adjustments have you made (are you planning) in order to cater to your Customers in this new landscape? We our looking at our current floor-plan design and what has been learned from the current landscape, and will be making adjustments once we all debriefed what we have learned. This will not be a quick fix, it will need to be a process of design, testing and roll out.

What is your short-term strategy? Long-term?

Short term: Follow all federal, state and local requirements, and do whatever it takes to protect our Team Members and Customers.

I think new requirements by federal, state and local levels with the health department will change the way we design stores. I anticipate new food safety guidelines will be required.

Long term: It is really too early to know what is going to be required long-term, but I think new requirements by federal, state and local levels with the health department will change the way we design stores. I anticipate new food safety guidelines will be required. We do not know what these will be yet, but it will change the entire QSR and restaurant industry.

What is the best piece of advice you can offer to other brands on how to deal with the what is happening right now? Follow the guidelines and keep your Team Members and Customers safe—whatever that takes.

Is there a location that really shows how the Domino’s brand interacts with the community and Customers? One of your favorites?

With 176 stores in five states, it is hard to pick a favorite. Over the past 18 years, I have built more than 84 new builds, and re-branded every store at least once, and some three times. The most recent one that stands out is Store 5901, located in Biloxi, Mississippi. In 2019, I relocated the existing store into a new location next door. While it was not a new ground up build, it was a







major remodel of an old automotive garage that included reducing the size of the building, completely renovating the entire building and the site.

Take us through your construction and design strategy.

First and foremost, we must follow Domino’s Pizza corporate current brand standards. Then, I follow the design flow requirements for a Domino’s Pizza store that I learned from the founder of RPM Pizza, Richard P. Mueller, and the VP of Store Services, Tom Holliday. I was also a store manager and a supervisor for four years, so I understand the operational flow needed for a store to function and flow correctly. Once I have a floor plan I am pleased with, I share it with the CEO, COO, VP of Admin


Once things settle into the new normal, we will be able to set new goals for growth, relocating stores and what’s needed for existing stores.


and the store opening team leader to get their input. Changes are made until all agree with the plan, then it is given to the architect to start drawing CDs.

Give us a rundown of your market’s layout.

We have 176 store in five states, including Mississippi, Louisiana, Alabama, Indiana and Michigan.

Talk about sustainability. What are you doing?

With COVID-19, it is hard to answer this. The real estate market will not be the same for some time. We are proceeding with deals we have on the table now, and proceeding with caution while we see where everything settles down.

8 8 8 . 6 7 0 . 3 1 0 7 D 1 3 G r o u p . c o m CIRCLE NO. 16

ANYWHERE, ANYTIME What type of opportunities do you see moving ahead? This all depends on where the real estate market settles. As that happens, the owners will decide how slow or fast we grow and relocate any existing stores.

What trends are you seeing/expecting?

Right now, delivery and pick-up window sales are growing at a rapid rate. So getting stores what they need now to be able to function and keep up is a must. Once things settle into the new normal, we will be able to set new goals for growth, relocating stores and what’s needed for existing stores, including curbside delivery.

What is the secret to creating a “must visit” location today?

You must build a location that when a Customer drives by they say, “Wow, look at that new Domino’s.” Our new Pizza Theater layout is the current brand image. This is easier to do, especially in a town where they have not seen one of these stores yet. The new look makes Customers want to come by and stop to look.

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

Currently, I have one store that was on hold due to COVID-19 that has started back up. There are two more out for bids and in permitting, so I am ramping back up with projects that I already have on the books to complete this year.

Describe a typical day.

In this business, it is hard to plan out a full day, as you can schedule the weekly calls and meetings you have each week, but you are always just one phone call or email away from your day’s schedule changing. Then, the rest of the time you fill in with emails and calls that were not expected. Other tasks come up or get assigned, too. Each day is different. Some days wear you out, but that is what is so exciting about this job—every day is different and never the same. You never know if your day is going to be a good, bad or ugly day. But I love it.

Tell us what makes your brand so unique?

We are Domino’s Pizza, inventor of pizza delivery and the No. 1 brand in the world. CCR

One-on-one with... Glenn Davis

Director of Construction, Domino’s Pizza

What is the most rewarding part of your job? When I finish a new store and the CEO or operations say “wow” the first time they see it all finished. Name the three strongest traits any leader should have and why. Follows the Golden Rule: “Do unto others as you would have them do unto you” speaks for itself. Honesty: Your word is your honor, without that, you are a liar. Consistency: With this your subordinates will always know what is going to happen in any situation you face.



What was the best advice you ever received? Be optimistic by verify. What is the best thing a client ever said to you? My client is our CEO and the stores operations team, so my relationship with a client is different. How do you like to spend your down time? When owning a house, it is hard to actually have down time. But when I do, I love to go camping and get away. Being in the outdoors is the best way to relax and actually unwind. Spending that time with my wife and our pets in the woods is the only way to spend my down time.


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Meet the industry’s leading architectural building product firms


f you are looking for the industry’s leading architectural building product firms in the retail, restaurant, hospitality and other segments, we have you covered. Our exclusive annual listing provides the contact information and contact person at each company. If your firm is not on the list, contact David Corson, publisher, at Advanced Dealer Services LLC Benjamin Moore & Co. Erik Wahlberg, President 515 Salisburg St. Worcester, MA 01609 (617) 799-8403 Architectural Building Product(s): Long Term Surface and Air Sanitization System Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

Michael S. Ecke, Strategic National Accounts Manager 101 Paragon Drive Montvale, NJ 07645 (201) 949-6000 • Architectural Building Product(s): Paints & Stains Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

Best Access Doors Aquatherm LP Chris Jackson,

Cade Moore, Inside Sales 825 W 600 N Lindon, UT 84042 (801) 805-6657 Architectural Building Product(s): Polypropylene Piping System Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Commercial, Multi-Family

Business Development Manager 427 N Tatnall St. #76520 Wilmington, DE 19802-2230 (800) 483-0823 Architectural Building Product(s): Access Doors and Panels Markets Served: Retail, Corporate, Shopping Malls, Commercial, Multi-Family

Armatherm Construction Specialties

Andrew Berberian, Technical Sales 1 Titleist Dr Acushnet, MA 02743 (844) 360-1036 • Architectural Building Product(s): Structural Thermal Breaks, Thermally broken/Non-Metallic Z-girts Markets Served: Commercial, Multi-Family, Residential

ASSA ABLOY Opening Solutions Jan McKenzie, National Accounts 110 Sargent Drive New Haven, CT 06511 (512) 585-5205 • Architectural Building Product(s): Locks, Key Systems, Exit Devices, Closers, Door Accessories, Access Control, Hands-free Pulls, Doors, Frames, Architectural Professional Services Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family, Military/Government, Senior Living



Kelly Winkler, Public Relations Director, Alpha Dog Advertising on behalf of Construction Specialties 3 Werner Way, Suite 100 Lebanon, NJ 08833 (717) 517-9944 • Architectural Building Product(s): Hush Curtain that is a curtain/ privacy curtain; Acrovyn By Design that is wall & door protection; DriftReady™ Stairs - resilient stairs that will flex and remain stable and intact during a seismic event and other construction building products. Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Creative Edge

Jim Thompson, EVP & CCO 601 S. 23rd St Fairfield, IA 52556 (800) 934-8145 • Architectural Building Product(s): Custom design & fabrication of flooring designs Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial




7711 Center Ave., Suite 500 Huntington Beach, CA 92647 (800) 282-8786 Architectural Building Product(s): A QUIKRETE® Company and division of Custom® Building Products, CustomTech® provides the most advanced flooring preparation systems for large, complex commercial and industrial projects in North America. The company’s high-performance solutions were formulated alongside contractors to meet the most stringent strength, durability and ease-of-use project requirements. The CustomTech line features patches, levelers, primers and moisture mitigation products that are backed by an industry-leading system warranty. Markets Served: Commercial, Industrial

Dryvit Systems, Inc. Robert W. Dazel, AIA, CSI, LEED GA, Key Account Executive One Energy Way West Warwick, RI 02893 (800) 556-7752 • Architectural Building Product(s): Exterior Insulation and Finish Systems (EIFS) / Textured Acrylic Finishes (TAFS) / Commercial Cement Plaster (CCP) Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

Federated Service Solutions, Inc. Jennifer Ferris, President 30955 Northwestern Highway Farmington Hills, MI 48334 (248) 539-9000 • Fax: (248) 406-8010 • Architectural Building Product(s): Telecom Hardware & Software Markets Served: All Commercial Markets/IT Services

