CCR Mar/Apr 20

Page 1


Midas Moments How the Midas Hospitality team is building a bridge to the future

David Robert, Co-Founder & CEO

J.T. Norville, Co-Founder & Managing Partner

Check out also inside:

Exclusive Inside: Official magazine of

How historic buildings are helping reinvigorate communities Our Leading Architecture Firms & Fixture Manufacturers An innovative way to house cars in Gotham

March/April 2020 •


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March/April • 2020 Vol. 19, No. 2



18 FEATURES 18 Midas Moments How the Midas Hospitality team is building a bridge to the future

100 But the parking An innovative way to house cars in Gotham

72 Luxury high-rise construction includes hardwood flooring

114 New day dawning Single source technology integrators’ role in new construction

Cover and feature photos by: Dilip Vishwanat




March/April • 2020 Vol. 19, No. 2 SPECIAL COVERAGE Industry Events 14 CCRP – Miami, FL


54 Engineering 62 Roofing Manufactures/Services


4 Editor’s Note 10 Industry News 128 The Cannabis Chronicles 140 Commercial Construction & Renovation Data 142 Ad Index 144 Publisher’s Note



Commercial Construction & Renovation Summit 28 Summit Coverage Attendees of the 2020 Summit take to Florida’s River City CCR Project Profile Awards 44 2020 Best-of-the-best construction projects Federal Construction 76 A cut above Why the Arctic’s Thule Air Base remains consistently on top of its game Multi-Housing 86 New day dawning Revitalizing historic buildings to reinvigorate communities


Healthcare 94 Eye on health New Sisters of Saint Joseph Surgery Center plans for the future LeadUp for Women 107 Achieving top tier success matters Meet Ashleigh Warren, a digital marketer that specializes in scaling brand performance. Commercial Kitchens 119 A fresh approach Why Subway continues to be a brand others can follow

119 2


Craft Brand and Marketing 133 Brewing with a (re)purpose How Pretoria Fields Collective in South Georgia is making a difference in our time of need




by Michael J. Pallerino

Your role in these moments of change D

o you remember where you were when the world stopped spinning the way it was supposed to? Can you recall the exact moment when the very things we take for granted—say, hugging a family member or best friend—seemed like the wrong move?

This is the world in 2020. I am not here to remind you that life—and everything you do, everyone you know and love, all of it—has changed. You already know that. You are living it. We all are. If you are like me, in those fleeting moments when you reflect on just how simple things used to be, you probably ask yourself why. Why us? Why now? Just why? There are no easy answers. That notion is as easy and as complicated as that. I mean, what do you do when you are not sure what your next move is?

Office Life 2020

I believe you start by looking beyond the questions with no answers. I believe you take a deep dive into the impossible and try to get to other side with what is possible. The examples are everywhere, being done by decent, hardworking people who have decided, in this moment, to reach out and make the impossible, possible. • Lidl uses food truck for deliveries to seniors. • Chick-fil-A puts handwashing stations in all eateries. • Hy-Vee joins H-E-B in online service expansion. • Stop & Shop feeds front-line healthcare workers. • Kroger tests one-way aisles to aid with social distancing. • Coopers Beach in The Hamptons offers a live feed to virtually hang out by its placid waters. • A series of live cameras in the Greater Fort Lauderdale area enable you to experience its scenic surf or airboat-lined Everglades. • A human flood of healthcare workers from all over the world (my sister-in law included) volunteer to walk into the fire, instead of asking why.

Right now, each of you reading this are part of a community of professionals who are helping as much as they have been hurt. There are scores of small retailers that continue to serve customers while respecting the social distancing and shelter-in-place guidelines. They are offering curbside pickup, sending photos of items to customers and allowing online payments. They are working as hard for your survival as they are theirs. In Bothell, Washington, a company used a virtual inspection via FaceTime and notes to enable a building inspector to issue a certificate, allowing a recently completed Starbucks to open and help serve the surrounding community. In the heart of New York City, in ground zero of the infection rate, a local optometry practice runs a lean staff to help take care of its customers. These stories are everywhere. When the bottom fell out of our cultural and business lifelines, we had two choices: give in or push forward. The smart money is on pushing forward. None of us can make up for the choices, decisions and circumstances that took us to this place, this moment. All we can do is make the best of what we can, reaching out and grabbing hold of whomever and whatever we can until the storm passes. Remember, although I know it is hard, that this is just a storm—one that seems unrelenting and unconquerable in one moment, but able to deliver the best of us in the next. That is where I choose to stand. The choices we make in times of peril are the ones we live with long after the peril passes. It might be good to remember that when it is your turn to step up.

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


PUBLISHER/EDITOR David Corson • 678.765.6550 (fax) 678.765.6551 SUMMIT DIRECTOR David Corson • 678.765.6550 (fax) 678.765.6551 CCRP MEMBERSHIP DIRECTOR: Kristen Corson • 770.990.7702

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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

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


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AroundtheIndustry Hospitality Dream Hotel Shopoff Realty Investments and Contour Real Estate plan to turn 5.25 acres of vacant land on the south Las Vegas Strip into Dream Hotel Las Vegas. The 450-room luxury property will include ballroom and meeting space, 56,000 square feet for food and beverage, a rooftop nightclub, pool, spa, and more.

Hyatt Centric Hyatt Centric has announced plans for the first UK property under its lifestyle Hyatt Centric brand. The 150-room property will be located within the University of Cambridge’s Eddington development, and is expected to open in 2021.

Four Seasons Four Seasons Hotels and Resorts will unveil six hotels as it continues its expansion trend. New properties will be planned for Tokyo, Bangkok, Madrid, San Francisco, Napa Valley and New Orleans.

Choice Hotels International Choice Hotels International has launched a new-build, midscale, extended-stay brand called Everhome Suites, offering apartment-style space that guests can customize to their liking. Choice has development agreements for 13 hotels in the Los Angeles and Austin, Texas, markets.

Hyatt Hyatt expects to open some 200 hotels in the Americas region by 2022, with some locations in the US and others in countries, including Canada and Mexico. Kempinski Hotels Kempinski Hotels intends to increase its portfolio to 100 hotels and add the new 7Pines brand to the mix as well. Hilton Hilton has plans to open a new hotel flag, Tempo, in Louisville as part of a larger development at Jefferson and Shelby streets in NuLu.

Rosewood Hotel Group Rosewood Hotel Group boasts a best-ever pipeline of 32 projects as it pursues expansion across three brands in the Americas, Asia, Europe and the Middle East. Branded residences are an emerging priority for the firm, which has 40 hotels and resorts in 19 countries. Atari Video game pioneer Atari will begin construction of a branded hotel this fall in Phoenix. Plans are also afoot for Atari hotels in Austin, Texas, Chicago, Denver, Las Vegas, San Francisco, San Jose, California, and Seattle.

Restaurants 7-Eleven 7-Eleven is investing in tech, including mobile checkouts, a digital loyalty program and product delivery, to make its store model even more convenient. The retailer plans to use its digital 7Rewards program to offer entertainment, including augmented reality gaming. P.F. Chang’s After opening its first of 20 planned P.F. Chang’s To-Go locations in Chicago’s River North neighborhood, P.F. Chang’s has its sights set on a second spot in New York City. The 2,000-square-foot storefront has no tables for dining in, and third-party services. DoorDash, Grubhub and Postmates will handle delivery. Chicken Salad Chick Chicken Salad Chick plans to reach 400 restaurants by 2025. The brand is targeting 50 openings in 2020, with growth in states such as North Carolina, Illinois, Ohio and Texas. Hungry Howie’s Hungry Howie’s plans to open new pizzerias in its home state of Michigan after partnering with Buxton Predictive Analytics and discovering new opportunities for growth.


Noodles & Co. Noodles & Co. plans to add 22 new locations between 2021-2032. Ahold Delhaize As it enters the final year of fulfilling its 2020 sustainability goals, Ahold Delhaize has outlined a new set of targets aimed at building its own brands, helping shoppers make healthier choices and cutting back on waste across the board. Hy-Vee Hy-Vee will convert four QuikTrip convenience stores it recently acquired around Des Moines, Iowa, into its Fast & Fresh Express stores. The stores will feature fuel pumps and standard convenience store fare, along with a small-scale grocery. The brand also will replace all 22 of its in-store Market Grille restaurants with Wahlburgers units. Hy-Vee has been a partner with the Wahlberg brothers since 2017. Smokey Bones The 61-unit Smokey Bones Bar & Fire Grill barbecue chain is aiming to broaden its sales network through the launch of two “virtual” delivery-only concepts, Wings Experience and Burger Experience, now available in 30 locations.


Restaurants (continued) Guzman Y Gomez Mexican fast-casual concept Guzman Y Gomez is set to open its first US location. Sainsbury’s Sainsbury’s has unveiled a brand new city convenience store concept known as On The Go, with plans already in the works to roll it out to other locations as part of a trial. Safeway Safeway plans to expand in northern California with four new stores in San Jose, Hercules, San Francisco and El Dorado Hills. The Albertsons banner also plans to renovate 20 stores in the region this year. Sprouts Farmers Market Sprouts Farmers Markets plans to open 20 stores in 2020, adding to the 340 it already operates in 22 states. Sushi Sake Sushi Sake, a hibachi and sushi concept that is open late, plans to grow to more than 100 restaurants in five years. The company has 15 locations in Florida, with plans for units in Orlando, Florida and Houston. Chipotle Mexican Grill’s Chipotle Mexican Grill’s new Chicago eatery features a walk-up window where customers who order ahead can grab their to-go orders. It is one of several new prototypes the chain plans to test, including about 70 locations with drive-thru lanes for pickup of mobile orders.

Red Robin Gourmet Burgers Red Robin Gourmet Burgers will roll out a new prototype next year and put Donato’s pizza on the menu at all of its 550 eateries over the next three years. Giant Food Stores After nearly a century as Giant Food Stores, the grocer will be known as The Giant Company, featuring modernized logos for its Giant, Martin’s, Giant Heirloom Market, Giant Direct and Martin’s Direct banners. Famous Dave’s BBQ Holdings’ two-pronged approach to growth includes acquiring new brands such as Granite City Food & Brewery, as well as carving out a smaller footprint for its Famous Dave’s chain. Marugame Udon Japanese noodle concept Marugame Udon plans to open two units in Dallas. El Pollo Loco El Pollo Loco will roll out its L.A. Mex concept at 300 new and remodeled locations in the coming years. Publix Super Markets Publix Super Markets plans to spend about $1.6 billion on building new stores, renovations and technology enhancements, as well as acquisitions of new shopping center sites where the grocer would serve as an anchor tenant.

Retail Kohl’s Kohl’s plans to open two new stores in the Dallas-Fort Worth area this year. The retailer has been focused on expanding its lineup of smaller stores and, at 55,000 square feet each, the locations will be smaller than the first Kohl’s stores that opened in the market about two decades ago.

CVS Grocery chain Schnuck Markets will sell its pharmacy business to CVS Health, which plans to close 11 locations and transfer the files to nearby CVS stores. The other 99 in-store pharmacies will remain open and be rebranded under the CVS banner.

Sephora Sephora plans to add 100 stores this year in suburban retail strips, with locations slated for second-tier markets like Charlotte, Nashville, Tennessee and San Jose.

Vitamin Shoppe/L.A. Fitness The Vitamin Shoppe has opened 300-square-foot shops inside nine L.A. Fitness facilities, selling items including vitamins, supplements, nutrition products and healthy snacks. The retailer plans to monitor performance of the locations before deciding whether to expand the partnership.

Walgreens Walgreens Boots Alliance has invested about $800 million in digital initiatives and has struck partnerships with companies including Kroger, Humana and UnitedHealth. Payless After closing its US stores for bankruptcy protection, Payless plans to emerge from the situation and focus on Latin America and other global markets instead of the US.

Staples Staples has created a co-working store concept called Staples Connect, which will include space for customers to record podcasts and host events. Premium services and office space comes with monthly memberships that start at $49 for virtual space and range from $299 to $999 for physical desk space.





Comfort food

How brands are helping customers mimic their dining experiences Virtual lunchtime meetups. Chicken n Chill. Party pack deliveries. Dough to go. In a time of unprecedented change, finding a connection with your customers is critical. It is why they come to you in the first place. That is why some brands are doing everything they can to put the comfort in comfort food.

Chuck E. Cheese’s

You want birthday parties—Chuck E. Cheese’s (still) has birthday-parties. Reach out to your local Chuck E. Cheese’s location and you can get a family fun pack and party pack delivered. The offering includes goody bags with toys, a doll, cake and gaming tickets for a future visit.

Popeyes Louisiana Kitchen

Popeyes Louisiana Kitchen’s “Fried Chicken N Chill” campaign features login information to the company’s Netflix account so that customers can stream shows with their at-home fried chicken orders. Customers are eligible to receive the password after tweeting “ThatPasswordFromPopeyes” with a picture of their food.

Chipotle Mexican Grill

Thanks to virtual lunchtime meetups, Chipotle Mexican Grill is using its Twitter feed to invite customers to a Zoom-hosted lunch break. The online gatherings feature celebrities and Q&A sessions. Select participants even get codes for free entrees. The brand also is hosting gatherings on its Instagram feed, where you may get a livestream meditation or live concerts

Tell us what your brand is doing and we will share it in our weekly CCR e-Digest newsletter.

» Correction

2020 Architect/Design Firms listings update The Greenberg Farrow company listing was omitted from our 2020 Architect/Design Firms Listing Report in the January/February issue of Commercial Construction & Renovation. Here is the listing that also impacts the “Top 10 Rankings” that is on page 54 of the issue. For an updated version, please see our digital version by visiting us online at: 12


Changing consumer habits could alter convenience stores


hey are only a few minutes away. That is why they are called convenience stores. Regardless of today’s current retail climate, changing consumer habits were going to disrupt the industry anyway. Declining interest in cigarette smoking. The rise of GPS-enabled smartphones. More fuel-efficient vehicles. These factors, and others, are forcing today’s gas stations and convenience stores to rethink how they draw customers in. Just how prevalent have they been? For starters, 93% of Americans live within just a few minutes of one. One out of every three stores in America is a convenience store. And about 80% sell gas (with 80% of the fuel sold in the US purchased at convenience stores). Several ways in which gas and convenience stores are reinventing themselves rests in investing in food and more specialty retail. For example, regional chains such as Wawa, Sheetz and RaceTrac are competing with coffee shop and restaurant offerings.

January/February 2020 Architect/Design Firms Survey GreenbergFarrow

Danielle Clark, Marketing/PR Coordinator 1430 West Peachtree St. NW, Suite 200 Atlanta, GA 30309 (212) 725-9530 • Year Established: 1974, No. of Employees: 260 Retail Billings: $26,000,000.00, Hospitality Billings: N/A Restaurant Billings: $13,000,000.00, Healthcare Billings: $20,000.00 Multi-Housing Billings: $4,000,000.00, Federal Billings: N/A Other Billings: $4,980,000.00, Total Billings: $48,000,000.00 Completed Projects in 2018: 1402, Specialize In: Big-Box/Department, Grocery, Multi-Housing, Specialty Stores, Shopping Centers, Restaurants, High-Rise Residential, Mixed-Use Leading Clients: Texas Roadhouse, Murphy Oil USA, The Home Depot, L Brands, Circle K, Starbucks, Kitchen United, Prism Construction Management, Guggenheim Partners


The numbers game


The percent increase that serviceoriented retail establishments grew between 2002 and 2017, while the number of stores selling products dipped 4.5% in the same period. Businesses in the service category now fill 52.6% of total US retail space. (JLL)


The percent of grocery shoppers who say their goal is to get in and out of a store as quickly and efficiently as possible. (IRI Q4 2019 Consumer Connect Survey)


The percent of consumers who say they would spend more on items if they had more unattended retail options like vending machines, selfservice kiosks, self-serve gas stations and cashierless stores like Amazon Go. (Pymnts and USA Technologies)

They said it…

“ Construction workers’ unique skills are essential now and in the coming weeks to construct, maintain and repair critical infrastructure, and to build temporary health facilities and retrofit and expand existing ones.” — Stephen Sandherr, CEO, Associated General Contractors of America; and Sean McGarvey, President, North America’s Building Trades Unions, on why construction activities are an essential business


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Miami nice CCRP Nation talks a walk on the Coconut Grove side of Florida


ocoWalk’s reputation as one of South Florida’s ultimate shopping, dining and entertainment destination is well known. So when CCRP Nation had the opportunity to tour the renovation of the vaunted shopping center, it was all hands on deck. Sponsored by RCA, attendees of the industry’s best networking group received a first-hand look at the project, and then headed to the Barracuda Taphouse & Grill for some bonding time. If you want more information on how to add the CCRP networking group to your industry playbook, call David Corson today at 404-931-6569 or via email at

City September 12th, 2019 See you in Philadelphia, PA June 13th, 20

You to Our shville, TN nsors:


Thank You to Our CCRP Minneapolis, MN Sponsors: ASA Carlton

Corwil Architects

Barracuda Taphouse & Grill Barthet Firm

Development Management Associates

Carney Contracting

Grass River Property Management


Retail Contractors Association


Holiday Inn Club


Lenium Renovations

Firehouse Subs

Hunter Building Corp

Mewredith Marlow Interiors

Chain Store Maintenance

FloorMax USA

Inman Food Service Group

The Peddie School


Fortney & Weygandt, Inc.

Intertech Construction Corp of America

Powerhouse Retail Services

Churchs Chicken R.E. Crawford Construction, LLC Thank You to OurFrontier Building Corp CCRP Minneapolis, MN Thank you to our sponsors: Sponsors:

Retail Contractors Association Carol Montoya, CAE, Executive Director 2800 Eisenhower Ave, Suite 210 VA 22314PA June 13th, 2019 ee you inAlexandria, Philadelphia, (703) 683-5637 • Fax: (703) 683-0018


Hunter Building Corp. Peter Ferri, President 14609 Kimberley Lane, Suite A Houston, TX 77079 (832) 259-0978


Thank You CCRP Nashv Sponso

Sullivan Construction Travelers Haven

Travisano Construction LLC Winkel Construction

Serigraphics Adam Halverson, President 2401 Nevada Avenue North Minneapolis, MN 55427 See you in New (763) 270-3311

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1. B ob Cocchi, Asa Carlton; Joel Russell, Development Management Associates; Eric Schwarts, Langan; Matt Frank, Fortney & Weygandt

6. Justin Tolley, The Barthet Firm; Jazmine Woods, Frontier Building Corp

2. R ick & Hunter Winkel, Winkel Construction; Jeff Mahler, L2M

7. David Bolinger, FloorMax USA; Susan Courter, R.E. Crawford

3. M eredith Marlow, Meredith Marlow Interiors; Holly Platt, Hunter Building Corp

8. Lee Kessler, Barracuda Taphouse & Grill; David Corson, CCR 9. Laura Riendeau, Chain Store Maintenance; Jodie Susi, Powerhouse Retail Services

4. J ohn Gregory, The Barthet Firm; Denny Rosendo, Lenium Renovations 5. B rittany Castro and William Rivas, Grass River Property Management


10. David Corson, CCR; Ray Forino,The Peddie School


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Midas Moments How the Midas Hospitality team is building a bridge to the future By Michael J. Pallerino


nvest. Develop. Build. Renovate. Manage. If you are looking to draw a picture of what Midas Hospitality brings to the marketplace,

you can start there. Led by a team of entrepreneurs, hoteliers, developers and investors, Midas continues to build a hospitality-driven company where being the best is at the top of everyone’s priority list.

The Midas Hospitality team, driven by the mission to create Midas Moments for everyone the brand reaches, is a collection of upscale select-service and extended-stay properties across the country. Today, the brand manages 11 hotels for various ownership groups, as well as owns and manages 27 properties throughout the Midwest and southern states. The company’s hotel portfolio continues to grow through new development and construction, renovation of aging properties and acquisition of existing properties. Midas Hospitality was founded by David Robert and J.T. Norville in the basement of Norville's home. The duo combined their talents and experience to devise a strategic growth plan of sourcing developments, acquisitions and capitalization for new opportunities. To get a look at where the Midas Hospitality brand is heading, we sat down with Norville, co-founder and Managing Partner; Robert, co-founder and CEO; Marc Connor, Chief Experience Officer; and Chris Shinkle, VP, Development and Construction.



MIDAS MOMENTS Give us a snapshot of the Midas Hospitality brand? Unlike the rest of the real estate industry, the hospitality sector is heavily dependent on the people who live our brand and deliver the experience. Our approach is to put our people first—helping them grow as individuals and giving them the tools to do the job to the best of their ability. Our purpose is to make room for people’s dreams and it informs our choices daily—how we approach people, what we provide to them, and how we take our experience to a level that differentiates our services from our competitors. We believe the top and bottom-line metrics of the business are not the goals, but rather the outcomes of putting people first, living our purpose, and working smart and having fun together.

What type of guests are you targeting?

We serve a wide range of guests as franchisees of Marriott, Hilton and IHG’s leading select-service and extended stay brands. We operate as good brand citizens, utilizing the best they have to offer so we can cater to the many needs of long-term clients and short-term guests.


How does the design cater to what your guests want and demand?

We leverage the trends and tools our brands provide. This allows us to customize and execute designs that provide comfortable and safe personal space, inspiring and social public spaces, and high-quality amenities so we can adapt to every guest’s needs.

Unlike the rest of the real estate industry, the hospitality sector is heavily dependent on the people who live our brand and deliver the experience.


What's the biggest issue today related to the construction side of the business? Today’s biggest challenge is the rising costs of construction—labor and, to a lesser degree, materials. The most impactful, underlying issue is labor availability.

Talk about sustainability. What are you doing?

All the brands we franchise are mindful of sustainability and we follow their standards. We are in the midst of developing several Element by Westin properties, and their focus on sustainability was a key factor for us. As a vertically-integrated hospitality company we are working daily to improve our processes, equipment and materials in the development, renovation, construction and management services. We also operate


MIDAS MOMENTS a non-profit foundation that aims to make a positive impact in the communities we serve, helping other organizations that cater to people in need. We believe sustainability is a shared responsibility with our associates, partners and guests, and as an organization we aim to be a role model for the industry.

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

We’re focused on three big opportunities: wisely investing in development in sub-markets where the needs are underserved or unmet; acquiring and/or assuming management of high potential hotels that would benefit from our expertise; and accelerating the adoption of modular construction in our construction and development projects. We

We believe sustainability is a shared responsibility with our associates, partners and guests, and as an organization we aim to be a role model for the industry. are uniquely positioned to deliver against these three priorities over the next three to five years in a way that will generate meaningful returns for our investors and tremendous job opportunities for our associates.

Are you optimistic about what you see in the hotel/resort sector?

We are realistic about the hotel/resort sector. It is a wonderful business, one we are proud to be a part of. There are challenges like the costs of construction or the significant growth of brands; however we’ve cultivated great partnerships and amassed tremendous talent. This allows us to pursue growth in a responsible manner and operate as a leader in the segments and markets we serve.

What trends are you seeing out there today?

From a construction standpoint, the most compelling trend we see is modular.




MIDAS MOMENTS We believe in it so much that we have chosen to allocate dedicated resources to becoming an expert. This move will not only help our projects, but it also will allow us to bring this expertise to both current and future clients. From an acquisitions standpoint, the market is soft, as owner expectations are misaligned with that of buyers. We are carefully and very actively looking for appropriately valued properties so we can provide a near term return for those owners while providing significant and high-confidence returns for our investors. From a development standpoint, we are seeing lifestyle-focused brands making more definitive choices in who they are and what they offer. The key is finding the right locations, and we are continuously evaluating opportunities on a weekly basis. From a hotel management standpoint, there is an increasing number of owners who may not have the experience or the desire to be in the day-to-day operations of a hotel. We are an operations-led business and we know how a hotel is run is the single most important determinant of success. We are selectively working with more owners to help them maximize the return on their investment as a third-party management firm—which is a subset of our total operations team.

A compassionate touch Midas Hospitality brings an optimistic approach to this time of crisis As Commercial Construction & Renovation was going to press, the industry was among the scores of market segments trying to adjust to complicated and adverse times. We asked J.T. Norville, co-founder and Managing Partner; and David Robert, co-founder and CEO, to share their approach in handling the situation.

What are today’s guests looking for?

When it comes to select-service and extended stay hotels, guests are looking for the experience they want. For some it is a seamless experience that allows them to check in, sleep well, work smart and


What role does leadership play in times like this? What is the best top, down strategy? Leadership requires many things, most especially thoughtfulness, integrity, focus and optimism. The best “top, down” strategy is to consistently ensure the channels of communication are open in all directions and to be decisive in a timely manner. What is your short-term strategy? Our company mission is actually serving as our “short-term strategy” to get through this time— care deeply, plan wisely, adapt quickly, serve generously.

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

In our view—regardless of the facilities or the amenities—the not-so-secret to creating a “must visit” hotel is about service. Our associates need to live our organizational values and we need to create “Midas Moments.” Those moments provide an above, beyond and creative experience for each other and our guests, that demonstrates they are special, they are important and we are happy they are here.

With our guests, customers and partners, we are reinforcing the actions we are taking to protect everyone’s health, what is required of them in that process, our commitment to serve them, and again, hopefully a sense of compassion and optimism they can pass onto others.

What kind of conversations are you having with your employees? Customers? With our associates, we are expressing our gratitude for their efforts, our actions to support or protect them and the company, and hopefully a sense of compassion and optimism—that while these are challenging times, we will get through it together.


What is the best piece of advice you can offer to other leaders in how to deal with the unthinkable? Perhaps the most useful thing we could offer is to stay optimistic. It doesn’t ignore the realities, but it serves you better than pessimism, and people are more likely to follow even with unknown or unimaginable consequences on the horizon.

8 8 8 . 6 7 0 . 3 1 0 7 D 1 3 G r o u p . c o m CIRCLE NO. 13

MIDAS MOMENTS check out smoothly. For others they are looking for socialization, connection and experiences that make them feel welcome and comfortable. We aim to uniquely exceed the expectations of each and every client and guest.

Describe a typical day. Tell us what makes the Midas Hospitality brand so unique?

One of the things we love about the hospitality industry is no day

is ever the same. We thrive on the real-time, proactive/reactive experience that gives us the opportunity to serve and make room for people’s dreams. With more than 1,300 people in our span of care, our brand is about being people-first, purpose-driven and performance-minded—the greatest of these is being people-first. This informs our choices on a daily basis and we consistently hear it is the most differentiating factor for our associates, guests and partners. CCR

One-on-one with... J.T. Norville

Co-founder and Managing Partner, Midas Hospitality

What’s the most rewarding part of your job? We are a Midas Family so I love talking to, connecting with and hearing about our people. It is fun to see us all build relationships and grow. What was the best advice you ever received? The best advice I heard was actually from my partner and co-founder, David Robert, which was to just “smile and say hello.” We could all use more of that as humans, at work, and in society at large. What’s the best thing a client ever said to you? A few years ago, a very important partner of ours paid us one of the highest compliments in our book. As they were recommending us to another company, they said they “loved Midas—because they always say what they’ll do and do what they say.” It’s good to hear the daily efforts to do the right thing add up for people. Name the three strongest traits any leader should have and why. Honesty — it cannot be taught and it must be automatic for effective leaders. And, of course, dishonesty leads to distrust which leads to countless activities that do nothing except distract, and destroy organizational value. Active Listening — a leader’s job isn’t to have all the answers, but rather to be curious, to ask questions, be


empathetic and truly seek to understand others. With the resulting insights, they will care more deeply and think more proactively. Emotional Intelligence — the ability to remain objective, yet compassionate; even-keeled, yet inspiring; and self-aware, yet confident is critical in building organizational resilience and commitment. It allows a leader, and everyone who follows, to focus on success or learning, not success or failure. What is the true key to success for any manager? We are not looking for managers, we are looking for leaders—people who exhibit our values and treat people, all people, as the most important part of our business. Leaders inspire (not manage) greatness in others. How do you like to spend your down time? Most of my “down time” is focused on trying to be the best husband and father possible. My wife and I work out six days a week together and, in the last year, we’ve committed to a plant-based diet. We love to attend our kids’ school and sports activities. I volunteer and remain active through several organizations, including my church, our Midas Hospitality Family Foundation nonprofit, and YPO. And with the time remaining, we enjoy being with our extended family and dear friends.



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Oh Jacksonville Attendees take to Florida's River City They came. They networked. They played. They networked some more. Such was the itinerary for the 10th Annual Commercial Construction & Renovation Summit, held at The Lexington Hotel in Jacksonville, Florida. Along with its typical array of networking and business meetings, the Summit included a number of experiences destined for that industry scrapbook. Things like racing go-karts, axe throwing, virtual reality rooms and professional football stadium tours. The event, sponsored by Commercial Construction & Renovation magazine, continues to the one of the industry's premiere networking events. In attendance were some of the industry's leading executives and thought leaders. On the following pages are snapshots of this year's Summit.



Taste testing 3.0 You might not be able to find any better way to set the networking mood than taking a little trip to a local craft spirit hotspot known for its rabid fanbase. After getting their check-in responsibilities under wraps, attendees of the 2020 Commercial Construction & Renovation Summit headed over to Manifest Distillery for some good old-fashioned taste testing. Founded in 2016, Manifest is the toast of Jacksonville, offering an array of craft spirits for every person’s tastes. Attendees received a tour of the facility and some complimentary craft flavors.

Stop by and say hello One of the toasts of any Commercial Construction & Renovation Summit is the first-night table top dinner and scavenger hunt, where attendees can mix and mingle, eat and drink, and share war stories. This year, the host digs, Jacksonville’s Lexington Hotel, provided the backdrop for the networking activities. After working over a buffet and bar, winners of the scavenger hunt drawings were able to donate money to their favorite charities.

Dan O’Neill, NewTropic; Parkinson Foundation Mike Welsh, Museum of Science + Industry Chicago; Susan G. Komen Breast Cancer Jeff Bent, CVS; VFW Nicole Walters, Dickey’s Barbecue Pit; Boots & Badges John Underwood, JLL; Kidney Foundation Emily Brown, V’s Barbershop; Mancos Elementary PTA Christina Pickett, GFG Management; Children’s Hospital Los Angeles Taylor Bidinost, Bubbakoo’s Burritos; ASPCA Tony Poma, Poma Retail Development; Children’s Hospital of CA







The Mayberry Method Increasing productivity by nipping distractions in the bud : By Rik Roberts If you are familiar with the Andy Griffith Show, Ernest T. Bass was the simple mountain man who came to Mayberry and chucked rocks through windows. He distracted Andy, Barney and everyone in his path from what they were doing. We all have an “Ernest T. Bass” in our workday. Distractions keep us from doing the job we love. What was once our passion becomes buried under an endless cascade of emails, texts and phone calls. The average employee is interrupted every 12 minutes in America. It takes the average worker five minutes to get back into the workflow after an interruption. Do the math. We are losing the battle with distractions.

The economic impact of being distracted is enormous. Recent estimates believe that we miss out on 650 billion dollars in workplace every year.

Rik Roberts

The worst part? Most if it is self-imposed. From Facebook to Twitter, YouTube and Instagram, our days are filled with the “scroll, eye-roll, scroll” affect. What are we looking for? What are we running from? What did we do with our day? The typical worker spends an hour and 12 minutes a day browsing social media

while on the job. Millennials touch their phone screens an average of 2,145 times each day. We have to get things under control. The “Mayberry Method” explores ways to get back to work using good old common sense. Setting boundaries while at work is paramount to getting things done. And the more effectively we tackle those tasks, the better we serve our clients, co-workers and customers. We need to be intentional with our time. We need to “Nip Distractions in the Bud.” The economic impact of being distracted is enormous. Recent estimates believe that we miss out on $650 billion in workplace every year. And that is just in the United States alone. Eliminating distractions is the first step in earning those dollars back. If you need a productivity tune up, I would love to help. My program is a mix of comedy and content. It is upbeat with tactics that are easy to relate to and remember. You do not have to be a Mayberry fan to play along—but it does make it extra fun. In addition to using examples from “The Andy Griffith Show,” I relate various points through a combination of current events, historical examples, teachable moments and humor. We all know that laughter tied to a fact or story makes an impact and improves a message’s retention. I strive to make every message as fun as it is informative. The exercise can be customized for your group. Speech ranges from 30 minutes to 120 minutes, depending upon your needs. The “Mayberry Method” is a very fun motivational session designed to teach specific ways to increase your productivity. I use examples from “The Andy Griffith Show” to help drive points home. CCR

Rik Roberts is a Nashville, Tennessee-based comedian and speaker who focuses on providing 100% clean comedy and creative keynotes to groups who need a fun and engaging program. He also is a member of the National Speakers Association and is the past President of the Christian Comedy Association. For more information, visit



Soaring to new heights How drone technology is helping change the construction game : By Robert Biggs “A drone photo is worth a thousand words and potentially a million dollars.” That is the message I want people to walk away with. I built mine piece by piece, eventually fine-tuning a process that is helping commercial construction companies find new ways to approach site management.

For example, by utilizing the Drone Deploy App, a pilot can simply select the area he needs to photograph, and the app will calculate the flight pattern for the drone automatically. The app then generates the map, which completes the last step for the drone to be deployed. There are others, too. Take Litchi App, which enables you to pre-program a drone to fly a specific flight path and takes photos or videos at predetermined locations so your client receives the exact photo or video every time the drone is deployed.

The beauty of using a drone is that it can be a strategic investment for companies of any size. Even though the military has been utilizing drones since 1917, the Federal Aviation Administration (FAA) did not issue the first commercial drone permit until 2006. These permits helped lift some of the limitations placed on consumer drones flown for recreational purposes. In doing so, it opened up new possibilities for companies or professionals wanting to use drones in assorted business ventures, such as real estate. The beauty of using a drone is that it can be a strategic investment for companies of any size.

Today, I work with my clients on construction surveys, which is one of the many uses drones offer. These surveys, which include progress photos, as well as measurements and placement of structures and stockpiles, provide a broader “birds-eye view” of the entire construction project from beginning to end. It also saves time for unforeseen obstructions, which can be avoided once the photos are overlaid to the actual plans of the project. There are also a number of apps, such as Drone Deploy, which can help simplify the drone pilot’s planning schedule.

Why is this important? It saves the drone pilot a ton of time by allowing the drone to fly autonomously week after week. It is a win-win for everyone. And here’s the beauty—drones practically fly themselves. So while the history of drones may be more than 100 years old, technology advancements are helping take the process to new heights by changing the game in communication and offering unprecedented amounts of data on every aspect of a job. CCR

Robert Biggs is owner of Phoenix Drone Pros (, A drone pilot, photographer and videographer, Biggs helps provide the total package through aerial videography and drone photography. His extensive portfolio includes residential and commercial real estate, construction site mapping, special events, and more.







Experiential Design Success Why you need to enhance your branded environments : By Adam Halverson Brands that make experiential design and signage central to their branded environments—“win” more. But successfully implementing your brand into the built environment while maintaining the design intent and brand integrity has many complex challenges. Partnering early with an experienced sign and visual graphics solutions expert is your best bet for successfully navigating these challenges and capitalizing on opportunities to enhance your visual identity in any environment. I have compartmentalized these challenges into three categories: Viewing Challenges, Environment Challenges and Material Challenges.

Viewing Challenges

There are literally thousands of viewing challenges that we must consider when allowing signage and graphics to communicate our brand. I explored and explained some of these, ranging from viewing distance, contrast, kerning, fonts, stroke, resolution, kelvin, brightness, travel speed, viewing angles, sight lines, accessibility, ADA, obstructions, sunlight/shadows, ordinance, historic districts and landlord restrictions. Each of these challenges are uniquely affected by the environments in which they exist.

Environment Challenges

There are millions of different indoor or outdoor environment challenges that exist in our physical world. Deep knowledge of the architectural processes, construction documents, specifications, architectural plans, the construction process and construction schedules are all fundamental prerequisites to successfully implementing branded signage and visual graphic solutions in any of these environments.