Kingsmen Projects US Stephen Hekman, Executive Vice President 3525 Hyland Ave., Suite 225 Costa Mesa, CA 92626 (619) 719-8950 • Architectural Building Product(s): Acrylic, Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, Garment Racks, Gondolas, Islands/Back Islands, Kiosks, Architectural Millwork, POP, Shelving, Slatwall MARKETS SERVED: Retail, Hospitality, Healthcare, Restaurants, Corporate, Shopping Malls, E-Entertainment



Lauren Albrecht, Strategic Account Specialist 138 1/2 W 1st. Ave. Columbus, OH 43201 (203) 707-9320 Architectural Building Product(s): Tile and Stone Installation Products, Concrete Remediation, Masonry Veneer Installation Materials, Resinous Floor Coatings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

PPG Services

Eric Fitzgerald, VP, Sales 242 W 30th Street, Suite 400 New York, NY 10001 (855) 336-4389 Architectural Building Product(s): Facility Painting (Service) – Regular maintenance painting, rebranding, rollouts, wallcovering installs, interior/exterior painting Markets Served: Retail, Hospitality, Restaurants


Lisa Schwartz, President 260 Centre Street Holbrook, MA 02343 (781) 767-2270 • Fax: (781) 767-2271 • Architectural Building Product(s): (Division 9 Finishes) – Acoustical Ceiling Resurfacing Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial


Five Concourse Pkwy, Suite 1900 Atlanta, GA 30328 (800) 282-5828 • Architectural Building Product(s): QUIKRETE® Re-Cap Markets Served: Commercial, Residential, Industrial


Alison Heitman, Director, Global Marketing Communications 10500 Seymour Avenue Franklin Park, IL 60131 (847) 671-4300 • Fax: (847) 671-6944 • Architectural Building Product(s): Flushometers, faucets, soap dispensers, hand dryers, sinks, urinals, water closets, showerheads, parts and accessories Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Government, Transportation, Entertainment













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

Contact us to talk about your project idea and learn how budget-friendly and quick a custom branding program can be. | 800-394-8145 CIRCLE NO. 19


ARCHITECTURAL BUILDING PRODUCTS Sto Corp. Window Film Depot Schoeny Jones, Marketing Leader 3800 Camp Creek Pkwy, Bld 1400, Ste. 120 Atlanta, GA 30331 (800) 221-2397 • Fax: (404) 346-3119 • Architectural Building Product(s): System: EIFS, Stucco, Cement Board Stucco, Hurricane Impact, Back up Wall, Rainscreen, Prefabricated Panels Products: Air & Moisture Barriers, Signature Finishes, Specialty Finishes, Standard Finishes, and Coatings Building Solutions: New Construction, Panelization, Restoration, Rainscreen Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family, Government, Sports/Convention/Entertainment Complex, Religious

Jeff Franson, President/CEO 4939 Lower Roswell Rd, Suite 100B Marietta, GA 30068 (866) 933-3456 • Fax: (770) 973-3986 Architectural Building Product(s): 3M Films & Graphics, DefenseLite, BulletShield, CoolVu Transitional Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

World Dryer Scott G. Kerman, Business Development Manager

Viking Electronics 387 N. 2nd Avenue #2I

Mike Busby, Marketing and Sales Manager 1531 Industrial St. Hudson, WI 54016 (715) 386-8861 • Fax: (715) 386-4344 • Architectural Building Product(s): Electronic Security Products Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multi-Family

Phoenix, AZ 85003-4542 (602) 524-0728 Architectural Building Product(s): Hand Dryers Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Don’t miss next months surveys

LIGHTING MANUFACTURER REPORT & GENERAL CONTRACTORS REPORT in the June 2020 issue. Listing form due by 6/8/20 36



1000 Sansome’s two-story entry lobby includes brilliant, translucent expanses of channel glass to give the space a modern look. © Rien Van Rijthoven



Mirror, mirror ...

Reinventing a historic warehouse through channel glass By Zach Passman


mid the revitalized shipping district of San Francisco, a four-story warehouse-turned-office space now stands in stark contrast to the historic personality of the city’s homes and offices. Spanning more than 60,000 square feet, the building is located at 1000 Sansome Street. As a part of the revitalization project, Lundberg Design & MacCracken Architects were tasked with updating the outdated space with a contemporary design and increased daylighting. MAY 2020 — COMMERCIAL CONSTRUCTION & RENOVATION


MIRROR, MIRROR... to take up residence in the space. Therefore, making sure that the In order to meet the design vision, design professionals in occupants can work in their own individual spheres without interrupcharge of the project needed to give 1000 Sansome a massive tion is key. facelift. The process to achieve their goals included a variety of With this in mind, Lundberg Design & MacCracken Architects issues that they had to overcome in order to create the right look and needed to work together to create a plan to maintain the necessary feel specified by the real estate company funding the project. privacy between offices, while still adding a Built in 1910, the building was origilight-filled modern flare to the area. nally a burlap sack warehouse in the historic Jackson Square. Architects and designers had an impressive task on their hands in Finding a solution turning the brick-and-timber warehouse into To better align with the desired contemporary a modern multi-tenant office. design, the architects decided to elevate the Prior to the renovation, the structure ceiling height and use large interlocking piecwas a dimly lit, low-ceiling building with a es of glass to divide the space. Throughout second floor entrance. Adding additional the lobby, architects chose to include channel complexity to the design process, the open glass, in hope of establishing a bold entrance floorplan on both floors of the original strucwhile still achieving daylighting goals. ture allowed for little privacy. The linear, “U”-shaped, cast-glass In a multi-tenant building, consider the channels used are self-supporting and amount of privacy that would be needed for mounted in a custom framing system. And the neighboring offices to work in harmony. to further increase the flow of light, the glass In many of these building types, a range was specified to not be frosted or obscured, — Daniel Robinson, Principal, MacCracken Architects of varying businesses have the potential only dual-glazed.

“Not only does the channel glass act as a beautiful divide between rooms, it also offers the durability we needed in place of solid walls.”

Large interlocking pieces of channel glass divide the space into separate offices. © Rien Van Rijthoven



We don’t just get permits.

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The channel glass allows light to filter deep into interior spaces, while still maintaining privacy. © Rien Van Rijthoven

Architects and designers had an impressive task on their hands in turning the brick-and-timber warehouse into a modern multitenant office.

Adding in the expansive translucent glazing system gave the historic building the sleek upgrade designers were hoping for. Furthermore, the channel glass helped to brighten the space, evenly dispersing light deep into the interior while still maintaining desired levels of privacy. “Not only does the channel glass act as a beautiful divide between rooms, it also offers the durability we needed in place of solid walls,” says Daniel Robinson, Principal at MacCracken Architects. ”We were happy to have found a product that helped us reach the desired aesthetic, as the glass allows light to diffuse into each part of the building.” In this application, the glass system was installed vertically. Intermediate vertical mullions generally are not required for vertical installations, as was the case with the 1000 Sansome building. Along with the expansive heights channel glass can reach, the glazing can be used in interior or exterior applications, with insulating properties for superior energy efficiency. Tempering and

filming options also are available to meet impact safety requirements. Additionally, the channel glass is available in a variety of colors and textures, not to mention numerous levels of transparency.

The final product

Walking into the 1000 Sansome building today, visitors will see a two-story entry lobby surrounded in brilliant channel glass. The architects and designers in charge of the project used the original maple floors, exposed ceilings and brick walls to provide a more relaxed office space, setting the building apart from the traditionally conservative settings of San Francisco’s financial district. The reimagined multi-tenant office building now includes a multifamily real estate firm as well as three floors of rentable office space. With the upgraded sleek, but relaxed feel of the lobby along with the prime location, the real estate company that owns the project has hopes that the building will attract more major advertising executives, software programmers, and real estate professionals. CCR

Zach has represented Technical Glass Products for 10 years. Technical Glass Products is a supplier of fire-rated and specialty glass and framing solutions for the architectural and commercial building industry.






The Works

By Mark Levine

Finding character within an outdated retail center


he Works, a retail destination in El Segundo, California, was once 57,000 square feet of outdated and underutilized brick buildings nestled across five acres and tucked away, off the main strip of Pacific Coast Highway 1. Three different nearby retail plazas, all serving specific markets, kept it out of sight and mind from consumers looking for something different.



THE WORKS And in today's world full of oversaturated retail centers, the challenge was to figure out how to make The Works relevant and memorable. Federal Realty Investment Trust challenged the Nelson team to reimagine the character and boost the attraction of this retail property that was lacking a visibility and interest from the public. It had to develop a more unique aesthetic and decided to prioritize common spaces and the pedestrian experience rather than maximizing parapet heights and size of signage for drive-by traffic. Uncovering the retail development's true character meant updating the overall look and feel—utilizing environmental graphics, creative place-making and landscaping, and own-able architectural elements to tell a story, bringing an underutilized shopping


Creating a feeling of individuality not only attracts new customers, but also tenants that better compliment the character of The Works.


center back to life and differentiating it from surrounding retail.