Material Challenges

The success of how your brand concours the viewing challenges and thrives in any environment challenge is dependent on masterfully navigating all material challenges

Adam Halverson

The single most important ingredient to the success of your branded signage and graphics is achieved through the creation and development of a complete Signage Standards Manual, aka, signage guidelines. and incorporating the right materials for the right reasons. From acrylic, wood, metal, glass, composites, paint, ink and vinyl, to LEDs, LCDs and projection image mapping;

Each have unique pros, cons, parameters and limitations that will affect how your branded signage will look and perform. Each of these challenges and their counterparts are uniquely connected to the next and must be considered holistically so the brand is represented correctly while complimenting and enhancing the environment, and so it affects the user experience in the manner intended. Unfortunately, successful branded environments and their signage comrades are not achieved by using some magical written formula. The single most important ingredient to the success of your branded signage and graphics is achieved through the creation and development of a complete Signage Standards Manual, aka, signage guidelines. This manual must be the next chapter of your brand standards manual and is the rule book for your brand’s signage and graphics. This will contain the written formulas you have solved for any environment challenges you will encounter. It is how your brand’s signage and graphics will successfully and consistently overcome all viewing challenges. And it will contain the correct combinations and specifications for each material challenges. Your Signage Standards Manual can only be started after you have completed your Brand Standards Manual. However, you must have your signage partner onboard before you finalize your Brand Standards Manual. When you bridge your brand to the environment to the right materials, while understanding all viewing challenges and create your Signage Standards Manual, you will elevate experience and win more. I would like to hear about your successes or challenging projects, or if you would like to learn more or present me a current challenge, email me at adamh@ CCR

Adam Halverson is the President of Serigraphics Sign, an end-to-end signage and graphics company, experts in interior and exterior signage for branded environments and brand implementation—Serigraphics—Built to Brand



Talk to me How men and women can (and should) communicate effectively : By Anniece Acker

It is interesting that we need to hear some things more than once. Sometimes, it appears, that we are not ready to hear some of the truths that exist in the world today. Anniece Acker

Commercial Construction & Renovation is not really a magazine or company, it is a family—one that am happy adopted me. Unlike most industry meetings and conferences, the Commercial Construction & Renovation group is a community of extended family. It does not take long to realize that either. I really did not know what to expect, but from the first day I met with everyone, we seemed like long lost friends. Each person was so approachable and easy going. As someone who has attended hundreds of events over the course of my career, the lack of egos was quite refreshing. You could walk up to anyone and just start talking. While I am not new to speaking, I did take on an entirely different topic, one that dealt with the unique communication styles of men and women. Before we can understand any of this, we have to realize how people

listen and learn are quite different. What we say and how we say it is paramount to a profitable business. As someone who has built seven figure teams, bought and has sold seven figure assets, the art of communicating correctly with clarity is an absolute must. What impressed me most was that for a room full of professionals, we were able to get personal. As I shared my story and experiences, there were tears that humbled me to my core. I was honored that I could be vulnerable and not just share my successes, but also my failures.

Many of you those who attended thanked me, as did I. There were speakers there like Jeff Steinberg, who taught me so much, even though I had heard him speak before. It is interesting that we need to hear some things more than once. Sometimes, it appears, that we are not ready to hear some of the truths that exist in the world today. My greatest purpose is to help people not only find their voices, but to showcase them. I would love to help you develop your core stories and attract the people you would love to serve. This can be done through speaking on stages, publishing books, being featured in the media, and so much more. It is important to talk about where you and your business are, and where you want to go in the near future. I would love to be able to help you. CCR

Anniece Acker is CEO of Talent Support Services and Speaker House Publishing, a columnist for Top Talent Magazine and an author of the upcoming book “Born to Rise: The Path to Positive Transformation.” For more information, visit







Filling the well Why our industry's labor shortage and training initiatives must change : By Eric Handley Today’s labor shortage is causing construction costs to increase, schedules to be delayed and is impacting the overall growth of the economy. It is hard to believe that 10 years ago there was not enough construction projects to keep all of the available skilled trades working. Today, there are an estimated 300,000 unfilled construction jobs. This problem has become so serious that it has the attention of the government, educational institutions and major corporations, which are working together to find long-term solutions. Where did all the skilled trades go? There seems to be several causes, but three main reasons seem to rise to the top of the list. After the great recession, many skilled trades left the industry altogether due to the lengthy time they remained off work. They needed to find a steady income. The younger work force entering the market is being steered toward four-year degrees by their parents and high schools, and are more likely to gravitate toward careers that do not involve construction—which many perceive as dirty, dangerous and difficult. Lastly, immigration reform—or lack of it— has resulted in fewer skilled trades entering the workforce from other countries. Based on current projections, the construction industry workforce is only expected to rise 0.5% over the next 10 years, while construction industry forecasts expect overall construction spending to increase, at least for the foreseeable future. This trend would make the current construction labor shortage estimate of 300,000 plus unfilled jobs increase to more than 750,000 unfilled jobs in years to come. While the impact of a skilled trade labor shortage is widespread, a few of the most significant impacts include: 1. Increased wages and benefits to attract new workers and retain existing

Eric Handley

Based on current projections, the construction industry workforce is only expected to rise 0.5% over the next 10 years. ones, which is rapidly driving up construction costs. 2. Longer project schedules that result from fewer workers spread out over more projects. 3. Decreased quality that results from improper training and inexperienced workers being put on projects out of desperation.

4. Construction companies turning away work or developers putting projects on hold due to cost or schedule pressure. All of these impacts are bad for the overall economy and for development in the future. What are firms doing to combat this increasing risk to their businesses? The list, which is already long and growing rapidly, includes measures such as increasing pay, offering more benefits, recruiting new employees through high schools, trade schools and the military, working more hours and paying overtime, utilizing modular construction and pre-assembly, software and hardware technology that increases efficiency and, as a last resort, taking less work. Many forward-thinking owners are creating strategic partnerships with trusted contractors and subcontractors, which enables them to secure valuable resources through master contract agreements and negotiated long-term contracts, providing a level of security for both parties. If a government infrastructure program is implemented and immigration reform is not addressed soon, the problem could continue to get worse. Future solutions being implemented or tested now include government intervention (JOBS ACT), military and manufacturer partnerships with trade schools that include internships and mentoring programs, expanded robotics and modular based construction along with the further refinement and integration of machine learning, and workflow management. Construction firms will have to take an “all of the above” approach to recruiting, developing and retaining their workforce and retailers/developers will need to focus on strategic partnerships to secure the resources needed to fuel their construction initiatives in the future. CCR

Eric Handley is VP at William A. Randolph Inc. (, where he handles business development, pre-construction services, and estimating and operations management. Over the years, he has been involved in retail, hospitality, industrial and institutional buildings, mass transit systems, wastewater treatment facilities, underground utilities, heavy concrete construction, and extensive renovations of existing facilities.



Masterpiece in Progress Jeff Steinberg and his inspiring message of hope : By Jeff Steinberg To say I was excited and honored to be the keynote inspirational/motivational speaker for the 2020 Commercial Construction & Renovation Summit is an understatement. It was a joy. The challenge was to motivate some of the industry’s leading construction and renovation professionals. “I can do that,” I told myself. And yet, I was reminded of a truth shared with me by my best friend and songwriter Jeffrey L. Rudloff, “I can’t motivate anyone. I can provide information and inspiration, but he motivates himself.” I kicked off my presentation with “This Land,” bringing all the energy and hopefulness that a handicapped man holding a mic in an aluminum hook attached to a “bionic” prostheses can offer. Then there is humor. I shared the story of the five year old boy who asked me why I have no hands. I told him I used to bite my fingernails and that I went too far one day. I was in trauma therapy, but I still have great looking hands.

Jeff Steinberg

2. All that I can be… I Must Be!!

Never settle for anything less. Remember: Less should never be good enough. My message is the same I share with everyone. It is about providing a clear vision of ourselves, and seizing the opportunities ahead, and finding the ways to rise above.

1. All that I can be… I Can Be!!

We all have a story to tell. Mine was to quit focusing on the handicap and start appreciating the gift. If you do not like who you are,

At age 9, I was placed into The Good Shepherd Home for the Physically Handicapped in Allentown, Pennsylvania, where I lived and attended public school until I was 19. Most people do not like their stories, many of which are littered with excuses: I am too tall or short. I grew up on the wrong side of the tracks. I have too many handicaps, etc. As a young boy, I learned the truth that would become the foundation of my life: "I am made to be awesome and wonderful (Psalm 139:14).” I learned to see my disabilities as assets, not liabilities. My father used to tell me, “The difficult we do right away, the impossible takes a little longer.” Being handicapped is a choice. While I cannot do anything to change my circumstances, I can choose not to allow myself to be handicapped by them. I believe, “A real handicap is anything that keeps me from being or becoming all that I was created to be.”

no one else will want what you are selling. So sell yourself first. I was born Aug. 18, 1951 with no arms and severely deformed legs. Nobody expected I would survive. I spent my early years in hospitals, including Shriners' Hospital for Crippled Children in Philadelphia, where I learned to walk with my first leg brace and was fitted with my first prosthetic arm.

Never settle for anything less. Remember: Less should never be good enough.

3. A ll that I can be… I Choose to be!!

You have to want it bad enough not to care about what others think. My parents said I could never drive a car. To date, I have driven more than 4.5 million miles across the country and Canada.

4. All that I can be…I Shall Be!! That moment when we get up to make it happen and forge ahead toward the goal is life-changing. As the old saying goes, “If it is to be, it is up to me. My action determines destiny, success or failure and more important my impact on the world in which I serve.” Make your journey a blessing. CCR

Jeff Steinberg is the 13th inductee into The Good Shepherd Hall of Fame for Persons with Disabilities for his achievements in the field of music, for his advocacy for the physically challenged and for carrying the message that each of us is A Masterpiece In Progress. He is the recipient of the prestigious 2019 & 2015 AMG Heritage Award for Comedian of The Year, and a nominee in multiple other categories.







Show me the product (service) Ask any attendee of the Commercial Construction & Renovation Summit the most productive part of the event and the one-on-one meetings quickly jump to the forefront. The casual and always business-oriented meetings give vendors and end users the perfect opportunity to talk shop.

Keep on rolling... The go karting. The axe throwing. The virtual reality battles. The barbecue. Yes, each of these were on full display at the Autobahn Indoor Speedway, the ultimate wind-down experience for Summit attendees. Whether they were racing around the track, throwing axes or chasing each other in virtual rooms, attendees were able to stay busy—and connected. It was the perfect way to cap the working part of the Summit.



Where the players play... If you love football, and let's be honest, who doesn't, right, you can never go wrong with a tour of the place where the magic happens. On the way out of town, Summit attendees received a first-hand look at TIAA Bank Field, the home of the Jacksonville Jaguars. Along with a walking tour of the stadium and its amenities, the group was even able to sit inside owner Shahid Khan's private suite.







PO 245 Erie, CO 80516 (720) 295-9301 Sara Khoudary, President Marketing

Andrews GTM

10235 Philipp Pkwy Streetsboro, OH 44241 (330) 656-8749 Steve Puhl, Director of Business Development Logistics

Connect Source Consulting Group

3 Pheasant Run Forked River, NJ 08731-0000 (609) 661-9636 Gina Noda, Founder Sourcing

Construction One

101 East Town Street, Suite 401 Columbus, OH 43215 (614) 235-0057 Cash Matetich, Business Development General Contracting • Gala Reception Sponsor

Ambiance iQ

Creative Edge


Communicators International, Inc.

79 East Daily Drive, Suite 263 Camarillo, CA 93010 (805) 512-9825, ext 5 Bradley Newberger, President Audio/Music/Acoustical

110 Sargent Drive New Haven, CT 06511 (512) 585-5205 Jan McKenzie, National Accounts Security

Benjamin Moore

101 Paragon Drive Montvale, NJ 07645 (201) 783-7658 Michael Ecke, Strategic National Accounts Manager Paint

601 S. 23rd Street Fairfield, IA 52556 (800) 934-8145 Jim Thompson, Executive Vice President, CCP Water Jet Cutting

6541 SE Nantucket Court Hobe Sound, FL 33455 (207) 712-2233 Ron Treister, President PR Agency

Cummings Resources

15 Century Blvd, #200 Nashville, TN 37214 (484) 818-3877 Marilyn Brennan, VP National Accounts Signage

CDO Group

DWM Construction & Renovation

Coast 2 Coast

FacilityRx Services

333 West Harrison Street Chicago, IL 60304 (708) 383-0586 Anthony Amunategui, President Project Management 7704 Basswood Drive Chattanooga, TN 37416 (423) 710-4714 Tim West, Director -Multi-Site Laser Scanning/As-Built Surveys/3D Mapping


2 Northway Lane Latham, NY 12110 (888) 396-9111 Bennett Van Wert: Director of Sales & Development General Contracting/Project Management 24657 Halsted Road Farmington Hills, MI 44335 (856) 701-5181 Nicole Young, Bus Dev Facility Maintenance


Federated Service Solutions Inc.

Lakeview Construction

FloorMax USA

Lead Up for Women

30955 Northwestern Hwy Farmington Hills, MI 48334 (248) 539-9000 Jennifer Ferris, President Cabling/Data

7701 Derry Street Harrisburg, PA 17111 (855) 435-6676 Skip Mason, National Sales Director Flooring


5156 Rialto Drive Parker, CO 80134 (303) 805-5078 Careyann Golliver, President Franchising

Georgia Printco

90 South Oak Street Lakeland, GA 31635 (866) 572-0146 Drew Barry, Business Development POP/Fixtures/Wall Graphics • Gala Reception Sponsor

Harmon Construction, Inc.

621 S. State Street North Vernon, IN 47265 (812) 346-2048 Ardell Mitchell, Vice President General Contracting

Hunter Building Corp 14609 Kimberley Lane Houston, TX 77079 (832) 259-0978 Peter Ferri, President General Contracting

Identicom Sign Solutions 24657 Halsted Road Farmington Hills, MI 44335 (248) 566-6187, ext 241 John DiNunzio, President Signage

10505 Corporate Drive Pleasant Prairie, WI 53158 (262) 857-3336 John Stallman, Marketing Manager General Contracting 10522 East Sheffield Drive Mesa, AZ 85212 (480) 241-3708 Colleen Biggs, Founder/CEO


800 John C Watts Drive Nicholasville, KY 40356 (800) 887-4307 Rob Owen, Business Development Director Security

Marco Contractors

100 Commonwealth Drive, PO 805 Warrendale, PA 15095 (724) 741-0300 Nicole Ranalli, Market Manager General Contracting • Gala Reception Sponsor

Mats Inc.

179 Campanelli Pkwy Stoughton, MA 02072 (781) 408-9500 Tim Theroux, Senior Manager National Account Development Flooring

Merchco Services, Inc.

140 Heimer Road, Suite 500 San Antonio, TX 78232 (210) 581-8610, ext. 120 Scott Bouwens, Vice President Installations/Project Management/Millwork

National Pavement

3018 US Hwy 11 Dekalb Junction, NY 13630 (412) 627-4541 Bob Vacsulka, Vice President National Accounts Pavement/Asphalt Services








Philadelphia Sign

Porcelanosa USA

707 West Spring Garden Street Palmyra, NJ 08065 (503) 327-5943 Nate Doney, Sales Signage

600 Route 17 North Ramsey, NJ 07446 (301) 503-1348 David Carmona, Sales Director Architectural Building Products/Flooring

Phoenix Drone Pros

Regency Lighting

13400 Riverside Drive, Suite 202 Sherman Oaks, CA 91423 (818) 786-8960 Chris Damiano, Bus Dev Mgr. Permitting

10869 N. Scottsdale Road, Suite 103-512 Scottsdale, AZ 85254 (480) 330-1778 Robert Biggs, President Drone Mapping

PPG Services

242 West 30th Street Suite 400 New York, NY 10001 (724) 272-8797 Samra R. Savioz, Business Development Executive Painting Services

2435 N. Central Pkwy, Suite 640 Richardson, TX 75080 (214) 217-4100, ext 114 Hemant Bhave, VP Construction Software

9261 Jordan Ave Chatsworth, CA 91311 (770) 686-2057 Greg Tellason, National Account Executive Lighting

Rockerz Inc

100 Commonwealth Drive Warrendale, PA 15086 (724) 612-6520 Bob Smith, Business Development/ National Accounts Polished Concrete Services

Prime Retail Services

Rogers Services

3617 Southland Drive Flowery Branch GA 30542 (678) 414-8874 Jeff Terry, Director of Business Development Project Management/General Contracting

2050 Marconi Drive, Suite 100 Alpharetta, GA 30005 (678) 314-8308 Ayla Tribble, Business Development Electric Services/Facility Maintenance

ProCoat Products

S. Moraitis & Associates

260 Centre Street, Suite D Holbrook, MA 02343 (781) 767-2270 Lisa Schwartz, President Ceiling Tile Restoration


333 West Harrison Street Chicago, IL 60304 (312) 733-9803 Sophia Moraitis, Business Development Construction Legal Services


Schimenti Construction


575 Lexington Ave., 8th Floor New York, NY 10022 ANGELES HQ / CONNECTICUT (212) 246-9100 Joe Rotondo, VP General Contracting • Stadium Breakfast & Stadium Tour Sponsor

UHC Construction Services 154 East Aurora Road, #155 Northfield, OH 44067 (216) 544-7588 Leslie Burton, Director of Business Development General Contractor • Distillery Tour Sponsor

State Permits Inc

319 Elains Court Dodgeville, WI 53533 (406) 222-3333 Vaun Podlogar, President Permitting


815 Main Street Jacksonville, FL 32207 (904) 229-5234 Tom Ruede, Vice President Sales Logistics

Taylor Bros. Construction 4555 Middle Road Columbus, IN 47203 (812) 379-9547 Jeff Chandler, Vice President General Contracting/Millwork

The Beam Team

1350 Bluegrass Lakes Pkwy Alpharetta, GA 30004 (678) 987-1800 Lauren Hall, Marketing Manager Installation/Logistics/General Contracting Gala Reception Sponsor

The Blue Book

P.O. Box 500 Jefferson, NY 10535 (800) 431-2584 Kelly Carpentieri, Event Manager National Subcontracting Database