Transforming untouched space into social hang out spots

The "in-between spaces" at retail developments used to be just that, a path to get shoppers to their next destination. Today, those pathways and dead spots can be transformed into social gathering hubs that keep guests around longer and for more than one purpose. This can be accomplished through landscaping, lighting, functional seating, dedicated places for programming, and more. In one instance, lighting and cross beams connect what used to be a dark, unused alleyway, creating an intimate paseo from a rear parking field to the main storefronts. The new walkway features a



mosaic tile, adding texture and energy, and functional, quirky seating offers multiple moments for lounging and pausing in between stops. A walkway that was originally overgrown with bamboo planters now serves as a functional gathering spot, and potential for additional storefront. A former kid's play area was transformed into a dedicated space for the whole family to engage, complete with elevated seating opportunities, lawn games, and more. Nearby, once a simple hardscape plaza, now has a trellised seating lounge with charging stations and a water feature. A tucked away gap between two other buildings is now an extended patio for a food tenant and small programmable event space. The front parking along all buildings is buffered with planters and seating to define a much more comfortable zone for guests to linger, rather than go from the car to the store and back again. These transformations to untouched areas maximize comfort




THE WORKS and leisure for shoppers and improve the overall experience. Lifescapes International Inc. helped transform the development by creating garden-like settings throughout, adding shaded gathering areas, an intimate synthetic turf lawn, and more. Instead of car bumpers, concrete sidewalks and light poles cluttering walkways, there are green spaces, social gathering areas, unique water features and imaginative landscapes. Together, place-making and landscaping add character and activate dead spaces, bringing purpose back into the development and attracting new tenants.

Using environmental graphics and art to tell a story

Environmental graphics and art can be used to enhance an experience and help tell a brand-driven story. Art sculptures can celebrate the neighborhood or give historical context, while graphics can help emphasize a development's tone of voice. There was an effort to re-evaluate existing artwork and include it. To enhance the social spaces within The Works, additional public art was layered onto the existing architecture to reflect a new personality for the development. The property already had an array of existing metal sculptures that had lost their context, but in relation to the new design, some of the sculpture provided re-discovered whimsy and joy that helped improve the overall character. A horse in brushed metal finishes and a crane stand as singular examples. The team repurposed some sculptures from the original venue and found a second life for the work that may have otherwise been lost and forgotten. An art installation by local artist Punkmetender was incorporated and a new fitness tenant added their own graphics on the side of their building. And entirely new signage program was developed integrating the "The Works" identity as part of the comprehensive strategy. And will be phase in over time, as budget allows. Nelson also utilized more playful typography to reflect the neighborhood's eclectic vibe while bringing an element of localization to the development.


In today’s world full of oversaturated retail centers, the challenge was to figure out how to make The Works relevant and memorable.




Offering opportunities for individuality

Cookie cutter storefronts can only get you so far. Giving façades own-able architecture can add character. Eliminating the clutter and distraction of clunky fixtures and worn color schemes can quickly make a huge difference when taking the first steps toward adding own-able architectural features. To differentiate retail spaces for The Works, there are a set of guidelines for tenants to choose from, including various paint colors or plaster finishes from a set palette and graphics to be used on the outside of the buildings. Without expensive re-construction, the



palette scheme works well in creating variations along the pedestrian walkways. It also provides tenants the freedom to express themselves in a way that typical retail centers would never allow. It is rare for a landlord to allow a big box store to paint their building any color they want or use large murals across its exterior walls. It is typically a tan box with the largest sign possible installed. The scale of The Works storefronts, and the social hubs that interlock it, allow for the independence to explore many other possibilities. Creating a feeling of individuality not only attracts new customers, but also tenants that better compliment the

character of The Works. Nelson transformed the space from a dated retail center to a contemporary neighborhood destination with a quirky, service-driven tenant mix to distinguish itself from the adjacent retail properties. What used to be a dated retail center struggling to find its place with traditional tenants, is now aspiring to a playful, creative and welcoming retail destination with more unique service-oriented tenants like a cake decorating studio, hip barber shop, fast-casual Mediterranean restaurant and yoga studio. The new retail environment offers a distinguished experience from the norm to local consumers with its eclectic, artsy and playful vibe. CCR Mark Levine, Managing Director of NELSON Los Angeles, leads the Western Region Mixed Use Practice. He has been based in Southern California for the majority of his 25 year career, and principle architect on hundreds of retail and commercial projects throughout the US and in various Asia Pacific markets.






• * Afternoon check-in. • 5:30-7:30 PM: Welcome Reception • 7:30-9:30 PM: Table Top Exhibit, Dinner and Scavenger Hunt

Sponsored by:

Wednesday, Jan 14th, 2021:

• 7:45 - 8:45 AM: Breakfast buffet with Round Tables discussions & Speaker. • 9:00 - 10:15 AM: AIA Seminars. • 10:15 - 10:45 AM: Coffee Break. • 10:45 - Noon: AIA Seminars. • 12:15 - 1:45 PM: Plated Lunch with Speaker. • 2:00 - 5:30 PM: One-On-One Appts. • 7:00 - 10:00 PM: Gala Reception

Thursday, Jan 15th, 2021:

• 8:00- 9:00 AM: End User Breakfast Only. • 9:00- 11:00 AM: Air Boat Everglades • Early Afternoon Flight Home

Contact David Corson 678.765.6550 or e-mail End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary hotel, airfare, transportation



Kitchens Meghan Scott, Designer/Author, //3877

Designing perfection How The Grill went from empty shell to upscale DC eatery

A special supplement to:

Photography by Rey Lopez



Designing perfection How The Grill went from empty shell to upscale DC eatery By Meghan Scott


ocated in the District Wharf area of Washington DC, The Grill marked one of the first //3877designed restaurants to open in early 2020. A contemporary, upscale American eatery spanning 5,400 square feet, the project was a collaboration between //3877, a multi-disciplinary firm that focuses on single-family, multiple-unit residential, commercial, restaurant and hospitality projects, and KNEAD Hospitality + Design. Working together for a third time, the two firms were familiar with each other’s creative and logistical processes, allowing them to expedite the design phases. They started off as most projects do, with a project kick-off design session to discuss the client’s vision for the space—its function, mood, color palette, the restaurant menu, and the general atmosphere they wanted to create for patrons. In tandem with creating the mood and vision, they worked through various floor plan options; the space is long and narrow, posing challenges as to how they wanted the kitchen to be oriented, where the bar would be situated, how the seating would be organized, and which location made the most sense for the restrooms.





In the initial design kick-off meeting, the client expressed interest in prioritizing an open kitchen to showcase the state-ofthe-art Josper Basque Grill—a feature that became the first factor to determine the hierarchy of the space, making sure the grill was seen from all areas of the restaurant. In a similar vein, the second space-planning priority was the bar, which would ideally be the secondary focal point of the space. To do this, //3877 and KNEAD envisioned the bar to be round, close to the entry, and to offer views of the kitchen while also seen by the seated restaurant areas. Once these architectural details were set—a decision that took multiple iterations—they worked through the restroom and seating orientation. All-in-all, the design phase took approximately six weeks to develop, working through 10-15 different test fits.

From start to finish, construction took 28 weeks to complete, with kick-off happening on July 16, 2019, and the punch-list walk-through on January 31, 2020.






The next design development stage took another six weeks to finalize. In this phase, the teams identified materials by assessing the details and interfacing with lighting design and MEP engineers. The general contractor, Building Resources, Inc. (BRI), was also brought-on during this stage. The teams learned that having the contractor on-board during this early stage in the process helped with cost estimating and pre-construction, allowing them to become familiarized with the project and, ultimately, enabling for a smoother construction phase. For the next phase of permit, pricing and construction development drawing, they enrolled in Velocity—a Washington DC-based expedited permitting process that allowed them to fast-track the typical 12-16 week of permitting process down to four or five weeks.

From start to finish, construction took 28 weeks to complete, with kick-off happening on July 16, 2019, and the punch-list walkthrough on January 31, 2020. The project space was delivered as the shell of a new construction building. One of the biggest structural changes made to the shell was replacing a portion of the existing storefront along the water and adding a storefront along the north west wall. This allowed them to increase the natural daylight in the space and expand the views to the water and beauty of the District Wharf.

The Grill’s construction process was quite a seamless one, despite a number of moving parts and key players.