Wesnic 6000 Bowdendale Ave. Jacksonville, FL 32216 (904) 733-8444 Michelle Temple, Executive Vice President Sales & Marketing 100 years of experience, Suddath has the ContractWith Furniture/Site Furniture

Global Logistics



resources, technology and specialized industry expertise to fulfill your construction supply needs. From FF&E installation to Windowchain Film Depot managing large-scale hospitality projects, our

4939 Lower Roswell Road, teams partner with you to get the job done on Suite 100time and on budget. Marietta, GA 30068 (866) 933-3456 Mike Mosby, Director of Business Development Window We Filmspecialize in a variety

of industries and environments, including: Wolverine Building Group 4045 Barden SE • RETAIL Grand Rapids, MI 49512 • RESTAURANT (616) 949-3360 Mike Houseman, President NA • HOSPITALITY • EDUCATION General Contractor • HEALTHCARE

World Dryer 340 County Line Road LET’S WORK TOGETHER Bensonville, IL 60106 800.288.7833 | (480) 848-0542 © 2019 Suddath Global Logistics, LLC; US DOT 2212216; NVOCC 2894NF; IATA No. 111919 Scott Kerman, Business Development Manager Hand Dryers







AA&A Acquisitions LLC Owner Aaron’s Inc Mgr Store Planning Aaron’s Inc Dir of Construction & Facilities Aima Digital Marketing President Ambiance iQ President Ambiance iQ Strategic Account Exec American Signature, Inc Retail Facilities Mgr Andrews GTM Dir of Bus Dev Andrews GTM Bus Dev Assa Abloy National Accounts Bagel Brands Reg Facilities Mgr Benjamin Moore Strategic National Accounts Mgr Benjamin Moore Strategic National Accounts Mgr Blain’s Farm Fleet Dir of RE, Construction & Facilities Blain’s Farm & Fleet Snr Construction PM Blain’s Farm & Fleet Snr Design Mgr Bluegrass Hospitality Group Construction Mgr Bluegrass Hospitality Group Designer Brooke Auberry Retail Advisors President Bubbakoo’s Burritos VP Ops Bubbakoo’s Burritos GM Burger King PR Dir of Construction Burlington Dir of Construction CDO Group President Celestial Meetings President Checkers/Rally’s Snr Construction Mgr Choctaw Shopping Center Enterprise Tribal Liaison Choctaw Shopping Center Enterprise General Manager Cici Enterprises Dir of Construction Coast 2 Coast Dir -Multi-Site Communicators Inter President Connect Source Consulting Group Founder Construction One Business Development Continental NightClub CEO Converge Consulting Managing Executive Corporate Realty Advisors President Coty Inc Facilities Mgr Creative Edge Exec VP, CCP Crissey Solutions LLC President Cummings Resources VP National Accounts Cummings Resources Bus Dev CVS Health Dir of Architecture CVS Health Prototype & Specs Manager, Architecture & Engineering Department Dan Oneill Inc Owner DHHK Partners Consultant Dickey’s Barbecue Snr Buyer DWM Construction & Renovation Construction & Renovation Director DWM Construction & Renovation Nat Sales Mgr El Toro Restaurants VP Ops/Owner FacilityRx Services Bus Dev Federated Service Solutions Inc VP Federated Service Solutions Inc President FEED Restaurant Inc Owner Finest Women in Real Estate CEO Firehouse Subs Construction Services Mgr First Watch Restaurants Facilities Mgr First Wave I Managing Partner FloorMax USA Nat Sales Dir FloorMax USA Nat Sales Rep Floyd’s 99 Barbershop Facilities Mgr Franchise-Logic President Georgia Printco Bus Dev Global Franchise Group Construction Mgr Global Franchise Group Construction Manager Grand Hinckley Casino VP of F&B Harbor Freight Snr Dir of Construction Harmon Construction VP Harmon Construction Project Mgr Hilliker Corp Real Estate Hilton Worldwide Snr Dir Arch, Design & Construction Hilton Worldwide Dir of Architecture & Construction Houchens Industries, Inc Director of Property & Store Dev. Hunter Building Corp President Identicom Sign Solutions President Identicom Sign Solutions VP IMCMV Holdings (Margaritaville & Landshark Restaurants) Dir of Construction JLL Snr Mgr Projects JLL PM JLL/CFA & Arby’s Program Manager John Varvatos Enterprises Facilities Mgr Karen’s Cookies N Such Owner L2M Architects/RCA VP Lakeview Construction Marketing Manager Legacy Capital Investments Founder Life Time Snr Mgr Architecture QA/QC LockNet Bus Dev Dir Locknet PM Manna, Inc Dir of Construction Marco Contractors Mkt Mgr Mary Soriano Inc President Mats Inc Snr Mgr Nat Account Dev Merchco Services Inc VP Museum of Science & Industry Chicago Deputy Dir, Construction & Facilities National Pavement VP National Accounts National Pavement President Orscheln Farm & Home Maintenance Facilitator Orscheln Farm & Home Store Facilities Mgr Orscheln Farm & Home Construction Manager


Orscheln Properties Construction Project Mgr Permit Place Bus Dev Mgr. Philadelphia Sign Sales Philadelphia Sign Sales Phoenix Drone Pros President PLS Financial Services Procurement Agent Poma Retail Development President Porcelanosa USA Sales Director Porcelanosa USA Inter. Division PPG Services Bus Dev Exec PPG Services VP Sales Primanti Bros. Dir of Construction Primax Properties Preconstruction Mgr Prime Retail Services Dir of Bus Dev Prime Retail Services Bus Dev ProCoat Products President ProCoat Products VP Projectmates Dir of Sales Ops Projectmates VP Publix Maintenance Program Mgr Publix Shopping Center Maintenance Mgr Quest Workspaces Designer QuikTrip Corporate Construction Supervisor QuikTrip Corporate Construction Supervisor Regency Lighting Nat Account Exec Regency Lighting Nat Account Exec Rik Roberts President Rise High Now Society President RLJ Development/American Dream President/Partner Rockerz Inc VP Operations Rockerz Inc Dir of Business Development Rogers Services Bus Dev RPM Pizza LLC Dir of Construction Runnings Inc Dir of Store Operations Runnings Inc Construction/Maintenance Mgr S. Moraitis & Associates Business Development Samjen Realty VP of Sales Samjen Realty Broker Saratoga Homes LLC PM Schimenti Construction Bus Dev Mgr. Serigraphics President Sherbinskis PM Consultant Shoe Sensation Dir of New Store Construction Skechers Global Dir of Visual Merchandising Solara Hospitality Construction Mgr SPFS Inc- Philly Pretzel Factory VP Real Estate & Construction Sprinkles Dir of Facilities & Construction State Permits Inc President State Permits Inc SPM Subway Development of Eastern PA Development Mgr Subway of Eastern PA President Suddath VP Sales Suddath Snr VP Workplace Solutions Target Snr Construction PM Tartagia Commercial Property Partner Taylor Bros. Construction Vice President Taylor Bros. Construction Subcontract Administrator TD Bank VP Regional Facilities Mgr Lead Northern New England TD Bank VP/Snr Mgr US Programs & Major Infrastructure The Beam Team Sales/Bus Dev The Blue Book Marketing Manager The Buckle Inc Construction/Facility Mgr The Masterpiece Group President UHC Construction Services Dir of Business Development UHC Construction Services CEO V’s Barbershop COO V’s Barbershop Store Opening Coor Verizon Wireless Snr Mgr Design & Construction Wasi Investments Owner Wawa CPM Wawa Inc Construction Project Mgr Weight Watchers Dir of Facilities Wesnic Exec VP Sales & Mkt Wesnic VP Sales Which Wich Dir, Dev Proj Mgmt & Logistics Which Wich Dir of Construction William A Randolph Inc/RCA VP Window Film Depot Dir of Bus Dev Window Film Depot Bus Dev Wolverine Building Group President NA World Dryer Bus Dev Mgr.




• * 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




Project Name: M cDonald’s Times Square Location: New York City Designer: Landini Associates Contractor: Schimenti Construction Company McDonald’s modernized its customer experience at the new Times Square restaurant with a 11,200 square-foot flagship location that offers three floors of seating, including an expanded second floor extending 12 feet over the street and an added mezzanine above. The location also has three dumbwaiters, 18 self-ordering kiosks and a 50-foot high curtain wall—a glass-paneled wall allowing an expansive view of the street below and the entirety of Times Square. The space highlights the brand’s red and yellow colors in an updated way, using elements like a yellow staircase and red light fixtures.

Project Name: Arc’teryx, Vancouver Location: Vancouver, BC, Canada Designer: Unison Construction Management Ltd. Contractor: Unison/Ace Copper Specialists Ltd. (Subcontractor) The tagline for the Arc’teryx brand is, “Our inspiration comes from people, the places and things they want to discover. We learn from you.” For its flagship retail store in Vancouver, British Columbia, Arc’teryx features custom RHEINZINK zinc panels, installed on a diagonal façade along with natural granite to symbolize the breathtaking horizon of the nearby Canadian Coast Mountains. They are a key feature in the retailer’s largest Canadian store design.

Project Name: J W Marriott Nashville Location: Nashville, Tennessee Designer: Smallwood, Reynolds, Stewart, Stewart & Associates (Smallwood) and Arquitectonica Contractor: Skanska USA Known as a modern oasis among locals and guests alike, the elliptically shaped, 33-story, 810,000-square-foot JW Marriott Nashville hotel is an iconic addition to the Music City skyline. Strategically located near the Music City Center, Nissan Stadium, Country Music Hall of Fame and the iconic Honky Tonk Highway on Lower Broadway, the hotel’s bold appearance and high performance was achieved uncompromisingly, yet economically, with YKK AP America’s YWW 50T Window Wall MegaTherm® aluminum framing system, which featured Technoform’s polyamide thermal barriers.



Project Name: HyVee Arena Location: Kansas City, Missouri Designer: Foutch Architecture and Development LLC Contractor: McCownGordon Construction LLC One of the nation’s first multi-level sports complexes, HyVee Arena adaptively reused the historic Kemper Arena’s single-level venue. Listed on the National Register of Historic Places, the modern, four-level, multi-functional 10,000-seat facility’s renovations needed to meet aesthetic standards, as well as functional and energy-efficiency goals. As a single-source solution to Tubelite Inc., Linetec provided the high-performance architectural coatings in the historically approved color and thermal improvement services for its new entrance, storefront and interior aluminum framing systems. Viracon’s glass further enhanced the glazing systems’ high solar, thermal and optical performance.

Project Name: Franklin Tower Residences Location: Philadelphia, Pennsylvania Designer: Gensler Contractor: Fastrack Construction/Reilly Glazing (Subcontractor) Franklin Tower Residences updates the Philadelphia skyline with 550 luxury apartments fashioned from the previous headquarters for GlaxoSmithKline. Today, the former 1980’s concrete office tower is a 24-story premier, modern, glass-clad residential property. The 607,000-square-foot building boasts one- and two-bedroom luxury apartments featuring high ceilings, expansive window views and floor-to-ceiling windows. Apogee Renovation assisted with energy-efficient upgrades to the building envelope, while Wausau Window and Wall Systems provided numerous glazing systems. Tubelite Inc. provided entrance systems, Viracon supplied high-performance glass, and Linetec provided thermal improvement services on the glazing systems’ aluminum framing.

Project Name: H ilton Bogota Conferias Location: Bogota, Colombia Designer: AIA (Architect) Marcela Villegas Design Studio (Interior Design) Contractor: Conconcreto Hilton Bogota Corferias is a public/private partnership project, strategically located within the existing Trade Fair Venue and Exhibition Center, Corferias and the Ágora Bogotá International Convention Center of Bogota, Colombia. The project was led by the Bogota Chamber of Commerce and owned, in partnership, with Pactia a Colombian private equity fund with extensive experience in real estate investments. The hotel is the best option to receive all kinds of groups and conventions in Bogota—with 410 spacious rooms, eight meeting rooms located on the same level, two restaurants and a bar complemented by the largest terrace in the area, and unbeatable accessibility from the main avenues and highways that connect the city from end to end. MARCH : APRIL 2020 — COMMERCIAL CONSTRUCTION & RENOVATION




Project Name: Max’s South Seas Hideaway Location: Grand Rapids, Michigan Designer: Ghafari Concept Design Contractor: Wolverine Building Group & Phoenix Construction Management The building team transformed a former event venue in downtown Grand Rapids, Michigan into Max’s South Seas Hideaway, a world-class Tiki bar and restaurant. The renovation had a fast-track schedule and was completed in just five months. In addition, the project was completed under budget. Max’s South Seas Hideaway offers the only Tiki bar/restaurant of its kind in the state of Michigan, and continues to draw visitors from New York to California.

Project Name: UTHealth McGovern Medical School Student Lounge Location: Houston, Texas Designer: UTHealth/E&C Engineers/Wells & Kimich Contractor: Centennial Contractors Enterprises Inc. The project team worked around delayed funding and a shortturnaround time to provide a place where future doctors and researchers from around the world can relax and learn. The new student lounge features a kitchenette, lounge area with a television, private study rooms, and white boards in case students want to study in the main area. Students also can take advantage of a gaming system, glass countertops with the ability to write dry-erase notes on top, and more. One of the other main features is the addition of a dedicated space for meditation and prayer.

Project Name: White Oak Medical Center Location: White Oak, Maryland Designer: CallisonRTKL Contractor: Turner Construction The White Oak Medical Center, which replaces a facility built in 1907, is part of an area known as the White Oak Science Gateway. The building also includes the new headquarters for the Food and Drug Administration. The area is a bioscience innovation hub that is expected to be an economic catalyst for the region. The area also includes a mixed-used project, public amenities and the first rapid transition bus system in the state. The seven-story hospital includes 180 private patient rooms, state-of-the-art equipment and technology, calming views and natural light. The center also includes a 16,000-square-foot utility plant with four custom-made roof hatches manufactured by The BILCO Company.



y lity I Multi-Famil a it sp o H I t n ra u Retail I Resta

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C O N G R AT U L AT I O N S TO ALL THE WINNERS CIRCLE NO. 16 31269 Bradley Road, North Olmsted, OH 44070 I P: 440.716.4000 I F: 440.716.4010



Project Name: Hard Rock Fire Mountain Entry Flames Location: Marysville, California Led Display Technology: Media Resources Inc. Contractor: YESCO LLC The entry display at Hard Rock Fire Mountain lights a clear expectation of a unique casino experience on the West Coast. Seven flames rising from the ground with sharp concave and convex curvature in four different heights presented engineering challenges from concept to conception, particularly in a seismic region. Close collaboration between Yesco, Media Resources and Sullaway Engineering set a new standard for outdoor LED design, all with super bright 9000 nit diodes and network level intelligent displays to drive uptime and reliability.

Project Name: Southlake Village Shopping Center Location: Reston, Virginia Contractor: LK Construction The re-roofing of the 109,527-square-foot South Lake Village Shopping Center in Reston, Virginia helped give piece of mind to nearly two dozen retailers and businesses. Built in 1984, the center boasted a natural cedar roof that began to fail, including water leaks, cracked shingles and moss growth. As shoppers moved freely in and out of the stores, LK Construction replaced the flat roofing with a new thermoplastic membrane and installed Bellaforté Shake tiles. Made to withstand fire, impact and severe weather, the synthetic shakes were the ideal choice for the shopping center location.

Project Name: S outh Street Seaport – Pier 17 Redevelopment Location: New York City Designer: SHoP Architects Contractor: Hunter Roberts Construction Group/ Enclos Corp. (Subcontractor) The South Street Seaport – Pier 17 is home to a wide range of uses that contribute to the vitality of the waterfront, including a sheltered, open-air pedestrian experience with a mix of dining, gathering and smaller-scale shopping connected to promenades and parklands of the East River Waterfront. The project includes three-dimensional channel glass from Bendheim. The non-porous 504 Rough Cast textured glass forms a durable protective shield around the upper stories of the building, as well as multi-story tall light boxes with integrated lighting. Back-lit at night, the lightdiffusing glass turns the building into a beacon.






Project Name: Houston Methodist Clear Lake Central Utility Plant Location: Nassau Bay, Texas Designer: Dewberry Contractor: Hoar Construction In 2014, Houston Methodist began to expand a 40-year-old hospital to better serve the fast-growing Clear Lake region of Texas. The expansion included a new central utility plant (CUP). Switchover and commissioning were crucial for patient safety in an active hospital. The preparation and plan for the hospital’s new CUP was key for handling unexpected incidences. The original scope included an office build-out for the facilities management that was not included in the new contract. But the Hoar Construction team value-engineered to include infrastructure for underground plumbing for a future build-out. The scope also included demolition and removal of the old structure and equipment.

Project Name: NJ Eye and Ear Location: Englewood, New Jersey Designer: Sargenti Design Studio Contractor: Crest Development Sargenti partnered with NJ Eye and Ear to help renovate the 12,000-square-foot building in downtown Englewood, New Jersey. The project also included a store redesign and company branding. The new space features an optical retail store and café upon street entry at street level with adult services. On the second floor is a pediatric center and a dedicated space designed specifically for children to play. The first-floor retail store bridges both modern and playful tastes with a clean, peaceful and welldesigned Scandinavian vibe to bring out the serenity flavor.

Project Name: Biola University Roof Top Solar Location: La Mirada, California Designer: Gensler Contractor: Core States Group Unlike most solar projects, the Biola University Roof Top Solar is not hidden from sight. The design is a prominent solar array that serves as a key architectural feature—a swooping design element that hovers over the building. Core States designed and installed a custom racking system so the array would act in harmony with the aesthetic of the building envelope. Core States used a bifacial module system so that students can view it via a lobby skylight as they enter the building. In addition, a display kiosk was installed in the lobby that provides an overview of the solar system and how it reduces Biola’s carbon footprint. To date the project has saved approximately 50.3 tons of C02, the equivalent of removing greenhouse gas emissions from 124,920 miles driven on the road.



Project Name: 727 West Madison Parking Structure Facade Location: Chicago, Illinois Designer: FitzGerald Associates Contractor: Reflection Window + Wall Bendheim’s ventilated glass façade creates a jewel-like aesthetic while maximizing natural ventilation and daylight at the new parking structure. Architects and Bendheim’s technical team collaborated to create a high-performance decorative glass façade while saving developers over $1 million. The translucent glass and open-joint design create a sense of openness, significantly enhancing occupants’ sense of comfort and safety. The design of the system allows flexibility to change the spacing, angle and orientation of the glass panels, providing the necessary amount of openness for air flow and visibility to the outside.

Project Name: Kentucky Fried Chicken (KFC) Location: Maple Heights, Ohio Designer: GPD Group Contractor: Fortney & Weygandt Inc. One of the many chicken joints built on what Maple Heights, Ohio residents affectionately refer to as Chicken Row; this Kentucky Fried Chicken location saw record sales in the first few months compared to other KFCs. Located on the site of a former FX Fitness parking lot, the 2,444-square-foot location was a new prototype for KFC from developer Skilken Gold and Mitra QSR, KFC’s fourth largest franchisee. The restaurant will serve as the brand’s future KFC model moving forward.

Project Name: T-Mobile Flagship – Union Square Location: San Francisco, California Designer: FRCH Architects Contractor: Retail Construction Services Inc. The 14,298-square-foot T-Mobile Flagship store was built on the site of the old flagship Apple building in downtown San Francisco. Strategically located at the tri-corner intersection of Market Street, Stockton Street and Ellis Street, the store is located two blocks from Union Square, which is one of the most famous shopping and tourist districts in the world. Among its many enduring features from the Retail Construction Services and FRCH teams is a skylight monumental staircase, which looks over a Bay Area Rapid Transit (BART) Station. MARCH : APRIL 2020 — COMMERCIAL CONSTRUCTION & RENOVATION




Project Name: The Ben, Marriott Autograph Collection, West Palm Beach Location: West Palm Beach, Florida Contractor: William A. Randolph Inc. Developed by Concord Hospitality, the 208-room Marriott Autograph Collection boutique hotel sits strategically on waterfront in West Palm Beach, Florida. Offering prime views of the Palm Harbor Marina and scenic Intracoastal Waterway, the hotel’s amenities include a stunning rooftop lounge with an expansive swimming pool and bar, including 4,000 square feet of meeting space and full kitchen, Spruzzo, a rooftop bar and lounge, and Proper Grit, a true Florida chop-house. The property, part of a three-acre redevelopment project, will feature an adjoining 255-unit apartment building, 27,000 square feet of retail space, a public park, and an adjacent three tier restaurant and bar. In addition, the hotel is one block from Clematis Street, West Palm’s “Main street” area.

Project Name: Kendra Scott – Jordan Creek Town Center Location: West Des Moines, Iowa Designer: Graphite Design Group LLC Contractor: Hunter Building Corp. The first Kendra Scott in the state of Iowa was added to the Jordan Creek Town Center in West Des Moines. The 2,500-square-foot store moved into a former Michael Kors retail space in the center of the mall at the bottom of the escalators, a decision that required a redesign of the storefront entrance. The store’s many design tweaks were done in cooperation with mall management.

Project Name: Horseshoe Southern Indiana Casino Location: Elizabeth, Indiana Designer: HBG Design Contractor: Harmon Construction After breaking ground on in 2018 on what used to be the Boat to Land Project in Elizabeth, Indiana, the Horseshoe Southern Indiana Casino opened on schedule and on budget, with Harmon Construction and its partner, AJ Brown, finishing within one half of 1% of the original budget. The project was an 80,000-square-foot addition and approximate 85,000-square-foot renovation. Today, the casino features a five-venue food court and associated back of house facilities.



Project Name: Melvin Brewing Location: Eureka, Missouri Designer: Hauck Architecture Contractor: Knoebel Construction Melvin Brewing’s Eureka, Missouri location features a restaurant, retail stores and storage spaces. The fourth location for the craft beer maker, distributor and restaurateur is a 12,700-square-foot brewpub that seats 276 guests and features a full-service bar and restaurant. Surrounded by a game room, a private event space and a full bar, the brewery is equipped to brew and package 1,500 barrels of beer. Loading docks facilitate the shipping of product to 15 states. Other features include a 50-seat outdoor patio area, fire pit, lounge area and retail store. The location was the fourth for the Wyoming-based craft beer maker, distributor and restaurateur.

Project Name: MoMa’s 53 West53 Location: New York City, New York Designer: Jean Nouvel Contractor: Lendlease Corporation According to the former architecture critic Nicolai Ouroussoff of The New York Times, “53 West 53 is the most architecturally significant addition to the Manhattan skyline in recent years.” Designed by acclaimed architect Jean Nouvel, 53 West 53 is a nod to the classic towers of the Manhattan skyline and an archetype for skyscrapers of the future. To reflect the artwork below in the Museum of Modern Art, this tower splits into three different apexes with a 45-color gradient finish. To ensure each color captured Nouvel’s vision, he used Sherwin-Williams’ Fluropon extrusion coatings and worked side-byside with Texas Finishing and Baker Metals to customize each of the 45 colors.

CCR Awards 2020 Honorable Mention Awards: Project: The Plaza at Black Mountain Location: Cave Creek Arizona

Project: Fourth Street East Apartments Location: Oakland, California

Project: Extended Stay Port Charlotte Location: Port Charlotte, Florida

Project: Jackson Street Garage Location: Malden, Massachusetts

Project: Town Place Marriott San Diego Airport Location: San Diego, California

Project: Waterway Express Location: Cleveland, Ohio

Project: Hampton Inn San Diego Airport Location: San Diego, California

Project: Cooper’s Hawk Winery Location: Troy, Michigan

Project: CubeSmart Location: Southgate, Michigan

Project: Hyatt Regency Grand Cypress Location: Orlando, Florida

Project: Fleet Farm Location: West Bend, Wisconsin

Project: White Oak Medical Center Location: White Oak, Maryland

Project: The Cannon Location: Houston, Texas

Project: East Carolina University Stadium Location: Greenville, North Carolina

Project: Taco Bell Location: Poplar Bluff, Missouri

Project: Avalon at Mission Bay Location: San Francisco, California

Project: UTHealth McGovern Medical School Student Lounge Location: Houston, Texas

Project: Golden Corral Location: Springfield, Missouri

Project: Chambrel at Williamsburg Location: Williamsburg, Virginia

Project: JOANN Store #2532 Location: Goshen, Indiana Project: Concrete by Design Location: Montgomery, Alabama





Report breaks down the industry’s leading engineering firms


Core States Group ....................................... $32,431,156.00 Stantec Consulting....................................... $23,494,048.00 WD Partners................................................ $23,200,000.00 GPD Group, Inc............................................. $18,900,000.00 CESO Inc...................................................... $10,500,000.00


CDO Group................................................... $30,000,000.00 WD Partners................................................ $13,500,000.00 Core States Group ....................................... $12,726,135.00 GPD Group, Inc............................................. $9,000,000.00 Henderson Engineers, Inc............................. $5,900,000.00 CESO Inc...................................................... $3,800,000.00 Interplan LLC............................................... $3,137,755.62

Fishbeck...................................................... $8,200,000.00

Greenberg Farrow........................................ $2,793,723.00

CDO Group................................................... $6,000,000.00

Case Engineering, Inc.................................. $2,703,000.00

Greenberg Farrow........................................ $5,407,605.00

Ware Malcomb............................................ $1,581,277.00

Stantec Consulting....................................... $5,524,981.00 TLC Engineering Solutions, Inc..................... $4,000,000.00 Henderson Engineers, Inc............................. $3,600,000.00 3 MG, PSC................................................... $2,500,000.00 NOVA Engineering & Environmental, LLC...... $1,428,046.00 GPD Group, Inc............................................. $1,000,000.00 CESO Inc...................................................... $600,000.00



Ware Malcomb............................................ $8,854,510.00


Henderson Engineers, Inc............................. $72,500,000.00

Henderson Engineers, Inc............................. $72,000,000.00 TLC Engineering Solutions, Inc..................... $29,000,000.00 Stantec Consulting....................................... $21,959,492.00 P2S Inc........................................................ $9,100,000.00 WD Partners................................................ $9,000,000.00 GPD Group, Inc............................................. $6,700,000.00 Ware Malcomb............................................ $6,597,699.00

Case Engineering, Inc.................................. $572,000.00

Fishbeck...................................................... $2,200,000.00

Ware Malcomb............................................ $470,586.00

NOVA Engineering & Environmental, LLC...... $2,018,982.00

Little Diversified Architectural Consulting..... $400,000.00

CESO Inc...................................................... $1,400,000.00

Stantec Consulting....................................... $53,296,502.00 NOVA Engineering & Environmental, LLC...... $9,946,918.00 Henderson Engineers, Inc............................. $1,800,000.00 GPD Group, Inc............................................. $1,200,000.00 MBI Companies Inc...................................... $734,855.00 Ware Malcomb............................................ $642,641.00 CESO Inc...................................................... $500,000.00 P2S Inc........................................................ $465,681.00 Wallace EngineeringStructural Consultants, Inc....................... $400,000.00 Case Engineering, Inc.................................. $281,000.00

Stantec Consulting....................................... $492,653,675.00



ome of the industry’s leading engineering firms can be found right here in our exclusive annual listing. Chock full of all of the information you need to find the right firm in the retail, restaurant, hospitality and other commercial sectors, the report provides the contact information and contact person at each company. If your firm didn’t make the list, contact publisher David Corson at For a digital version, visit us online at


Henderson Engineers, Inc............................. $192,100,000.00 Ware Malcomb............................................ $130,511,319.00 GPD Group, Inc............................................. $126,100,000.00 Fishbeck...................................................... $87,900,000.00 Core States Group ....................................... $58,769,210.00 NOVA Engineering & Environmental, LLC...... $53,586,254.00 WD Partners................................................ $49,700,000.00 P2S Inc........................................................ $46,123,839.00 CDO Group................................................... $36,000,000.00


Manuel Ray, Principal P.O. Box 9023172 San Juan, PR 00902-3772 (787) 979-9982 • Year Established: N/A, Number of Employees: 12 Retail: $450,000.00 Hospitality: $2,500,000.00 Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: N/A Total: $3,500,000.00 Number of Completed Commercial Projects by 12/31/19: 3 Specialize In: Hotels, Leading Clients: Ritz Carlton Hotels, InterContinental Hotels, Black Diamond

Case Engineering, Inc.

Darrell Case, President 796 Merus Ct. Fenton, MO 63026 (636) 349-1600 • Fax: (636) 349-1730 • Year Established: 1995, Number of Employees: 72 Retail: $4,640,000.00 Hospitality: $572,000.00 Restaurant: $2,703,000.00 Federal: $258,000.00 Healthcare: $633,000.00 Multi-Family: $281,000.00 Other: $913,000.00 Total: $10,000,000.00 Number of Completed Commercial Projects by 12/31/19: 1,640 Specialize In: N/A Leading Clients: N/A

CDO Group

Vinny Catullo, Director of Business Development 333 Harrison St. Oak Park, IL 60301 (908) 627-1778 • Year Established: 1998, Number of Employees: 48 Retail: $6,000,000.00 Hospitality: N/A Restaurant: $30,000,000.00 Federal: N/A, Healthcare: N/A Multi-Family: N/A Other: N/A Total: $36,000,000.00 Number of Completed Commercial Projects by 12/31/19: 300+ Specialize In: Restaurants, Fitness Leading Clients: McDonald’s, Xponential Fitness, Altitude Trampoline Parks, Chipotle, Christian Brothers Automotive, Valvoline


Steven R Olson, President 175 Montrose W Ave., #400 Akron, OH 44321 (330) 396-5676 Year Established: 1987 Number of Employees: 140 Retail: $10,500,000.00 Hospitality: $600,000.00 Restaurant: $3,800,000.00 Federal: $450,000.00 Healthcare: $1,400,000.00 Multi-Family: $500,000.00 Other: $9,400,000.00 Total: $26,650,000.00 Number of Completed Commercial Projects by 12/31/19: 1,500 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: KFC, Bloomin’ Brands, Speedway, Lowe’s, Walmart, Valvoline, Amazon, Kroger, Kohls, Coffee Bean & Tea Leaf

Classic Engineering Mike Kavanagh, Mechanical Consultant 100 Grandville Ave. SW, Suite 400 Grand Rapids, MI 49503 (616) 742-2810 • Fax: (616) 742-2814 Year Established: N/A Number of Employees: N/A Retail: N/A Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: N/A Total: N/A Number of Completed Commercial Projects by 12/31/19: N/A Specialize In: Shopping Centers, Hotels, Restaurants, Offices Leading Clients: Concord Hospitality, White Lodging, Culvers

Core States Group Natalie Rodriguez, Marketing Manager 3039 Premiere Pkwy., Suite 700 Duluth, GA 30097 (813) 319-8755 • Year Established: 1999 Number of Employees: 283 Retail: $32,431,156.00 Hospitality: $262,662.00 Restaurant: $12,726,135.00 Healthcare: $874,580.0 Multi-Family: N/A Federal: N/A Other: $12,474,677.00 Total: $58,769,210.00 Number of Completed Commercial Projects by 12/31/19: 2,682 Specialize In: Big-Box/Department, Grocery, Drug Stores, Specialty Stores, Hotels, Restaurants, Education Leading Clients: Primark, Fossil, TD Bank, JP Morgan Chase, Darden, McDonald’s, Panera Bread, Hardee’s, Pilot Flying J, 7-Eleven, Buc-ee’s, Citizens Bank, At Home, Rite Aid, Best Buy, Verizon, Simon Property Group, Chipotle, Chick-fil-A, Jack-in-the-Box, In-N-Out Burger, Pollo Tropical, Taco Bell, Red Robin, The Melt, Cava Grill, Circle K

DPCE Michelle Judkins, Vice President 1301 Solana Blvd., Bldg. 1, Ste. 1420 Westlake, TX 76262 (817) 328-5917 Year Established: 1991 Number of Employees: 39 Retail: $3,200,000.00 Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $4,100,000.00 Total: $7,300,000.00 Number of Completed Commercial Projects by 12/31/19: 1,200 + Specialize In: Big-Box/Department, Drug Stores, Education, Specialty Stores, Shopping Centers, Cannabis, Fitness Facilities Leading Clients: Planet Fitness, T-Mobile, CVS, Quest Diagnostic, Custom Ink, Columbia Sportswear, Western Dental, Swarovski




ENGINEERING EBI Consulting Hannah Brassard, Marketing Specialist 21 B St. Burlington, MA 01803 (781) 418-2325 Year Established: 1989 Number of Employees: 400 Retail: N/A Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: N/A Total: N/A Number of Completed Commercial Projects by 12/31/19: 6,000 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Restaurants Leading Clients: McDonald’s, 7-Eleven, Cumberland Farms/EG

Fishbeck Jenny Waugh, Marketing Operations Director 1515 Arboretum Dr. SE Grand Rapids, MI 49546 (616) 575-3824 Year Established: 1956 Number of Employees: 450+ Retail: $8,200,000.00 Hospitality: N/A Restaurant: $700,000.00 Federal: N/A Healthcare: $2,200,000.00 Multi-Family: N/A Other: $76,800,000.00 Total: $87,900,000.00 Number of Completed Commercial Projects by 12/31/19: 85 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants Leading Clients: Hertz, AMC, Meijer Inc., Bissell, Michigan State University

GPD Group

Steve Turner, Director 520 S Main St., Suite 2531 Akron, OH 44311 (614) 588-8081 Fax: (614) 210-0752 Year Established: 1961 Number of Employees: 650+ Retail: $18,900,000.00 Hospitality: $1,000,000.00 Restaurant: $9,000,000.00 Federal: $1,100,000.00 Healthcare: $6,700,000.00 Multi-Family: $1,200,000.00 Other: $88,200,000.00 Total: $129,100,000.00 Number of Completed Commercial Projects by 12/31/19: 2,500+ Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casino, Public Projects Leading Clients: RaceTrac, CVS, 7-Eleven, Starbucks, Yum Brands, PNC, Meijer, Home Depot, JoAnn Stores, Inc.


Greenberg Farrow

Danielle Barr, Marketing/ PR Coordinator 1430 W Peachtree St. NW, Suite 200 Atlanta, GA 30309 (212) 725-9530 Year Established: 1974 Number of Employees: 254 Retail: $5,407,605.00 Hospitality: $29,761.00 Restaurant: $2,793,723.00 Federal: N/A Healthcare: N/A Multi-Family: $142,694.00 Other: $2,368,214,000.00 Total: $10,741,998.00 Number of Completed Commercial Projects by 12/31/19: 1402 Specialize In: Big-Box/Department, Grocery, Restaurants, Shopping Centers Leading Clients: Texas Roadhouse, Murphy Oil USA, The Home Depot, L Brands, Circle K, Starbucks, Kitchen United, Bloom Energy

Henderson Engineers, Inc.

Tyler Koonce, Communications Manager 8345 Lenexa Dr., Suite 300 Lenexa, KS 66214 (913) 742-5613 • Fax: (913) 742-5001 Year Established: 1970 Number of Employees: 850 Retail: $72,500,000.00 Hospitality: $3,600.00 Restaurant: $5,900,000.00 Federal: $2,600,000.00 Healthcare: $72,000,000.00Multi-Family: $1,800.00 Other: $33,700,000.00 Total: $192,100,000.00 Number of Completed Commercial Projects by 12/31/19: 3,647 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Restaurants, Hotels, Casinos, Sports/Venue, Leading Clients: N/A

Hixson Architecture, Engineering, Interiors Scott Schroeder, Vice President and Manager, Client Development 659 Van Meter St. Cincinnati, OH 45202 (513) 241-1230 • Fax: (513) 241-1287 Year Established: 1948 Number of Employees: 120 Retail: $2,000,000.00 Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $18,000,000.00 Total: $20,000,000.00 Number of Completed Commercial Projects by 12/31/19: 12 Specialize In: Big-Box/Department, Specialty Stores, Shopping Centers Leading Clients: Bloomingdale’s, Macy’s, Brookfield Properties, CVS Health


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Rachel Reife, Sr. Business Development 604 Courtland St., Suite 100 Orlando, FL 32804 (407) 645-5008 • Fax: (407) 629-9124 Year Established: 1972 Number of Employees: 170 Retail: $1,349,710.32 Hospitality: $175,606.25 Restaurant: $3,137,755.62 Federal: N/A Healthcare: N/A Multi-Family: $3,550.00 Other: $1,436,284.45 Total: $6,102,906.64 Number of Completed Commercial Projects by 12/31/19: N/A Specialize In: Big-Box/Department, Grocery, Drug Stores, Specialty Stores, Shopping Centers, Hotels, Restaurants, Banks, Swim Schools, Co-Working, Storage Units, Car Wash, Warehouse, Gaming, Wellness, Cryo Leading Clients: N/A

The JDI Group, Inc.