Looking out on the water

Housing 108 seats inside, with an additional 82 seats on the enclosable, wrap-around outdoor patio that faces southwest out over the water, //3877 worked with KNEAD to create a polished,

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mid-century modern design that favors sophisticated Miami influences—like plush banquettes, poured terrazzo flooring, and rose gold accents. Soft colors such as the pale pink on the ceiling combined with bleached oak, handmade tiles, and copper accents define the lightness of the overall space and balance with darker walnut paneling to provide some drama to the subtle color story. Upon entering the vestibule, guests are greeted with linear wall-paneling that is bathed in light, projecting movement and texture. As patrons approach the monolithic concrete host stand, a low ceiling and illuminated columns provide intimacy and focus for the check-in experience. That ceiling then ascends, providing the guest direction toward the bar and dining area.


An inside look at The Grill team Landlord: Madison Marquette Client: KNEAD Hospitality + Design Architect/Interior Designer: //3877 Team Members: David Tracz (Co-Founder and Principal), Kaitlin Eckenroth, Meghan Scott, Megan Greggory MEP: FACE Engineering Lighting Design: FLUX Studio Kitchen Design: EVI/Singer General Contractor: BRI-Building Resources Inc. Subcontractors: Electrical – Newcomb Electric; Tile Installer– Sandia Tile; Millworker – New Era Custom Design; Signage and exterior enclosure – Art Display


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The three-sided bar anchors the space as a focal element, featuring a glass, rose gold and wood back bar and a custom, rose gold chandelier from Juniper lighting. Also working closely with lighting designer Flux Studio, //3877 and KNEAD emphasized the drama of the space through a thoughtful lighting program; the stepped ceiling and cove lighting take full advantage of the high ceilings, enhancing the dramatic views of the Potomac River. The cove lighting, accented with a rose gold paint, creates a shimmery, incandescent effect, reminiscent of the waters and sunset found surrounding Miami. Above the bar, a gold chandelier scallops the ceiling, anchoring the space to further enhance the "Mi-Mo," or "Miami modern" vibe. Comprised of a few hundred suspended pieces from Juniper lighting, this installation took a lot of

About the Designer/Author

» Meghan Scott, //3877 Meghan Scott is a multi-disciplinary designer at //3877, a multi-disciplinary firm that focuses on single-family, multiple-unit residential, commercial, restaurant and hospitality projects. Scott has degrees from The George Washington University and Savannah College of Art and Design. She began her career in the fashion industry specializing in Brazilian swimwear and lingerie, advancing to Creative Director, where she led design teams across six divisions, multiple brands, in addition to, private label design. After spending years in fashion, she made the career shift to interior design and architecture, bringing a unique perspective of the tactile in the built environment space. Scott strongly believes that design is all about the user experience. While a design consists of a multitude of moments, elements and details, some of which are sometimes never noticed, the design’s true success is found in the feelings and emotions of those with whom it interacts.



heavy installation coordination between the general contractor, the electrician, the design team, and the lighting manufacturer, in order to determine how to best conceal the blocking for the fixture and LED drivers behind the pristine-stepped gypsum board ceiling. BRI used a 3D-laser projector to plot all of the chandelier attachment points up onto the plywood blocking, so that roughins could be coordinated. Once the finished ceiling was installed, BRI replotted the exact points to finalize the install points for each piece. All this coordination was done ahead of time, with everyone involved from the beginning, so that by the time the chandelier was assembled and shipped to the site, BRI was able to install easily and efficiently. For the open display kitchen, which showcases the aforementioned modern, wood-fired Josper Basque Grill, soft rose colored handmade tiles are the backdrop to the highly visible expo line. Moving further into the space, an illuminated interior trellis—crafted from textured wood and flanked by a decorative wine wall—connects the two seating zones of the restaurant. The front and back dining zones are defined by fluid curvilinear banquettes that create comfortable, intimate seating while simultaneously breaking down the open expanse of the restaurant. For the back wall, which is seen as a focal feature from the exterior of the restaurant, we worked with Kalisher to create a custom, oversized mural that features a tropical, muted palette, with palm trees and birds—a nod to the lush atmosphere of Miami’s South Beach. Tucked away at the back of the space, the restrooms transport the guest to a Miami paradise with tropical mural tiles and cracked ceramic tiles with custom pink grout. Ultimately, The Grill’s construction process was quite a seamless one, despite a number of moving parts and key players. CK


By James Hatch

With honor

Remembering veterans on the USS Arizona


rizona’s Salt River Pima-Maricopa Indian Community first began work on a monument for the USS Arizona after it was gifted a flag from the ship in 2007. The USS Arizona was destroyed in the Japanese attack on Pearl Harbor on Dec. 7, 1941. The community’s goal was to create a remarkable space at the Salt River that would forever pay tribute to, and recognize the individuals aboard the ship that day; sharing their stories and their sacrifice.



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Upon completion, the USS Arizona Memorial Gardens at Salt River spans the exact length and width of the USS Arizona.

After more than 10 years of negotiations, the Salt River Indian Community became the recipient of a large part of the superstructure of the USS Arizona (BB-39), identified as the original Boat House, and planned to build a garden around it. The Boat House relic is the largest and only piece ever given to a tribal community. American Legion Post 114, the “Bushmasters,” was one group of predominantly Pima and Maricopa Native Americans who participated in the monument’s design and creation. The native community wanted to design a space that would help people recognize the service of many Native Americans who have fought in WWII for the United States and continue to service all arms of the military to this day.



Overcoming challenges

Once the Salt River Indian Community had secured the relic for the museum, it had to be transported from Honolulu, Hawaii to Arizona by the US Navy. “Before the relic left Hawaii, the Tribe sent over Tribal Elders, some who were Medicine Men, to perform a Blessing Ceremony for the Spirits of the Entombed sailors, and to ensure safe passage of the Relic and the Navy members escorting it,” says Ken Keating, Kovach’s manager on the project. The Boat House weighed more than 800 pounds, and with the steel stand it is more than 2,000 pounds. Like most designs, the new memorial needed to incorporate the elements that were already existing on the site. That is when Kovach and


the project architects and contractors came together to develop the best design for the desired intent and budget. Great care had to be taken to honor history and create a public landmark that could be shared by all.


Upon completion, the USS Arizona Memorial Gardens at Salt River spans the exact length and width of the USS Arizona. It is comprised of hundreds of pillars, formed to the exact size and shape of the ship. The Boat House relic is placed in the same approximate location as it would have existed on the ship before it was struck in an ammunition magazine by a Japanese torpedo bomber. The monument’s raised and lit pillars represent the members of the crew who lost their lives in the attack, while lowered pillars represent the crew that survived the attack. Other tributes at the site include benches with quotes from survivors of the Pearl Harbor attack, detailed hand-drawn blueprints of the USS Arizona, wood planks from the deck of the Battleship and wind chimes with the names of those who were lost on that day.


The Kovach Factor

Kovach was proud to participate on this project, providing all metal scopes of work for the Boat House relic. The building envelope design included wall panels and soffits on the exterior. Kovach made the panels and trim first in .063 aluminum in light copper color. Kovach also clad the base and pedestal for the relic in a charcoal-color painted aluminum. Important in the structure of this project was consideration for the hot climate in Arizona. It is critical that the building maintain its function and design for decades to come without cracking, fading or failing. Part of what made this project special was partnering with the Native American community. “I still appreciate my cultural sensitivity banner provided to me by the tribe after I attended a class with them to learn their history and understand the historical importance of the materials and artifacts,” Keating says. “It was something I will never forget being involved in.” FC — Ken Keating, Project Manager, Kovach

“I still appreciate my cultural sensitivity banner provided to me by the tribe after I attended a class with them to learn their history and understand the historical importance of the materials and artifacts.”








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Spotlight on the USS Arizona On Dec. 6, 1941, the USS Arizona returned to its base at Pearl Harbor. The next morning, at approximately 7:55 a.m., Japan launched a surprise attack on the naval base. For nearly two hours, more than 350 Japanese aircraft— which included torpedo planes, bombers and fighters—dropped bombs on U.S. vessels. At approximately 8:10 a.m., the Arizona was struck by a 1,760-pound projectile, causing munitions and fuels to create a massive explosion that reportedly lifted the battleship out of the water. As it sank, the ship was struck by more bombs. While some 334 crew members survived, the death toll on the Arizona was 1,177. The USS Arizona was among four battleships destroyed during

the attack (the USS Oklahoma capsized). Along with various other damaged vessels, some 2,400 people were killed. On Dec. 8, 1941, the United States declared war on Japan and effectively entered WWII. Built for the US Navy in the mid 1910s, the Pennsylvania-class

At approximately 8:10 a.m., the Arizona was struck by a 1,760-pound projectile, causing munitions and fuels to create a massive explosion that reportedly lifted the battleship out of the water.

battleship was named in honor of the 48th state's recent admission into the union. The ship was the second and last of the Pennsylvania class of “super-dreadnought” battleships. Built at the naval yard in Brooklyn, New York, the Arizona was commissioned on Oct. 17, 1916, joining the USS Pennsylvania as the only two battleships of the Pennsylvania class. At the time, the Arizona was one of the U.S. Navy’s most heavily armed vessels, boasting a dozen 14-inch guns and 22 5-inch guns. In addition, it was, at the time, the largest ship in the Navy’s fleet, with a length of 608 feet and a displacement of 31,400 tons. During WWI, the Arizona monitored the eastern coastline. In December 1918, it was among the ships that escorted the USS George Washington, which transported President Woodrow Wilson to the Paris Peace Conference. Over the next decades, the Arizona engaged in various exercises and training maneuvers, eventually undergoing a major overhaul in 1929–31. Faced with the United States’ possible entrance into WWII, naval officials ordered the Arizona to undergo additional improvements in 1940–41. Today, the USS Arizona Memorial at Pearl Harbor in Honolulu, Hawaii marks the resting place of 1,102 of the 1,177 sailors and Marines killed during the Dec. 7, 1941 attack, forever commemorating the events of that day.

Library of Congress. United States. Office for Emergency Management.

James Hatch is VP of Preconstruction at Kovach.







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Turn the page By Lance Williams



Mixed use community delivers sustainability to NoHo West California neighborhood


uilt in 1955, Laurel Plaza in North Hollywood, California, has had quite a history. Today, it is entering the next phase of its story. The building transitioned from its original May

Co. store to a bustling shopping center with Macy’s as its anchor, before suffering significant earthquake damage a few years ago. The forgotten and dilapidated shopping center has been well on its way to revitalization thanks to new developers with a vision.



The former Laurel Plaza will soon become NoHo West, a mixed-use community complete with creative office space, apartments and retail. The project will include a variety of environmentally friendly features, like electric car charging stations, bicycle parking and a solar energy canopy above the parking garage. Due to the progressive and forward-thinking nature of the project, it was decided to design and build the new development to comply with impending 2020 California code that will require continuous insulation in all new constructions. Additionally, new design needs and costs required valuing engineering to cut down on budget and construction schedule.


The building owner, Merlone Geier Partners, and Los Angeles-based STIR Architects called for continuous insulation as the backbone for new exterior wall systems that would become the standard


Because the team chose a solution that could serve as both continuous insulation and WRB, they were able to decrease material and labor costs while shortening the construction timeline.


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of 21st Century construction. The building’s original design called for continuous insulation to be applied with the water resistive barrier (WRB) membrane adhered to the face of the continuous insulation. After additional budget and scheduling needs were considered, the design and construction team needed to find ways not only to reduce the construction cost and timeline, but also to reduce the project’s overall carbon footprint. Tim O’Conner, with Superior Wall Systems (SWS), the subcontractor responsible for exterior wall systems on this project, worked closely with insulation manufacturer Atlas Roofing Corporation to alter the wall assembly for better performance and reduced labor and cost. SWS decided to use the exterior wall insulation as the WRB as well. This new assembly allowed the removal of the adhered sheet WRB in favor of taping the joints. Atlas’ EnergyShield Pro is a foil faced continuous insulation and, when an approved tape is properly adhered, can fulfill




the needs of a WRB. Additionally, it is a versatile insulation and is compatible with the multiple types of cladding used on this project. SWS was able to provide a solution to the architect and building owner that not only met these specific design needs, but also ensured long-term energy efficiency, and reduced the project’s carbon footprint and construction schedule by eliminating construction materials. With the pending 2020 California code changes on the horizon requiring exterior wall systems to include continuous insulation, the team had to choose the right materials for regulatory compliance with the design flexibility needed to support the vision of the project. Tim O’Connor, SWS’ Pre-Con Director and Chief Estimator, worked closely with the building team to find a system that would meet all the design and code requirements. A third-party testing company performed an inspection to validate the joints as the WRB in lieu of a peel and stick membrane on the project. Results of the testing determined they were acceptable and met all necessary requirements.

The NoHo West team


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Because the team chose a solution that could serve as both continuous insulation and WRB, they were able to decrease material and labor costs while shortening the construction timeline. This multifunctional solution additionally reduced the environmental impact caused by excess construction materials and waste. Thanks to the valued work of all involved, the exterior wall system will have fewer thermal breaks, thereby saving on long-term energy costs. With less pressure placed on the building’s HVAC system, the GREENGUARD Gold certified joints will reduce the building’s overall carbon footprint due to reduced heating and cooling needs. All visitors to the new NoHo West development will now enjoy a comfortable place to live, work and play in a revitalized—and green—neighborhood hub. MH




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‘Deemed Essential’ How the cannabis industry is finding its relevance in today’s unprecedented times


here are now curbside pickup and delivery options for cannabis, which has been an essential business is some states. Yes, you read that correctly. Cannabis

was deemed an essential business. What a long, strange trip it has been, right? Turns out, in some ways, the coronavirus crisis

By Dan O’Neill Dan ONeill is the owner of Dan O’Neill LLC, a sales, marketing and business development company focused on customer facing solutions in targeted markets, including cannabis and hemp. He is currently working with New Tropic Ventures in Santa Rosa, California.


could inspire a revolution of sorts in the legal cannabis industry. During the lockdown, 33 states across the country were allowed to offer some form of sale and consumption of marijuana. And of those states, more than 20 have designated the cannabis industry as essential during the coronavirus outbreak. The news came none to soon. According to cannabis industry analytics firm Headset, cannabis sales in the United States hit overdrive in mid-March, with sales growth powering up 64% in the week ended March 16. The increase was the highest spike since early 2019. The




THE CANNABIS CHRONICLES numbers went down after consumers replenished their reserves for fear dispensaries might be closed amid the myriad shutdowns. Headset data showed that sales steadied to the “mid- to high-single-digit” range recently. With the entire global business world placed in an unprecedented situation due to Covid-19, the legal cannabis business landscape continues to have its share of twists and turns. The good news was that the decision to deem cannabis stores as essential likely kept many outlets, and their suppliers and farmers from total disaster. Unlike similar industries—take the deeply hurt restaurant industry, for example—legal cannabis businesses are not recognized by the Federal government and, therefore are “on their own’ to survive the times, i.e., no Paycheck Protection Program (PPP). Being deemed essential from a supply chain standpoint likely saved the fledgling industry in most legal states. Compounding the confusion, retail stores (dispensaries) have complex and stringent customer access restrictions and security measures to navigate. In the past, medical licenses and legal IDs were required before entering any store. In turn, the use of credit cards is extremely limited or non-existent due to national banking restrictions.

So even with the advent and creativity to institute curbside pickup, the logistics and transactions caused significant challenges. Many states, including Colorado, had not previously legalized home delivery of cannabis. Many are seeking to fast-track legislation to begin that type of licensing for the future. Online ordering was also a thing of dreams for cannabis retailers. Today, that has been approved in conjunction with curbside pickup through emergency orders. A spokesman for the Denver-based National Cannabis Industry Association said he is eager to see how the industry proves that cannabis businesses can run these types of operations—and do so effectively—under extremely dire circumstances. And while all of these measures have helped the legal cannabis market make its way in these trying time, there still are plenty of concerns to be addressed. For starters, the industry’s supply chain starts with farming. The heavily labor-intensive and timely planting season is underway, which means social distancing and other pandemic best practices will be put to the test. In addition, pre-pandemic, investors were getting more realistic about the potential of cannabis stocks. Now, with the industry and economy in flux, many investment opportunities and corporate expansion plans are being put on hold.

During the lockdown, 33 states across the country were allowed to offer some form of sale and consumption of marijuana.



Cannabis beyond the pandemic

While it will be interesting to track how the cannabis industry fares in the current and post pandemic landscape, there are some trends starting to take shape. For example, there will be more mainstream CBD companies. Industry consolidation will include more vertically integrated multi-state operators that can withstand the type of market volatility we are experiencing now. The good news is that smaller cannabis companies are proving resilient. Companies that run tighter ships, i.e., smaller staffs and leaner inventories, have been able to maximize their production efficiencies and maintain inventories. As the industry continues to mature, cannabis companies will have to pay close attention to economies of scale and automation in manufacturing. Look for more companies to become multi-state operators in order to eliminate redundancy. With the activity surrounding delivery, drive-thru and curbside pick-up transactions, there will be closer attention paid to in-store experiences, with social distancing procedures taking hold. As the future of the cannabis industry remains bright, predicting what and how everything plays out will be interesting to watch play out. CCR

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MAY 2020 • VOL 4 • ISSUE 3

The Voice of Craft Brands

John Harris, Owner & Brewmaster, Ecliptic Brewing

Heavenly brew How Oregon’s craft beer icon gave Ecliptic Brewing its place in the stars

The Voice of Craft Brands

Heavenly brew How Oregon’s craft beer icon gave Ecliptic Brewing its place in the stars