Bryan Autullo, Facilities Design Group, Director of Operations 360 W Dussel Dr. Maumee, OH 43537 (419) 725-7161 • Fax: (419) 725-7160 Year Established: 2002 Number of Employees: 70 Retail: N/A Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: $9,680,000.00 Total: $9,680,000.00 Number of Completed Commercial Projects by 12/31/19: 42 Specialize In: Education, Office & Support Areas for Industrial Market Leading Clients: General Mills, BP Husky, Nutrien, Marathon, Bowling Green State University

Little Diversified Architectural Consulting

Jeff Roman, Partner/National Director of Engineering 615 S College St., Suite 1600 Charlotte, NC 28202 (704) 561-3454 • Fax: (704) 561-8700 Year Established: 1954 Number of Employees: 400 Retail: $3,200,000.00 Hospitality: $400,000.00 Restaurant: $250,000.00 Federal: N/A Healthcare: $400,000.00 Multi-Family: $250,000.00 Other: $8,100,000.00 Total: $12,600,000.00 Number of Completed Commercial Projects by 12/31/19: 382 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, High Performance/Sustainable Buildings Leading Clients: Sonic Automotive, Bank of America, BB&T, Wells Fargo, CVS, Lowes, UnitedHealth Group, Publix, Food Lion, First Citizens Bank, SunTrust


MBI Companies Inc.

Louis Cortina, President 299 N Weisgarber Rd. Knoxville, TN 37919 (865) 584-0999 Fax: (865) 584-5213 Year Established: 1990 Number of Employees: 97 Retail: $1,414,091.00 Hospitality: $47,836.00 Restaurant: $192,428.00 Federal: N/A Healthcare: $839,603.00 Multi-Family: $734,855 Other: $12,059,469.00 Total: $15,288,282.00 Number of Completed Commercial Projects by 12/31/19: 275 Specialize In: Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Industrial, Justice Municipal Buildings Leading Clients: Honda, Denso, Fresenius North America, Pilot, Weigels, Nissan North America

NOVA Engineering & Environmental, LLC

Randall L Bagwell, PE, President 3900 Kennesaw 75 Pkwy., Suite 100 Kennesaw, GA 30144 (770) 425-0777 • Fax: (770) 425-1113 Year Established: 1996 Number of Employees: 410 Retail: $1,437,433.00 Hospitality: $1,428,046.00 Restaurant: N/A Federal: $6,530,764.00 Healthcare: $2,018,982.00 Multi-Family: $9,946,918.00 Other: $32,224,111.00 Total: $53,586,254.00 Number of Completed Commercial Projects by 12/31/19: 1,454 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Commercial, Industrial, Sports/Recreation, Residential, Transportation, Power, Infrastructure Leading Clients: Hines, Prologis, HCA Healthcare, Walmart, Childress Klein

Osborn Engineering Jackie Werner, Corporate Marketing Manager 1100 Superior Ave., Suite 300 Cleveland, OH 44114 (216) 861-2020 • Fax: (216) 861-3329 Year Established: 1892 Number of Employees: 209 Retail: N/A Hospitality: N/A Restaurant: N/A Federal: N/A Healthcare: N/A Multi-Family: N/A Other: N/A Total: N/A Number of Completed Commercial Projects by 12/31/19: N/A Specialize In: Healthcare, Education, Specialty Stores, Hotels, Casinos, Multi-Family/Mixed Use Leading Clients: NBBJ, HKS, IRGRA


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Stephan Freia Kruse, Director of Marketing 5000 E Spring St., Suite 800 Long Beach, CA 90815 (562) 497-2999 • Fax: (562) 497-2990 Year Established: 1991 Number of Employees: 242 Retail: $378,249.00 Hospitality: N/A Restaurant: N/A Federal: $323,372.00 Healthcare: $9,100,000.00 Multi-Family: $465,681.00 Other: $35,856,537.00 Total: $46,123,839.00 Number of Completed Commercial Projects by 12/31/19: 145 Specialize In: Healthcare, Education Leading Clients: University of California System, Cal State University, Port of Long Beach, Boeing

Stantec Consulting

Darren Burns, Vice President 1100-111 Dunsmuir St. Vancouver, BC V6B 6A3 Canada (604) 696-8009 Year Established: 1954 Number of Employees: 22,000 Retail: $23,494,048.00 Hospitality: $5,524,981.00 Restaurant: $1,171,169.00 Federal: $61,705,787.00 Healthcare: $21,959,492.00 Multi-Family: $53,296,502.00 Other: $325,501,696.00 Total: $494,653,675.00 Number of Completed Commercial Projects by 12/31/19: 7,142 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Airports, Attractions, Airports, Civic, Cultural & Entertainment, Justice, Mixed-Use, Office, Research/Labs, Transit-Oriented Development, Warehouse/Light Industrial Leading Clients: AutoNation, Boston Properties, IKEA, Ivanhoe Cambridge, JP Morgan Chase, McDonald’s, One Properties, The Irvine Company, Walmart, Hines, Brookfield, Marriott, State of California

TLC Engineering Solutions, Inc.

Cheryl Maze, Director of Marketing 255 S Orange Ave., Suite 1600 Orlando, FL 32801 (407) 891-9050 Year Established: 1955 Number of Employees: 400 Retail: $1,300,000.00 Hospitality: $4,000,000.00 Restaurant: N/A Federal: N/A Healthcare: $29,000,000.00 Multi-Family: N/A Other: N/A Total: $34,300,000.00 Number of Completed Commercial Projects by 12/31/19: 2,000 Specialize In: Healthcare, Education, Hotels, Performing Arts Centers and Themed Entertainment Leading Clients: HKS, HNTB, Gensler, SOM


Wallace Engineering Structural Consultants, Inc.

Brad Thurman, PE, FSMPS, CPSM, Principal & CMO 123 N Martin Luther King Jr. Blvd. Tulsa, OK 74103 (800) 364-5858 • Fax: (918) 584-8689 • Year Established: 1981 Number of Employees: 160 Retail: $5,300,000.00 Hospitality: $200,000.00 Restaurant: $400,000.00 Federal: $200,000.00 Healthcare: $500,000.00 Multi-Family: $400,000.00 Other: $17,500,000.00 Total: $24,500,000.00 Number of Completed Commercial Projects by 12/31/19: 3,615 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Casinos, Warehouse/Distribution Leading Clients: Walmart, AutoZone, Aldi, Ulta, Bridgestone Retail Operations, Casey’s General Store, Chili’s, Love’s Travel Stop, Nike

Ware Malcomb

Maureen Bissonnette, Associate Principal, Marketing 10 Edelman Irvine, CA 92618 (949) 660-9128 • Fax: (949) 863-1581 • Year Established: 1972 Number of Employees: 598 Retail: $8,854,510.00 Hospitality: $470,586.00 Restaurant: $1,581,277.00 Federal: $80,786.00 Healthcare: $6,597,699.00 Multi-Family: $642,641.00 Other: $112,283,820.00 Total: $130,511,319.00 Number of Completed Commercial Projects by 12/31/19: 4,329 Specialize In: Big-Box/Department, Healthcare, Education, Specialty Stores, Shopping Centers, Hotels, Restaurants, Advanced Manufacturing, Auto, Branding, Signage, Build to Suit, Building Measurement, Civil Engineering, Industrial, Office, Planning, Renovation, Science & Technology, Workplace Leading Clients: Charter, Verizon, Honeywell, Prologis, L’Oréal, Cubic Corporation

WD Partners

Mark Bateman, VP, Business Development 7007 Discovery Blvd. Dublin, OH 43017 (614) 634-7000 • Fax: (614) 634-7777 Retail: $23,200,000.00 Hospitality: N/A Restaurant: $13,500 ,000.00 Federal: N/A Healthcare: $9,000,000.00 Multi-Family: N/A Other: $4,000,000.00 Total: $49,700,000.00 Number of Completed Commercial Projects by 12/31/19: 2,126 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Restaurants Leading Clients: The Home Depot, Walmart, CVS


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So you need a roofing manufacturer? Our list shows you where to start


f you’re looking for one of the industry’s top roofing manufacturers, look no more. Our annual listing gives you the contact person and contact information you need to check the item off your to-do list. To see how you can get listed in the next report, email publisher David Corson at For a digital version, visit us online at Alpine SnowGuards The BILCO Company Jolene Ciosek, Marketing 289 Harrel St. Morrisville, VT 05661 (888) 766-4273 Fax: (888) 766-9994 Roofing Product Type: Snow Guards Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Schools & Universities, Churches

Steve Weyel, Advertising Manager 370 James St. New Haven, CT 06513 (203) 672-0957 Fax: (203) 672-8657 Roofing Product Type: Metal Panel Roof Systems, Roof Curbs, Roof Hatches, Skylights, Fire Vents Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Education, Commercial

American Weatherstar Brian O’Donnell, President 8095 Padgett Switch Rd. Irvington, AL 36544 (800) 771-6643 Fax: (251) 479-3602 Roofing Product Type: Spray Polyurethane Foam Based (SPF), Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Industrial

Blue Nail John Hogan, Owner 170 Changebridge Rd. # C5-4 Montville, NJ 07045 (973) 937-8876 Roofing Product Type: Asphalt Markets Served: Retail

ATAS International, Inc. Boral Roofing

Danielle Biggs, Lead Marketing Coordinator 6612 Snowdrift Rd. Allentown, PA 18106 (610) 395-8445 Roofing Product Type: Metal Panel Roof Systems, Shakes/Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family


Shannon Delgado, Sr. Marketing Mgr. 7575 Irvine Center Dr., #100 Irvine, CA 92618 (949) 585-8244 Fax: (949) 756-2402 Roofing Product Type: Concrete Tile, Clay Tile, Stone Coated Steel, Composite Roofing Markets Served: US-Nationwide


Centria Duro-Last Amanda Storer, Director of Brand Product Marketing 1550 Coraopolis Heights Rd., Suite 500 Moon Township, PA 15105 (800) 759-7474 Fax: (412) 299-8317

Melissa Lee, Communications Manager 525 Morley Dr. Saginaw, MI 48601 (989) 758-1076 Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM), Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Chicago Clamp Company Kevin Barry, Sales Manager 2350 S 27th Ave. Broadview, IL 60155 (708) 343-8311

EcoStar LLC Katie McCarthy, Marketing Manager 42 Edgewood Dr. Holland, NY 14080 (800) 211-7170 Fax: (888) 780-9870 Roofing Product Type: Synthetic, Shakes/Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family Roofing Product Type: Roof Curbs, Structural Support Frames Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

DaVinci Roofscapes

Fall Protection Dist.

Howie Scarboro, CEO 671 Willow St. Lemoyne, PA 17043 (423) 999-0107 Roofing Product Type: N/A Markets Served: Retail

Kathy Ziprik, Public Relations Representative 13890 W 101st St. Lenexa, KS 66215 (800) 328-4624 Fax: (913) 599-0065 Roofing Product Type: Synthetic, Shakes/Shingles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Religious; University/College

GAF 1 Campus Dr. Parsippany, NJ 07054 Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Synthetic, Asphalt, Concrete, Shakes/Shingles, Eco-Green Roofing Systems, Snow Guards, Coatings, Solar Panels Markets Served: Retail, Healthcare, Multi-Family




ROOFING MANUFACTURES/SERVICES Garland Company IMETCO Annie Kerch, Marketing Director 3800 E 91 St. Cleveland, OH 44105 (800) 321-9336 Fax: (216) 641-0633 Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Eco-Green Roofing Systems, Coatings, Metal Edge Systems, Thermoplastic Roof Membranes (KEE) Markets Served: Retail, Hospitality, Healthcare, Shopping Malls, Federal/Government, Education


Josh Younger, Marketing Specialist 4648 S Old Peachtree Rd. Norcross, GA 30071 (770) 908-1030 Fax: (770) 908-2264 Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal/Government, Commercial

IceBlox, Inc. Mainsource Brion McMullen, President Roof Management

671 Willow St. Lemoyne, PA 17043 (800) 766-5291 Roofing Product Type: Snow Guards, Standing Seam Metal Panel Roof Clamps Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Anything Construction Related

MainSource R O O F


Jeff Ansel, Dir. Business Development P.O. Box 45718 Atlanta, GA 30320 (770) 500-9681 Roofing Product Type: Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Solar Panels Markets Served: Retail, Restaurants, Healthcare, Shopping Malls

IKO Industries, Inc. Jeff Williams, Brand Director, North America 235 W S Tech Dr. Kankakee, IL 60901 Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Asphalt, Shakes/ Shingles, Snow Guards, Coatings, Polyisocyanurate Insulation (PIR), Roof Cover Boards, Reflective Roof Systems, Vapour Barriers and Accessories that include Primers, Adhesives, Mastics, Sealants and Tapes Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Corporate, Commercial, Education


Major Industries, Inc. Mark Mitchell, Marketing Director 7120 Stewart Ave. Wausau, WI 54401 (888) 759-2678 Roofing Product Type: Skylights/Daylighting Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government




ROOFING MANUFACTURES/SERVICES McElroy Metal Mule-Hide Products Co. Inc. Ken Gieseke, VP Marketing 1500 Hamilton Rd. Bossier City, LA 71111 (318) 747-8071 Fax: (318) 747-8059 Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

Lynette Collins, Marketing Coordinator 1195 Prince Hall Dr. Beloit, WI 53511 (800) 786-1492 Fax: (608) 365-7852 Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Coatings, Maintenance & Repair Products, Adhesives, Sealants, Edge Metal, Fasteners & Termination, Cover/Barrier Boards, Seaming, Underlayments, Roofing Insulation, Roof Drains Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping


Malls, Federal/Government, Multi-Family, Corporate, Education

Amanda Storer, Director of Brand Product Marketing 1720 Lakepointe Dr., Suite 101 Lewisville, TX 75057 (877) 585-9969 (972) 420-9382 Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

PAC-CLAD Petersen 1005 Tonne Rd. Elk Grove Village, IL 60007 (847) 981-4707 Fax: (847) 956-7968 Roofing Product Type: Metal Panel Roof Systems, Snow Guards Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Corporate, Education, Commercial

MFM Building Polyglass USA Products Corp. Alexandra Helton, David Delcoma, Product Marketing Manager P.O. Box 340 Coshocton, OH 43812 (800) 882-7663 Fax: (740) 622-6161 Roofing Product Type: Self-Adhered Roofing Underlayments Markets Served: Commercial and Residential Roofing


Associate Manager, Marketing Communications 1111 Newport Center Dr. Deerfield Beach, FL 33442 (954) 233-1432 Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Coatings Markets Served: Commercial Roofing





ROOFING MANUFACTURES/SERVICES Progressive Materials RHEINZINK America, Inc. Josh McKain, Marketing Director

96F Commerce Way

540 Central Ct.

Woburn, MA 01801

New Albany, IN 47150 (812) 944-7803 Fax: (812) 944-7804 Roofing Product Type: Coatings

(781) 729-0812 Roofing Product Type: Metal Panel Roof Systems, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Corporate, Education, Commercial

S-5! Metal Roof Innovations, Ltd. Jessica Haddock, Marketing Manager

Pure Safety Group (PSG) 8750 Walker Rd. Jocelyn Durant, Sr. Marketing Manager 607 E Sam Houston Pkwy., Suite 800 A D VA N C I N G



Pasadena, TX 77503 (800) 466-6385 Roofing Product Type: Fall Protection Body Harness Markets Served: All Construction at Height

Quantum Smart Solutions, LLC. Edward R. Faulkner, Vice President of Sales 4835 Veterans Memorial Hwy. Holbrook, NY 11741 (631) 285-3520 Fax: (631) 648-9739 Roofing Product Type: Smart Chute Construction Debris Removal System Markets Served: Roofing/Construction


Colorado Springs, CO 80908 (719) 434-3709 Fax: (719) 495-0045 Roofing Product Type: Snow Guards, Metal Roof Attachments for Solar Panels & for Snow Retention, HVAC & More Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, All Residential/Commercial

Situra Inc. Chauntelle Facey, Marketing Director 2916 Walden Ave., Suite 400 Depew, NY 14043 (888) 474-8872 Fax: (416) 622-0213 Roofing Product Type: Waterproof Expansion Joints Markets Served: Roofing


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(800) 882-7663 CIRCLE NO. 23


ROOFING MANUFACTURES/SERVICES Solaria Corporation Vermont Slate Company Susan DeVico, Communications 1700 Broadway, Suite 8 Oakland, CA 94602 (415) 235-8758

Ken Rule, Sales Manager 2600 Louisville Rd. Savannah, GA 31415 (912) 964-9601 Fax: (912) 964-9603

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Luxury high-rise construction includes hardwood flooring By Ron Treister


or the last decade, multifamily high-rise construction has kept a great many general contractors busy within major markets across this country. For example, since 2016, downtown Chicago has added over 3,000 new rental units every year. And, since the beginning

of Q4 2019, plans were slated for 10,000 more new units to be added through 2023.



It’s pretty much common knowledge that when someone walks into a multifamily project, a true wood floor immediately gives off a higher-end, luxurious look. Compared to the many products attempting to imitate it, hardwood flooring is synonymous with the term ‘greater resale value.’ Also, because wood flooring is not typically specified in certain commercial sectors such as healthcare or education, there is a sense of exclusivity with every true hardwood flooring commercial project. “No one can recreate the pure authenticity of real wood,” declared Dan Gold, Director of Architectural Sales for IndusParquet, the world-leading producer of exotic hardwood flooring from Brazil. “That’s because no one can recreate the work of Mother Nature. Some of wood floorings’ imitators produce their materials via a photographic process that visually resembles the real thing. If you were moving into an expensive, luxury high-rise apartment, would you want to step on a photograph daily?” Gold went on to state that certain Brazilian hardwood flooring is so molecularly dense… it is totally waterproof, without being treated with any chemicals.

The great majority of these high-rises are rental properties… and, they’re far from being inexpensive. Motivated to live in these snazzy, downtown luxury apartment towers, renters in major markets are willing to spend $4,000-5,000 per month on an apartment that’s only 1,000 square feet in overall size. It seems that many of these upscale new residences are outfitted with natural wood flooring. Why?

Hardwood flooring must not only look good; it must perform. If people want to move up to this material, it ultimately becomes an investment, which may very well stick around longer than the people who move in right after it’s been installed. Especially for highrise projects, tenants now demand a hardwood floor installation that dampens sound, is self-leveling and is waterproof. Neighbors right below don’t want to hear upstairs’ footsteps clomping backand-forth. They shouldn’t be in fear of water getting through the substrate below the wood and ultimately causing damage to their home. And, nobody wants a hardwood flooring project that emits dangerous VOC’s. “We took all of the above into consideration,” stated Jake Stadler, Bostik’s market manager for hardwood and resilient installation systems, “in developing our top-of-the-line installation product, Ultra-Set® SingleStep2™. Not only is this a high performance adhesive, but it




It’s the job of suppliers to EDUCATE customers on these new design trends and performance factors. This is how they become more than just a product supplier, but also, a true source of information.

has long-term durability, moisture control, and sound abatement properties all in one. This adhesive contains 1% recycled rubber material, has zero VOC’s, and does NOT contain any water. Additionally,” Stadler added, “Ultra-Set® SingleStep2™ comes with Bostik’s BLOCKADE® antimicrobial protection, which inhibits the growth of bacteria, mold or mildew on the surface of the cured membrane. The cured membrane then resists stains caused by mold. Truth be told, this product is like an insurance policy for any hardwood flooring installation!” As architecture & design changes, so do even the most traditional design elements. And this includes hardwood flooring, which includes changes in product offerings’ designs during the last few years. For example, wood flooring chevrons are the hot item now. Ten years ago, simple planks were being specified. But today, with construction techniques continually getting better and better,

in particular with engineered floors being nearly as durable as ¾” solid floors, the customer can get what he/she dreams about. True parquet has also come back, and so has herringbone design. Chevrons in much larger formats, today are quite popular, as well. In particular, installation products are now being sold as “installation systems.” Companies such as Bostik offer product solutions that don’t just glue down the floor, but also provide sound dampening, self-leveling, emit no VOC’s, are waterproof… and more. It’s the job of suppliers to EDUCATE customers on these new design trends and performance factors. This is how they become more than just a product supplier, but also, a true source of information. These are just a few of the reasons why we are know seeing so much beautiful hardwood flooring for luxury high-rise multifamily buildings. CCR

Ron Treister is President/Founder of Communicators International, Inc., a marketing communications firm headquartered in Jupiter, Fla. For three decades, his firm has worked with major accounts focusing on the commercial construction sector. He may be reached at:















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By JoAnne Castagna

A cut above


Thule Air Base from the top of a nearby mountain. Credit: JoAnne Castagna, Public Affairs.

Why the Arctic’s Thule Air Base remains consistently on top of its game

ot too long ago at Thule Air Base in Greenland, located in the Arctic, a change of command ceremony was taking place. Outgoing 821st Air Base Group US Air Force Commander—Col. Mafwa Kuvibidila— passed the flag to her successor Col. Timothy J. Bos. In her outgoing speech, Kuvibidila thanked everyone

for supporting her during her command. This included members of the US Army Corps of Engineers, New York District.




The ceremonies happen every few years, but what has been consistent at the base is the Army Corps’ presence. For over half a century, the Army Corps has performed construction for the base. Presently, it is consolidating the base by 40% to save energy, taxpayer money and to sustain its readiness. Kuvibidila, who managed the base for the past year, understands the importance of consolidation. “For Thule it’s a matter of looking at the best way to use the infrastructure currently on base, and what is needed to support it to maximize resources.”

The Thule Mission

Thule pronounced, “Two Lee,” is Latin for northernmost part of the inhabitable world. Thule Air Base is located in the northwestern corner of Greenland, in a coastal valley 700 miles north of the Arctic Circle and 950 miles south of the North Pole. The base is the United States’ northern most military installation that has the responsibility of monitoring the skies for missiles in defense of the US and its allies. For over half a century, the base has been home to active-duty Air Force members who live and work in this remote Arctic environment to perform National security. Throughout this time, the Army Corps under extreme weather conditions and less daylight hours, has helped the base fulfill its mission by constructing many structures, including several dormitories, an aircraft runway and surrounding apron, and taxiways, and a medical facility. Now the Army Corps is helping once again, by consolidating and modernizing the base’s infrastructure. In the early 1950s, the base’s main mission was to be an aircraft refueling stop. It was home to 10,000 personnel, US military troops, as well as a support staff comprised of Danish and Greenlandic national people. During the Cold War Era, the base’s mission changed and it is now home to less personnel who are mainly performing early missile warnings and space surveillance for the United States. The base has many buildings spread out over the entire base. Many are still in use, but have become severely weatherworn, and energy and fuel is being wasted to heat them. They are also a distance from the base’s central power plant that requires maintaining long pipes to transport heat to them. Many of these old buildings are being demolished and new buildings are being constructed closer together to make them easier to reach and to save energy.


Base consolidation

The US Military has been on a mission to save energy and costs. Because of this, the US Air Force tapped into the expertise of the Army Corps to consolidate the base. “This includes demolishing old facilities and constructing new ones that will be situated or consolidated more centrally near the hub of the base where the airfield, hangars, dining facility, hospital and runway are located,” says Stella Marco, project manager, New York District, US Army Corps of Engineers. The Army Corps is performing this work in partnership with two Army Corps agencies that have expertise in performing construction in an Arctic environment—the Cold Regions Research & Engineering Lab and the US Army Corps of Engineers Engineer Research & Development Center. Kuvibidila recalls the consolidation work that she witnessed during her command. “There were multiple projects being worked on during my time at Thule from a new dorm, to finalizing new consolidated facilities for vehicle maintenance and supplies, along with various power projects.”

Thule Air Base Location Map: CREDIT: USACE.

The US Military has been on a mission to save energy and costs. Because of this, the US Air Force tapped into the expertise of the Army Corps to consolidate the base.

The main structures under construction are dormitories for non-commissioned officers who are on temporary duty and contingency lodging for the overflow of visitors, scientists, re-fueling operation crews, contractors, maintenance operations specialists and temporary duty personnel. Recently, the Army Corps completed the construction of three, multi-story high rise dormitories for non-commissioned officers. Currently, construction is ongoing on the upgrade and renovation of two additional dormitories and 636 existing dorm rooms.



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A contingency dorm that will provide living quarters for the over-flow of visitors. CREDIT: JoAnne Castagna, Public Affairs.

All of this consolidation work is needed to maintain readiness on the base. Col. Mafwa Kuvibidila says it is more important than ever before to improve base readiness.

A dormitory for noncommissioned officers. CREDIT: JoAnne Castagna, Public Affairs.



Marco says that the older dorms were the “gang-latrine” types, where a person staying at Thule would be assigned an individual room that contained the amenities of a bed, television, desk and a closet, however, all showers and toilet areas were located down a hall, in one area, that would require the guest to walk down through a public hallway to use. She says the new dorms were constructed more into suites or modular units and are more conducive to privacy and to providing proper rest, relaxation and personal well-being. A module consists of two or four individual bedrooms that lead into a centralized living area along with a partially shared bathroom. Modules provide some degree of privacy for the officers. Additionally, each floor has a common kitchen and dining area for residents to gather in. Also contingency lodging is also being renovated to provide living quarters for the over-flow of visitors.





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from June through mid-September. Half the runway was paved one This involves renovating some of the existing old fashioned, year and the other half was paved a second year. trailer-like living quarters named “flat-tops” currently occupied by “Since only half the runway was available each year for Danish and Greenlandic support staff and contractors that work on pilots to use, they had to be able to land and stop their aircraft the installation. on 4,000 feet of paved area,” Marco says. In addition to new living quarters being “During this time, mainly C-130 Aircraft constructed and renovated, the aircraft were used because of its ability to stop in runway was just reconstructed and repaved such a short span.” in asphalt as were the surrounding aprons Another challenge was to lay the asphalt and taxiways. “The runway is the lifeline to during the warmest temperatures possible. Thule Air Base since the waterways are only Asphalt cannot be paved in cold temperature passable by sealift from July to mid-Sepbecause it will not adhere properly and will tember,” Marco says. “By using lessons fail (see sidebar, “Construction Challenges in learned of Arctic construction, the latest the Arctic,” on page 84.) knowledge of constructing in permanently Other facilities constructed to consolfrozen ground called permafrost, along with idate the base include a consolidated base the latest construction and paving practices, supply and civil engineering facility to house has allowed the Army Corps to build the best the maintenance shops, including sheet new runway possible.” metal, painting and carpentry, and a new Working on the runway was challengvehicle maintenance and equipment storage ing due to the extreme weather conditions. Former 821st Air Base Group U.S. facility. These new and renovated buildings Paving the 10,000-foot-long runway was perAir Force Commander, Col. Mafwa formed in three phases—one each year— are going to be heated with an upgraded Kuvibidila. CREDIT: USAF. heating system. because the construction season was limited

Former 821st Air Base Group U.S. Air Force Commander, Col. Mafwa Kuvibidila (center) during her change of command ceremony. CREDIT: JoAnne Castagna, Public Affairs.




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Construction challenges in the Arctic Arctic construction can be challenging due to severe weather and limited daylight, which requires the use of unique building materials, techniques and fast paced construction. Most of northern Greenland is covered with permafrost, which is permanently frozen ground— ranging from 6 feet to 1,600 feet in depth. This requires structures to be constructed with a special elevated Arctic foundation. If buildings are not constructed off of the ground, the heat from inside the building can melt the permafrost, making the ground unstable and causing buildings to sink. Buildings are elevated 3 feet from the ground with the use of spread footings that go down about 10 feet deep and concrete columns that come up and support the floor system above the ground. Construction takes place during the summer and autumn months when the temperature is a “balmy” 40 degrees Fahren-

heit. In the winter, temperatures can be as low as minus 30 degrees Fahrenheit. It is also during the summer and autumn months that there is sufficient daylight. Because of Thule’s proximity to the North Pole, the region has 24-hours of sunlight from May thru August and 24-hours of darkness from November thru February. The less cold temperatures make it possible to break up the iced shipping lanes. This allows cargo ships into port supplied with fuel and construction materials. Building materials include concrete foundations, insulated steel and metal walls, roof panels and prefabricated parts so that the workers can perform construction rapidly. When the winter season begins, workers begin interior construction. This work includes constructing mechanical, electrical, plumbing and fire protection systems that are designed to withstand extreme frigid subzero temperatures.

Thule’s central power plant provides the base’s electricity and heating. Over the last few years, the Army Corps has provided the plant new energy-efficient exhaust gas heat recovery boilers and engines. With this new equipment, the Army Corps is creating a new steam distribution system that will provide heat to most of the base.

“The current primary focus of the base is to support space, science and allied operations, and being able to continue that support will be critical.” — U.S. Air Force Commander— Col. Mafwa Kuvibidila

These new engines create substantial surplus heat. This excess heat is going to be turned into steam that will be piped—by new pipes—to other buildings on the base. When the steam reaches the other buildings, it will be converted into hot water to be used for heat. All of this consolidation work is needed to maintain readiness on the base. Kuvibidila says it is more important than ever before to improve base readiness. “The current primary focus of the base is to support space, science and allied operations, and being able to continue that support will be critical.” FC

Dr. JoAnne Castagna, Ed.D., is a Public Affairs Specialist and writer for the U.S. Army Corps of Engineers, New York District. She can be reached at




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New day dawning



Revitalizing historic buildings to reinvigorate communities By Josye Utick


ounded in Hartford, Connecticut by Samuel Colt in 1855, Colt’s Patent Fire-Arms Manufacturing Company (now Colt’s Manufacturing Company) and the Colt Armory factory complex from which it operated was the heart of the American Industrial Revolution. Despite a devastating fire in 1864, the manufacturing complex was rebuilt on the same site and remained in active use until 1994.

The company was responsible for innovations in manufacturing design and mass production, producing printing machines, custom machinery and wicker furniture, in addition to firearms. Although its history is little known today by neighboring residents, at its peak, the factory complex housed acres of warehouse and manufacturing buildings, including three original wings (South, East, North) of the main complex, constructed of five- to six-story concrete and brick buildings, and one-story Forge and Foundry buildings, which still remain. The West Wing and intermediary buildings have long since been demolished.



JCJ Architecture, a forward-thinking and nationally ranked planning, architecture and interior design firm, was tasked with transforming the derelict, graffitied, five-story concrete and brick North Armory Wing (just under 72,000 square feet gross) into a destination, mixed use development. The upper floors are comprised of 48 luxury apartment units, ranging in size from 480-square-foot studios to 1,300-square-foot two-bedroom apartments, with the ground floor dedicated to commercial development. Space planning challenges the firm encountered included fitting appropriately sized rooms into a narrow building footprint; adding an additional stair to meet egress requirements; accommodating for a range of unit mixes; and considering privacy needs for residents given the proximity of office space, including JCJ’s headquarters, in the adjacent wing. JCJ Architecture’s design team wanted to explore the essence of the original manufacturer’s revolutionary developments in design and production, to commemorate the legacy of craftsmanship, and to celebrate the edge and patina the building had earned after years of in-occupancy. New corridors and entry alcoves are finished with rich materials reminiscent of the wood, gold and pearl inlay decorative boxes historically presented to the dignitaries who came to learn from Colt's innovation (and bulk order his goods). Exposed brick walls, mushroom-capped columns and ceilings marred with years of peeling paint, graffiti and leftover anchor pieces have been brushed clean and sealed. The concrete floors are patched and sealed. Corridor views will be crowned with graphics of the specialized equipment specifically patented by the Colt's Patent Fire-Arms Manufacturing Company for production use. In the larger context of this project, the renovation represents the final phase of a decades-long effort to renovate the Colt Armory factory complex. When the North Armory renovation project began in 2017, the original single plate glass and steel windows




and crumbling concrete were called home by pigeons and an enterprising colony of wild cats. Now, the North Armory Wing is the final of the three connected wings of the original industrial site to be fully renovated. The South Wing houses a mix of schools, businesses, residences, and food and beverage venues. The East Wing, with that iconic big blue dome, runs parallel to the busy I-91 highway and the Connecticut River, and is home to a multitude of businesses. As with the South and East Wings, the North Armory has undergone window replacement, brick repointing, re-roofing and a fresh set of utilities. When I was searching four years ago for an apartment within walking distance of JCJ’s then-downtown office (about a mile from the Colt Armory complex), I was attracted to the complex for its spacious units, 12-foot tall ceilings, 9-foot tall windows, luxury apartment amenities, including gym, yoga studio, game rooms, and convenient walk to the office. At that time, however, the




parking lot had not been paved (a gravel surface with some utility lighting), and neither the East Armory (the base upon which the iconic blue onion dome sits), nor had the North Armory had not even begun to be maintained, occupied or refurbished. Since that time, the parking lot has been paved, the East Armory has been renovated with businesses moving in (including one of Connecticut's US Senators and JCJ’s offices), a brewery has opened in the South Armory, and a sleepy coffee shop has been transformed into a buzzing lunchtime

destination for local employees. The legendary onion-shaped dome, featured in the company logo and an homage to Samuel and Elizabeth Colt's international travels, has been restored to its famous blue-andgold-be-starred glory. The energy in the neighborhood also is growing. Adjacent warehouse buildings that were historically part of the Colt Armory factory complex are filling up with other design firms, the local football field has been renovated into a 5,000-seat USL Championship soccer pitch, and the National Parks Service plans to use the one-story Forge and Foundry buildings next to the North, South and East Armories as its local visitor center and headquarters for the newly appointed National Historic Landmark of which the Colt Armory factory complex is the epicenter. With construction nearing completion, community excitement is palpable for a restored North Armory. A waitlist for eager residents is already growing, with the leasing office organizing preliminary tours of the residential units and amenities. Potential commercial tenants are streaming through to witness the transformations completed on other wings of the manufacturing site and to gauge potential for the first-floor commercial space of the North Armory. Local neighborhood organizations are clamoring to add another development success story in Hartford to the list. This project serves as a reminder that dormant manufacturing sites, derelict buildings and warehouse complexes are not a foregone conclusion to a community, but an untapped spring for neighborhood revival. The design and construction community have powerful tools to revive the continuum of history by transforming these once neglected historic structures back into impactful, aesthetically pleasing, vibrant contributions to the urban fabric—an accomplishment for which JCJ Architecture is proud to be playing a leading part. MH

Josye Utick, AIA, NCARB, CDT, is a project designer at JCJ Architecture.




By Eugene Torone

Eye on health

New Sisters of Saint Joseph Surgery Center plans for the future




ore than 120 years ago, the Sisters of Saint Joseph of Chambery descended on Hartford, Connecticut’s Asylum Hill neighborhood offering compassion and a refuge to immigrants seeking inpatient care. From its beginnings, Saint Francis Hospital and Medical Center has never strayed from its mission to provide health and healing through excellence and compassionate patient care for all.

Like their founders, a group of orthopedic physicians have taken significant strides in the evolution of outpatient spine and orthopedic surgery with the opening of the new Lighthouse Surgery Center. With a focus on both the patient and their family’s needs, the new 35,000-square-foot, single-story surgery Center houses six orthopedic operating rooms, designated pain management procedure room, a 26-bay pre- and post-operative patient care area, a physical therapy



space, and a thoughtfully planned two-story lobby and welcome reception space.