MAY 2020


By Michael J. Pallerino

John Harris loves astronomy. You know, the natural science that studies celestial objects and phenomena. Things like planets, moons, stars, nebulae, galaxies and comets. Take one look at the names of the beer that dot the collection of his Portland, Oregon brewhouse, Ecliptic Brewing, and you get the picture. As Harris tells the story, ecliptic is the path that planets take around the sun each year. Those rotations, if you are following along at home, can be seen in Ecliptic’s seasonal beers and menu offerings. Harris honed his craft until it made him an iconic figure in the world of Oregon beer. As a brewmaster at Deschutes Brewery and Full Sail, his creations spawned some of the state’s most beloved offerings, including Jubelale, Obsidian Stout, Black Butte Porter and Mirror Pond, to name a few. In 2013, he transformed that legendary status into Ecliptic Brewing, a must-visit brewery and restaurant in North Portland. With its Brewer’s Spotlight Series and Rotating Lager Series offerings, Ecliptic is the brand today’s craft beer lovers anxiously wait to see what comes next. Flagship beers like Starburst IPA, Carina Peach Sour Ale, and Capella Porter, or seasonal favorites like the Quasar Pale Ale and Filament Winter IPA. And don’t forget its special releases and Cosmic Collaboration beers. Today, along with being available up and down the Oregon coast, you can find Ecliptic beers in the state of Washington, Northern Idaho, Colorado, North Carolina, Canada and Japan. To get a line on where the Ecliptic brand is today—and what the future holds—we sat down with John Harris (JH), owner and brewmaster, Erin Grey Kemplin (EGK), sales manager, and Colette Becker (CB), marketing manager.

What are some of the adjustments you made to your business model surrounding the recent state of events? JH: Well, losing all of our free cash flow from the restaurant has been an adjustment. We have lost thousands of dollars weekly. We have gone to an all takeout business model in the restaurant. All of our draft production has been swept into cans. EGK: Our sales team focused mostly with the on-premise side before COVID. Once it hit, we pivoted very quickly to the off-premise model.

What kind of conversations are you having with your customers? JH: We are trying to stay engaged with our fans through social media. EGK: We try to find ways we can help them. What needs do they have that we can help fulfill? How can we do our jobs while still making sure they are comfortable during our interaction with them? CB: When COVID first struck, things felt very somber and serious. There were adjustments to be made in the

ways we engaged with our customers. That had to be acknowledged. It almost didn’t feel right to announce a new beer or menu item in our restaurant. It shifted quickly to a “how can we help” type attitude. But as time went on and this became the “new normal,” we wanted to bring some light heartedness and normalcy back to our brand. We resumed beer launches in safe ways, like holding virtual release parties on Zoom, and started posting regularly on social media, minding our tone, but having fun. For example, we started Space Trivia for takeout orders. Every takeout order included a Space Trivia card, and people could post a picture of it on social with their answer. Each week we choose a winner for some free Ecliptic swag.

What role should a brand play in being a leader in a distressed market? JH: At this time, they should bring good value and a high quality product. Give people something comforting. EGK: Try to shift the focus off of us and onto them (the accounts). CB: I believe in upholding positivity and hope, while remaining mindful of current situations. So it is not all “unicorns and sunshine” all the time, but to be calm and mindful, sometimes even a bit playful, can evoke a certain strength during distressing times. There is so much negativity in the media and online conversations; it is refreshing to see a brand you know and love just “keep, keeping on.”

What is the best piece of advice you can offer to other brands in these unthinkable times? JH: The first four weeks of the shutdown we were really treading water. We were just waiting for it to end. Recently, we have been more like, “Well, here we are, it is where we are, and we need to just start moving forward. Let’s look for new opportunities. Time to pivot. Who are we now?”

Give us a snapshot of today’s craft spirits market from your perspective. JH: Cans are king. No one wants bottles anymore. It is time to keep innovating and explore all possibilities in beer.

What is likely to happen next? EGK: The bars and restaurants will start to open very slowly, but people will be extra cautious. It will take a long



Ecliptic Brewing

time to get back to where we were. As the bars re-open, I think that will be reflected in slower package sales. CB: I think this situation is going to affect our world in more ways than we can fathom, when we get the green light into returning to “normal.” There are discussions about what bars and restaurants will look like or how they will operate—small things, like, will we continue having reusable menus? Or will they be used one time and recycled?

What trends are defining the space? JH: New takes on IPA. Lager beers. Special releases. EGK: Cans, cans, and more cans. CB: I have definitely noticed lots of craft lagers. We just celebrated the release of our first Cosmic Collaboration of 2020 with another local brewery, Ruse Brewing, on an Italian-style Pilsner—another style we have noticed in the market. I know I am biased, but it is fantastic, crisp. We are really excited about having a canned craft lager.

With John’s rich history in Oregon’s craft beer scene, people are excited to see what sort of creativity he was able to bring to his own brand—a place where he could lead the charge. At Ecliptic, we make beers that people want to drink. It is what the market is looking for. But we also have our Brewer’s Spotlight Series, which gives each of our brewers a chance to play and experiment in the brewhouse. You might see some more unique or historical styles there. Whatever the beer style, Ecliptic’s beers also aim to teach some astronomy, so you can always learn a little something, if you want to. John was also determined to have a brewery with great food. In the past, he had always heard people say, “Let’s grab a beer from so-and-so brewery, and then go get dinner elsewhere.” His mission was to make Ecliptic Brewing synonymous with delicious food—a place where people could visit for beer and dinner. Ecliptic’s cuisine is unique, but approachable. Our story is also about our people. Ecliptic Brewing strives to provide excellent service in all aspects of our business—from the front of house restaurant team, to our brewery representatives visiting accounts, and our brand ambassadors pouring at festivals. Our enthusiasm comes from loving where we work, because Ecliptic Brewing takes great care of its employees. Overall, our story is about the grandness of space and our place within it, celebrated with high quality food and beer, and made, served and sold by happy people.

What is your branding strategy? JH: High quality food, beer and service.

What is the biggest issue today related to the marketing and sales side of the craft beer business?

Hop selection.

What is your story from a brand perspective? JH: We are the space brewery—fresh beer from earth. CB: John’s answer is the sweet and simple one: fresh beer, from Planet Earth. I can elaborate. Ecliptic Brewing is about uniting John’s two passions: beer and astronomy. Yes, our “theme” is space, and that is expansive and fun for branding. We will never run out of spacethemed beer names. But there is a lot more to our story. We are about bringing people together with good food and great beer. Everything funnels down—from space, to Planet Earth, to the USA to Portland, Oregon, right to Ecliptic, where we take you on a journey back to space.



MAY 2020

EGK: The sheer volume of options. How do we get the word out about what Ecliptic is doing when it feels like there are at least 20-plus new beers coming out every day? I see the Instagram posts from the local bottle shops, and it feels like there is a wave of new cans and bottles hitting the shelves daily. So many of those beers have incredible labels. How do we make sure we don’t get missed in a market like that?

What is the secret to creating a branding story that consumers can buy in to? JH: Make sure they learn something along the way. For instance, we use space beer names to get folks to look at astronomy.



Ecliptic Brewing

CB: Give people a real, inside look at your brand—humanize it. A brand can often feel like just that—a “corporation” or an innate thing that’s perfectly constructed. But we are real people. It is fun to show consumers the faces behind the brand. What do we do every day to make our products and why we do it? For example, we have a “Featured Employee” on Instagram each month. This highlights what their role is at Ecliptic and how long they have been a part of our team. We have low employee turnover for the industry. We take pride in the fact that our employees tend to stick around for a long time. Our chef has been around since we opened, along with others. It is also important to stick to your branding story. Space is incorporated into everything we do, even subtly. You are creating an experience for your customers and encompassing them into your “vibe” from the moment they pick up your beer on a shelf or walk into your taproom.

What is the one thing every craft beer brand should be doing in the way of marketing? JH: Daily interactions on all social media platforms. EGK: Utilizing Instagram to the fullest extent of what it can offer and doing it well. In my opinion, it is the best marketing tool out there. But it needs to be done well. Anyone can have an Instagram account, but very few have a great Instagram account. CB: Social media is so important. It is the voice of your brand, an extension of your overall brand experience. It is often the quickest way to reach your customers these days, too. In the times of COVID, we were able to use social media to send immediate updates to fans about what was shifting with Ecliptic.

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

How you can connect with .... Ecliptic Brewing 825 North Cook Street Portland, OR 97227 Facebook: @EclipticBrewing Instagram: @eclipticbrewing Twitter: @EclipticBrewing

JH: We are continuing to give beer drinkers what they want. Watch trends and find ways to use them in our planning. At Ecliptic, we still have strong demand for our beer and brand. Working on finding how to get more beer made. Our physical space is maxed out. We are working with some MBA students at looking at what opportunities we can leverage.

What is the biggest item on your to-do list right now? JH: Get through to the new normal. CB: Figuring out how we convey who we are when we do not have a physical brewery for our customers to be immersed in right now. How do we stay agile, shift and create new opportunities, but also stay on brand?

What is the most rewarding part of your job? JH: Watching people enjoy our beers and food in our restaurant. EGK: Working with others in the craft beer community— whether it is bars owners, retail shops, other reps/brewery staff and our internal team at Ecliptic. I love being part of this bigger, like-minded group. CB: When I hear someone say how much they love one of our beers, I get all the warm fuzzies. It reminds me why I do what I do every day. You are so often looking ahead toward the next beer launch, that it is nice to stop and be present in the moment to talk to people about their experience with your brand.

What was the best advice you ever received? JH: Don’t open a restaurant with less than 100 seats.

What is the best thing a customer ever said to you? CB: Someone once told me that not only do we have amazing beer, but our whole brand was on point. They loved our social media, our graphics and packaging, working with our sales team, our events. It was incredibly humbling and truly one of the best things I had ever heard, because we work so hard for this each and every day.

Packaging Team



MAY 2020





Back to the future Innovative lighting meets high-tech research in turn-of-the-century university building By Jason Broadhurst


s part of the Lazaridis School of Business and Economics at Wilfrid Laurier University, the Lazaridis Institute supports highgrowth technology companies through research, programming and education. So, it proved to be an interesting juxtaposition when the Institute selected a turn of the century building in Kitchener, Ontario, as the base for its new Executive Development Center.



BACK TO THE FUTURE The circa 1900 building was the former home of a manufacturer of wooden seats for theaters and arenas. Exposed wood ceilings, structures and columns formed the foundation for what was to become a sophisticated, upscale office and event space for the Institute. Dfy Studio was hired to design the transformation from old to new, developing a modern facility that supported the existing elements of the space. “We had beautiful bones to work with,” says Tahani Gunal, senior designer at Dfy. “We wanted the elements of the lighting and walls to create a clean, crisp and vibrant environment.”




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BACK TO THE FUTURE The exposed ceiling in the main event room posed a challenge for lighting. Fixtures needed to hold their own in a space that already had a lot going on with open beams, pipes and duct work. And the space itself would serve many functions, from presentations to social events to breakout meetings. The designers needed a fixture that would not only provide versatile lighting for the varied functions, but would be dynamic enough to add the “wow” factor they wanted to achieve for the space. The multi-award-winning Arena was the lighting system of choice. A unique magnetic ring by Eureka Lighting, 12 Arena fixtures were placed across the industrial ceiling. Arena’s seamless circular profile has a discreet, innovative low-power ring and instant magnetic connections. Light sources can be placed, without tools, anywhere along the ring to create a unique lighting environment.

Inside the Lazaridis Institute Project Client: Lazaridis Institute’s Executive Development Center (Wilfrid Laurier University) Location: Kitchener, Ontario, Canada Designer/Specifier: Dfy Studio Completed: August 2019

“We had beautiful bones to work with. We wanted the elements of the lighting and walls to create a clean, crisp, and vibrant environment.” — Tahani Gunal, Senior Designer, Dfy





Three Slice luminaires are attached with magnets across the 54-inch diameter of each Arena. Slice features an 8W LED linear light engine with a custom-engineered acrylic diffuser, which can be rotated 180 degrees on-site. The Institute has the option to angle the diffusers down to provide direct illumination to a meeting table set-up below, or it can turn them upward to provide dramatic indirect illumination to the wooden ceiling above for a reception or more informal atmosphere. What also is unique about this combination of products is that each Slice can be arranged and re-arranged in multiple configurations to suit the event. The luminaires can be placed 360 degrees around the Arena; they can be flipped between upper and lower po-

sitions within the ring, and they can be overlapped to create unique, eye-catching patterns. The luminaires are as modular and versatile as the furniture and space they are illuminating. “Arena’s size was the right fit for the large event space,” Gunal says. “And Slice adds style and uniqueness to enhance its surroundings. Together, they add to the appeal of the space without taking away from its original beauty.” Wilfrid Laurier University and the Lazaridis Institute love the look and feel of the new space, as does the designer. “Arena exceeded our expectations,” Gunal says. “We are really pleased with the final outcome.” CCR

Jason Broadhurst is Director of Marketing at Acuity Brands. He is responsible for the marketing efforts of A-Light, Cyclone, Eureka, Luminaire LED and Luminis.




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By Ashlee Brayfield


Best foot forward

omes and buildings always need to be built, repaired or maintained. In fact, Global Construction Press reports that the construction market will grow to $8 trillion globally by 2030.

Competition is fierce, which means that growing your construction business requires a strong marketing and branding strategy. Whether your construction company is nestled in a rural town or a large city, you need to proactively brand your business to take part in that growth. Here are six ways that strong brand identity will drive sales for your construction business: 1. A strong brand identity tells your company story. 2. A strong brand identity increases client awareness. 3. A strong brand identity builds trust and credibility. 4. A strong brand identity taps into the power of psychology. 5. A strong brand identity sets you apart from the competition. 6. A strong brand identity inspires employees. Let us look at each of these in detail.

No. 1 — A strong brand identity tells your company story

What is brand identity? Brand identity is the visible elements of a brand, including color, design and a brand’s logo. It is the manner in which a corporation, company or business presents itself to the public and distinguishes the business in the mind of consumers. Put simply: It is what you, customers and prospective customers can see. According to The Branding Journal, you can consider a brand as the idea or image people have in mind when thinking about specific products,



services and activities of a company, both in a practical (e.g., “the shoe is light-weight”) and emotional way (e.g., “the shoe makes me feel powerful”). It is therefore not just the physical features that create a brand, but also the feeling that consumers develop toward the company or its product. This combination of physical and emotional cues is triggered when exposed to the name, the logo, the visual identity or even the message communicated. It is vital that your company’s brand identity highlights the best attributes of your business. Be deliberate in creating your brand identity and leave nothing to chance. Every company has a story to tell. Invite your customers and clients into yours. • The company story you portray will help connect your audience to your brand. • Your story should be interesting, relatable, promising and successful. • Your story should be painted with good design and solid language that is consistent with what you represent. It should reflect your brand. What is a brand? A brand is the sum total of the experience your customers and customer prospects have with your company or organization. Originally, the term “brand” referred to the mark that cattle ranchers put (“branded”) on their cattle. But the concept of “brand” has evolved to include much more than a single visual element.

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BEST FOOT FORWARD In fact, as we emphasized in our comprehensive guide on how to start a business, a strong brand is more important today than it has ever been. When developing your brand story consider the following: • What is the origin of your company? Often you will see “constructing since” this or that year as part of branding. This provides reassurance to clients that you are well-established and trustworthy. • What do you do? What specific services are you offering? Do you have a construction niche? What kind of products or services should clients approach you about? Are you an expert in a special area? • What are your values? Where does your company take a stand? Consider a powerful tagline that represents your brand (for example, “Built To Last”). Establish a brand mission statement that incorporates your values – then act according to those values. • How do you operate? How do you operate your business? Do you have a track record for completing projects on time? And, if a project is delayed, how do you handle the situation? How is your customer service? Your brand identity starts with you—what your company represents and the story you tell.

Good brand identity gets you noticed. Great brand identity gets you remembered. No. 2. — A strong brand identity increases client awareness

Good brand identity gets you noticed. Great brand identity gets you remembered. Humans are visual creatures. And, your business logo is the most important element of your brand identity. Your logo is the face of your company. A dynamic, professional logo will draw the attention of prospective clients and will be recognized by clients for years to come. So, what makes a good logo? As we explained in “The Small Business Guide to Creating a Perfect Logo,” at its most basic, a logo is a small, symbolic piece of artwork that represents a business. When you set aside all the design trends and fancy fonts, at its core, a logo must: • Embody your brand • Be instantly recognizable • Be versatile • Be timeless Everything else is optional. In fact, I will go one step further. Every design choice in your logo should exist only to serve and



strengthen the four items listed above. And, if you meet these four requirements, many other commonly cited logo must-haves, like simplicity and memorability, naturally follow.

No. 3 — A strong brand identity builds trust and credibility

No business will succeed without trust and credibility. Building that trust does not happen overnight. In our comprehensive guide on how to start a cleaning business, we stressed that: Cleaning professionals, especially residential cleaners, are invited into the most sacred place in a consumer’s world—their home. Ensure your brand embodies trustworthiness in addition to quality to gain a client’s trust. And be committed to that message. It is important that you not underestimate the importance of brand authenticity. Trust and credibility are even more important for a construction business. People want to feel safe at home. It is their sacred place. They will want to know that their builder is capable, professional, trustworthy and knowledgeable. Consider these essential elements to building trust with your brand: • Be accessible. The construction business is entirely offline. But your brand must be well-represented online. The fact is your prospects are researching online. Invest in a compelling website design and market on the social media platforms your clients and prospects use. • Have a solid product. Good marketing can attract a customer to make an emotional purchase, but great products are what will keep the customer for life. • Be consistent. Just as your product or service must be performed consistently, so does your brand identity. Your message of who you are and what you represent, your visual branding, and your online (and offline) presence must be consistent across the board. • If your brand successfully builds trust, your customers will feel confident that you know what you are doing and that they are spending their money wisely when they hire you.

No. 4 — A strong brand identity taps into the power of psychology

In a single day, the average consumer is exposed to somewhere between 3,000 and 10,000 brands. Yet, somehow, some brands can cut through the noise and grab their attention. Well-recognized brands produce strong activity in parts of the brain that are associated with a positive response. Unknown brands do the opposite, activating parts of the brain associated with negative emotions. Psychology plays a large role in marketing and branding. After all, design influences consumer behavior and there are many psychological factors that go into consumer decision-making. Look for opportunities, big and small, to translate these factors into your branding. For example, be sure that your business name is unique. “Alan’s Construction Company” might reflect your name, but if there are other businesses in your geographic area with the

Turnin g

Retail Construction Services, Inc. bright ideas to a r u yo constructible mold since 1984


BEST FOOT FORWARD same name, you will not be able to differentiate. You will simply confuse your clients and prospective clients.

No. 5 — A strong brand identity sets you apart from the competition

Whether you are rolling out a new brand, promoting an existing brand or refreshing your brand identity, it is important to stand out from your competition. You can do this with a unique visual brand identity featuring a stand-out color palette, brand-appropriate graphics and a memorable business logo. You can differentiate with a unique brand message and personality. You can stand out with a unique selling proposition (or “USP”). Ultimately, a USP is what your business stands for. For example, you could say that Apple’s USP is found in “user experience”—Everything they do is meant to have the user at its core. Google’s USP might be in the way they connect people with information, whereas Amazon’s might be providing whatever product you need quickly, efficiently and at as low a cost as possible. Figuring out what your USP takes time, but it is a crucial piece of your brand. Knowing what it is can help you sell better to your existing customers and, more importantly, possible customers. Whatever your unique selling proposition is, make sure you take time to figure it out, share it with your customers, and deliver it every time. Set your brand apart from the competition by: • Delivering a stellar customer experience. Customers who have positive experiences are more likely to return. So, every action should lead to creating the ideal customer experience. The happier your customers, the more they will sing your praises to others. • Creating a consistent visual brand across all customer touchpoints. Your website should feature the same colors, typography and graphic style as your logo. Company vehicles should mimic the same, in a bold, easy-to-recognize fashion. All promotional materials, signage, business cards and letterhead should maintain this visual continuity. Tight visual brand management will reinforce your brand identity and help your brand stand out. • Being present on social media. Most of your clients and prospects are on social media. It is becoming a go-to source of information when researching, contacting and rating businesses. You can set your business apart by responding promptly and courteously to all customer inquiries. • Prioritizing feedback. The construction industry is all about lasting relationships and positive reputations. Client feedback offers priceless insight into how your business is doing, what the customer experience is, and critical areas for improvement. Do not just gather client feedback. Internalize it and act on it. Businesses that listen to their customers get noticed.

• Saying what you do and doing what you say. Consistently delivering on your brand promises gives clients a reason to choose your business again and again. Happy repeat customers become brand advocates who deliver valuable word-of-mouth marketing. • Competition in the construction industry is fierce. Staying brand consistent, and focusing on the customer first will help you blow your competitors out of the water. • A strong brand identity inspires your employees. • For construction employees, it is never just a job. The construction field is anchored by hard work, quality craftsmanship and consistency.

A strong brand identity eliminates the need to hunt for quality employees, They will come to you. No. 6. — Employees who understand their employer’s mission are more likely to be motivated to work toward common goals

You must inspire current employees. A strong brand is one that employees can get behind and rally around. This is important for two reasons: • First, a recent study found that employee satisfaction correlates positively with higher productivity and profitability. • Second, according to the 2020 Edelman Trust Barometer, regular employees are regarded as more credible than CEOs, entrepreneurs and members of the board. Those employees can provide some of your best word-of-mouth marketing. With 98% of employees being active on at least one personal social media account, 50% are posting about their company. You must attract future employees. Your company brand identity will impact your ability to attract future employees. You want the best people on your team. But how do you find them? A strong brand identity eliminates the need to hunt for quality employees, They will come to you. In fact, 84% of job seekers indicate that the reputation of a company is an important factor in choosing to apply. Do not leave your brand identity to chance. Create a strong brand identity to drive sales in your construction business. CCR

Ashlee Brayfield is a Customer Support Specialist at crowdspring, one of the world’s leading marketplaces for crowdsourced logo design, web design, graphic design, product design, and company naming services. She helps entrepreneurs, small businesses and agencies with branding, design, and naming, and regularly writes about entrepreneurship, small business, and design on crowdspring’s award-winning small business blog.






Commercial Construction Data


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






Beverly, MA



New Construction

Q4 2020

Market Basket

Lowell, MA



New Construction

Q3 2020

Whole Foods Market Durgin Square Shopping Center

Portsmouth, NH




Q3 2020

Walmart Supercenter #1924-239 Special Project Rebrand

Presque Isle, ME




Q3 2020

CityPlace Burlington

Burlington, VT



New Construction

Q1 2021

North Commons at Village Hill

Northampton, MA



New Construction

Q3 2020

Boston, MA




Q4 2020

Orono High School and Asa Adams Elementary School

Orono, ME




Q3 2020

Suffolk University One Court Street Residence Hall

Boston, MA




Q4 2020

Washington Street Educational Learning Center

Dedham, MA



New Construction

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New Courthouse - York County

Biddeford, ME



New Construction

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New Animal Shelter

Quincy, ME



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The Hitchcock Clinic Expansion

Lebanon, NH



New Construction

Q4 2020

HHC Plainfield Surgery Center

Plainfield, CT




Q4 2020

Davita Mystic River Home Training

Medford, MA




Q3 2020




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by David Corson

Changing a positive from a negative W

ell, we are almost halfway through 2020, and if you would have told me 60 days ago that there would be no sports on Memorial Day weekend, cities on lockdown and businesses labeled “non-essential” trying to survive, I would have said you were dreaming. Someone needs to wake me up from this nightmare. We receive emails every day from clients looking for new opportunities, as the future holds so much uncertainty. Nobody really knows what lies ahead. All I can say is stay positive and learn from the crisis. You can bet there is another one coming down the pike—one that may be much worse. That means we will have do battle again. Hopefully, we will have learned some lessons for the next time. To live another day is to do battle another day. As I always do, look at your business like you are playing sports. Your pre-COVID game plan might not work in the post-COVID world. You must try new things: Some will work, some won't. The key is to act at warp speed. Timing is of the essence. You must make quick decisions, take risks and hope for the best. If your game plan is stagnant, shake it up, see what other people are doing, and tweak their actions to make it work for you. The goal is still the same—to be standing at the end of the game with a “W” on the scoreboard. There is nothing wrong with winning ugly, as long as you win. The commercial construction and renovation sector is a tight-knit community with fierce competition and competitors. To be the best, you have to play the best. But you must make sure you have someone to play against. If there are no teams in the league, there are no games. Remember, we are all in this together and the sum is always greater than the whole. So, keep the faith, wash your hands, do not touch your face, and give it your all each day. Leave all your efforts on the field of play as hard and smart work will pay off one day at a time. To all, let us rally and “get-r-done.” We can win this game— this ain’t over by a long shot. CCR

The commercial construction and renovation sector is a tight-knit community with fierce competition and competitors. To be the best, you have to play the best.

Sadly, this is the reality of American Life. The situation changes daily, as the country tries to re-open and survive, depending on what state you live in. Take Bristol, Tennessee and Bristol, Virginia. The state line separates two barbecue restaurants with a street between them. The restaurant in Tennessee is open, while the one in Virginia is not opened yet. The difference is about 200 feet. What is wrong with this picture? Everything. Every day, I work my tail off to navigate my 20-year-old business through all of this—a company I started right after 9/11 with a press release, a phone and an email address. Today, in less than two months, I have seen too many people furloughed or laid off, businesses shut down or filed for bankruptcy, while others have prospered. After 9/11, moral was high with American Patriotism, restaurants and business were still open. The only hindrance was that planes were not flying. The COVID-19 shutdown is like nothing we have ever seen. Am I afraid? No way. Am I determined? You bet. Have I had to try new ways of thinking, definitely. That is the American Way.




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




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