Site solution

This much-anticipated—physician-led, hospital-supported, patient-centered— construction project did not come without challenges. Located across from the main hospital, the optimal site contained the hospital’s maintenance facility and nine very aged apartment buildings housing medical students to be demolished. “We knew from the project onset that the soil was poor, vulnerable to moisture and water, and had very low compact-ability,” says Roderick Neff, senior project manager of S/L/A/M Construction Services (SLAM CS), the integrated design-build team located in Glastonbury, Connecticut, hired to lead the design, planning and construction of the freestanding Center. “Our solutions focused on Lean efficiency, real-time communications, and innovation, allowing us to tackle this and other complications during the design and construction process.” Sitting beneath the building was 10,000 cubic yards (equal to 625 truckloads) of poor soil, consisting of clay, silt and mud—conditions unsuitable to sustain a structure. The design-build team immediately moved to replace the unsuitable soil with structural material and clean fill. To start, the concrete footings that support the high beams are 10 times the size of normal because of the soil conditions. A unique aspect of this project was installing steel columns four feet below finished grade, and embedding them into concrete, prior to being backfilled. A 3,000-square foot basement was constructed to house the mechanical and electrical equipment, requiring a three-foot thick structural slab to compensate for the poor soil conditions. This decision kept the building from increasing the overall footprint.

Design-build approach

The client, made up of Saint Francis Hospital and Medical Center/Trinity Health,



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Lighthouse surgeons and Woodland Anesthesiology, liked the design-plan-build concept, which offered them a single source of responsibility to design and build their project versus the traditional contractor-led design-build projects. SLAM CS’ integrated team of planners, programmers, designers, estimators and builders collaborated from day one with the client and other key stakeholders in nursing, facilities, maintenance and operations, making them an integral part of the decision-making process. In addition to that, the 39 separate contractors and vendors who also worked on the project. For example, the decision to have the interior and exterior wall framing and metal studs prefabricated off-site by Network Framing Solutions, in Plainville, Connecticut, expedited construction. The design-build team gave the client a tour of the factory and they experienced first-hand the innovation, effectiveness and efficiency of assembling the material off-site. The assembled walls were then transported to the construction site and saved approximately three weeks on the overall project schedule. “Not only did we save time, we came in under budget,” Neff says. “With the design-build method, we managed the budget throughout the design phase, giving us confidence in the budget before going out to bid.”

Construction efficiencies

To the indiscriminate eyes, one may not see that the Lighthouse Surgery Center exterior was constructed with precast masonry modular units. Saint Francis Hospital’s main campus buildings are primarily made of precast concrete panels. The design-build team chose to substitute precast panels because it both achieved the look and feel of the original hospital buildings and reduced construction costs. Building efficiencies also were carried through inside. The client asked themselves



and empowered the design-build team to find answers to “what are the best practices not only for construction, but from an aesthetics standpoint,” “what makes the most sense from a patient point of view” and “what we are seeing in terms of new and novel approaches to making this [Center] successful.” The Center’s model is to complete surgery on patients and have them go home the same day. How a patient is going to flow through the Center in a most efficient and comfortable environment is felt from arrival to departure. Elements that make this possible for patient and accompanying family members begins when entering the two-story lobby that exudes warmth and calmness through natural light, comfortable lounge seating and a soothing electric fireplace.

Another marked efficiency and advantage from an infection control standpoint is having the central sterilization process completed in the Lighthouse Surgery Center. Ambulatory surgery centers typically have their surgical instruments cleaned and sterilized by their parent hospital. Having this within the facility allows Lighthouse Surgery to have control of the sterilization process. The nucleus of the building is the operating rooms, which measure 600-square feet, slightly larger than the minimum 400-square foot operating room found in a large hospital. The enlarged rooms are highly specialized like a hospital operating room designed to do a specific type of operation yet come with more flexibility. Lighthouse surgeons are now able to change the room’s surgical capability from day to day, and year to year, to accommodate the ever-changing technology in healthcare. HC

Eugene “Gene” Torone, DBIA, is president of S/L/A/M Construction Services, a subsidiary of The S/L/A/M Collaborative, a full-service construction management company specializing in owner’s representative, pre-construction, construction management and design-build services for education, healthcare and corporate markets within the New England region. He can be reached at

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But the parking An innovative way to house cars in Gotham By Shawn McCormick


reenwich Village continuously reinvents itself with a spirit of discovery and independence. The charming tree-lined streets, beautiful parks and cafes have been home to generations of artists, designers and musicians, creating a community that is always evolving and inspiring.






BUT THE PARKING An innovative example of this ever-changing neighborhood is 12 East 13th Street. Transformed with an extraordinary architectural vision, it is uniquely suited for contemporary loft-like residences. Completely updated with a new structural envelope and state-of-theart mechanical systems, the building has been re-clad in a burnished orange-red Roman brick. At the top, a crown of curved luminous glass rises from behind the cubic form of the original structure, turning the building into a work of art. While Greenwich Village is a neighborhood of discovery, you are not very likely to discover a parking spot anytime soon. Like much of Manhattan, this neighborhood has competitive street parking, near-constant construction, tight garages and every square foot of available space becomes more valuable by the minute. Tenants are looking for convenience, especially in Greenwich Village.

Not only would future residents of 12 East 13th Street demand perfection from an interior design and construction perspective, they would need a safe, secure and easy-to-access space to park their luxury cars and SUVs. In fact, not only would they demand this parking solution, but incorporating an innovative, safe and easy to use system would help the building developers attract the right clientele and provide a unique selling feature for the property. Like many neighborhoods undergoing dramatic transformations in the New York City metro area, Greenwich Village features a number of residential buildings and re-purposed industrial spaces that lack any parking whatsoever. Therefore, for the developers of 12 East 13th Street to stand out and increase the profile of their listings, an innovative parking solution was a must-have from a business perspective, especially in terms of return on investment (ROI).

As building professionals struggle with shrinking floorplans and limited space in major metro areas, solutions like this help to create new and ingenious alternatives to traditional options. Parking facilities often require secure closure solutions that can stand up to frequent cycles as drivers enter and exit. In these cases, you’re looking for a door that meets the three H’s—high speed, high cycle and headroom. The design of the building saw that the second-floor offered the best space to house the tenant’s cars. However, there was no possibility of a ramp being integrated outside of the building, but the cars needed to reach the second floor. A limited floorplan left no space for a ramp to the second-floor parking deck from within the garage door, so an innovative idea was required. The designers incorporated a state-of-the-art robotic parking system to automatically park and retrieve residents’ cars. Partnering with Park Plus to create the automated parking system, when a resident




BUT THE PARKING arrives home they use their smartphone to open the garage door. Once inside the parking bay on the first floor they simply exit the vehicle and it is swiftly sent upstairs to the second-floor parking deck with the touch of a button. Since each residence has its own parking space and the door is a heavily used access point, it was important for the designer to find a fast, reliable and secure rolling door with a compact overhead unit. “Not only was functionality a major concern, but we also needed a custom closure solution that worked with the overall exterior aesthetic of the building which is rooted in neighborhood context,” said Eugene Flotteron, AIA, principal, CetraRuddy Architecture. “We collaborated with CornellCookson to develop a solution that is both functional and architecturally sensitive.”

When the rolling door on the second floor is raised, it coils into the hood. This pulls the panel attached to its bottom bar up to the second floor, providing access to the parking bay. The door hangs there until it is lowered back down. Since the panel doesn’t need to coil, it can remain one, rigid piece of material. When closed, the panel is “invisible” to passersby, only known as the entrance to the parking bay by residents and owners. This adds a sense of privacy and security—along with exclusivity. While invisible on the outside of the building due its location on the interior wall of the second-floor parking garage, the CornellCookson Rolling Service Door plays an integral role in the function of the parking bay. Manufactured from slats of formed galvanized steel, it is made to last for more than 50,000 roll up cycles. Its commercial-grade construction requires minimal maintenance for the lifetime of the door, ensuring residents are never left stranded. In addition, a safety light curtain adds another level of protection, ensuring that the motorized door and panel will not close on an object. If an object enters path of closure, this entrapment protection device will stop the door or grille from closing and return it to the fully open position. “Park Plus engineers also have a good working relationship and strong understanding with the CornellCookson technical department,” says Andreas Wastel, VP, Park Plus. “They know exactly what we need and want in a parking system.”

A winning combination

Problem solved

Overhead space was not a major concern as the first-floor parking bay lacked a ceiling, which allows the automated parking system to lift the cars to the second story. This allowed the architect and CornellCookson to develop an ingenious alternative. Instead of the standard metal rolling doors or grilles that grace the first floor of buildings throughout Manhattan, they designed a custom panel that attaches to the bottom of a roll-up service door that is anchored on the second floor. The panel matches the architecture and design of the other exterior doors and windows on the first floor for a seamless aesthetic. When closed, it looks just like the rest of the façade.

The rolling service door, customized to include the additional panel on its base, provided a winning combination of design and functionality for the architect, facility manager and future residents. As building professionals struggle with shrinking floorplans and limited space in major metro areas, solutions like this help to create new and ingenious alternatives to traditional options for rolling doors and grilles in parking facilities. The custom manufacturing capabilities mean architects and designers have a world of opportunity awaiting them. If they can dream it, chances are designers and engineers can make it happen. This has major implications for the wider parking sector, especially as designers and parking professionals grapple with increasing urbanization, shrinking floor plans, lower overhead space, and other major trends and challenges. CCR

As a key member of the CornellCookson Architectural Design Support team, Shawn McCormick works with the A&D community to provide custom door and closure solutions. With a background in drafting and engineering he has experience helping architects through the all stages of the design process for more than 15 years.



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Achieving top tier success matters Meet Ashleigh Warren, a digital marketer that specializes in scaling brand performance.




Ashleigh Warren Founder of So Social

Ashleigh Warren Founder So Social

108 Lead Up for Women

March-April 2020

Achieving top tier success matters Meet Ashleigh Warren, a digital marketer that specializes in scaling brand performance. Give us a snapshot of your brand? What makes it unique? I am a digital marketer that runs ad campaigns for elite creators and brands that want to scale. I actively advise them on how to create ad campaigns, creative assets and products that produce top-tier multi-platform success. For many of my clients, I have produced more than a five times return. I have worked with the likes of David Dobrik, Dan Bilzerian, Jake Paul, Becca Griffin, and Mike Tyson. I launched the marketing collective, So Social, a space for creators and brands to easily connect with top-tier agency marketers whose sole focus is performance, ​So Social specializes in scale and creative delivery and has produced over $100 million in revenue for creators and brands. We like to think of ourselves as the “anti-agency agency.” As people who have worked at top-tier agencies and built their teams, we understand everything that is wrong with the agency model. We left to create a company that scales our clients’ returns and doesn’t take advantage of them in the process. We built a collective that serves not only high profile celebrities, but also the everyday entrepreneur. We live by our 7-days-aweek work ethic and accessibility.

What type of consumer/client are you targeting? I am always looking to work with people who have a mission and live by it. I enjoy working with creative brands and influencers that are ready to increase their return on ad spend.

Why do you do what you do? I enjoy building things, the process— the effort all of it really captivates me. I love to help people develop brands they are proud of.

What hurdles have you overcome being a woman in business? People tend to underestimate you as a woman, so I always place focus on what matters: I am a human being, and I am damn great at my job. Here are my results that prove such. I have run into a few potential client interactions where they could not help, but look shocked to see I was a black woman when they met me. Some have even said, “Oh wow!” upon physically meeting me. I normally call them out with a response like, “I know, I unintentionally break stereotypes for a living, now that we’ve addressed that, let’s get to it.”

What do you do to give back? I often provide consulting services to upcoming entrepreneurs to help grow their brands. These people are not necessarily ready to invest in a marketing agency. I have always loved what I do, but one day on a plane ride home, a thought came to my mind, “But what are you doing for the world? What are you building that really matters?” I could not answer myself and decided to build a brand that speaks a single truth: It All Matters. Thus, Cause Bracelet was born! We donate $5 from every bracelet to its nonprofit cause and provide

people with a positive conservation piece to help spark change. My personal life inspires a few of our bracelets. Growing up as a bisexual pastor kid inspired me to create our F H8 Bracelet. A college experience inspired our My Choice Bracelet, which is all about women’s reproductive rights. As an 18 year old college student away from home for the first time, I was sexually assaulted one night coming home from dinner. I sometimes think what would have happened if he had finished what he came to do and I got pregnant. What if I was forced into a decision because of the state I lived in? I wanted to create a wearable daily reminder that we do not all have to agree about everything, but we can create a space where all people feel heard and supported.

What do you see as some of your biggest opportunities moving ahead? I see myself continuing to work with more top tier brands and influencers, but also consulting small business owners on how to properly take advantage of all that social media has to offer. I do not want my life to just be about helping the best of the best. I want my services to be accessible to all people dedicated to growing their business, which is why I am launching Social Ads Experts, in the next few weeks. Social Ad Experts will give small business owners the ability to work with top agency account managers at a fraction of the cost. Each business owner will receive a dedicated Lead Up for Women 109

consultant who will review their social What is your method media ad accounts and provide weekly to stay connected with campaigns docs that will include a other women in business? high converting ad copy deck specific Social media. I am always looking for to your product or service, fine-tuned female community groups on Instagram targeting segments to compliment that and Facebook. I try to attend womcopy and captivating creative assets en-led leadership and marketing events opportunities for you to test. when I can as well. I have a We will provide weekly solid group of female friends one-on-one video consulting to My greatest who kick ass in their fields who go over the data, the week’s I always stay in touch with. reward is goals, and discuss optimizabeing an tion opportunities based upon What mentors have asset to your results and the results played an important people we see every day on large who inspire role in your success? accounts. Basically, we do all me in some My pastor and friend, TJ the heavy lifting for you and way, shape Anglin, was one of the first help you implement strategies people who really believed or form. multimillion-dollar accounts use I could achieve great things to scale every day. and invested a lot of time and

What is your growth plan? Keep expanding my circle of influence, keep investing in people, keep learning and growing.

What is the biggest item on your to-do list right now? To find more like-minded and like-hearted people. Also, launching Social Ad Experts is definitely a priority for me, as many people have requested I pursue something like this for years.

What is the most rewarding part of your career? Helping people. My greatest reward is being an asset to people who inspire me in some way, shape or form. Anyone who has the strength to believe they be more, do more and give more, will always leave a lasting impression on my life.

Describe a typical day. I wake up at 5 a.m., check my emails and accounts, hit an orange theory class, come back home, and get ready. Generally, I have a few morning calls, work on my growth strategy for each client. I do a lot of research and actively find new strategies to scale my clients’ accounts. I have a few prospective client calls a week. I generally go for a walk along the beach in Venice and listen to whatever is in my audible que for a midday break. Grab a second coffee. Come back to my office and finish up the day. I will often throw something on the grill for dinner, have a nice glass of wine, and enjoy some music to end the day.

What is your secret to success? I also see significant relational opportunities. I look forward to finding more like-minded and like-hearted people. I am always expanding my circle of fellow business owners and entrepreneurs. I recently moved to LA from San Diego, and I’m hoping to find more people who inspire me with how they live their lives and how they grow their businesses. 110 Lead Up for Women

support in my life to make sure I did. He is a successful businessman and real estate investor, so he definitely helped point me in the right direction.

How do you stay current with today’s trends? I am an avid reader of the WSJ. I stay up to date with what is trending on social media as well.

I welcome failure and fully accept and appreciate things. I do not know everything. I am always throwing things at the wall, and I place a large emphasis on creativity in my personal and business life. I think that gives me a different perspective when I look at how to scale a business. I understand what it takes to stand out and to capture your audience’s attention and maintain it. March-April 2020

One-on-One with...

Ashleigh Warren

Tell us about your family? I am an older sister, dog-mom, daughter and friend. I am the eldest of four children. Those kids are my world. I am from San Diego. I recently moved to Los Angeles for a change of pace, and it just made more sense for my job. I just turned 28 and have been working full time for myself since I was 24. I quit my job at 24. I made $417,000 my first six months as a freelance social media marketer and went on to scale my business even more. I went from living paycheck to paycheck, to making $60,000 a year working for someone else, to making so much money working for myself that I had to start a business so I wouldn’t get completely slaughtered by taxes. Before I got into marketing, I was a full-time student who lived with my parents and worked 30 hour weeks at Starbucks. We were still recovering from the market crash, so I worked to help my family and provide a little for myself. We lost everything in that crash—our house, cars, even our dog. We were on food stamps. It felt like things were just getting worse. My parents had to sell everything so we could survive. I’m grateful to them for getting us through that. At one point, my six-person family had to move in with my aunt in her two-bedroom, one bathroom house with my two cousins (eight people living in that small house). She was incredibly gracious enough to let us stay for so long. Some of my best memories are from our time living there. Crazy enough, I got straight A’s that year and was determined to have a better future. Eventually, things got better. My parents got good jobs. We moved into our own condo. Things were looking slightly up, but I was going through the motions: school, Starbucks, sleep, repeat. Starbucks was great for me. I had an incredible manager who invested so much support and kindness into my life when I needed it the most, but I knew I wanted more from life. I had no idea what that was or how to get there. I did not even know what online marketing was at that point, but one day after class, I told myself, “Enough is enough. Go find better.”

So I began looking for office jobs on Craigslist. I found an administrative assistant/creative writer role for a marketing company. I like what it paid ($15 per hour). I liked that I would be getting more business exposure than as a barista, so I applied. I got the position and quit Starbucks a week later. I changed my school schedule to complete my degree online so that I could work full-time. I was an administrative assistant/creative writer for about four months, and then they offered me a promotion: media buyer. I had no idea what the hell that was, but I was down. It paid $40,000 per month, plus commission. I learned Facebook, Instagram, Twitter and Pinterest advertising. I learned how to operate the platforms, build my own creative, write my own copy and a lot of best practices. I quickly became one of the best buyers in the office. My numbers proved this, and I was still a full-time, straight-A student. Still, I knew I could do more and started feeling complacent, so I began looking for better opportunities in this field a few months in. I reached out to one of our tech clients who was looking for an in house Facebook marketer. We went back and forth for a while, but nothing happened. Then literally, a year later, they reached out and offered me $60,000-plus commission, an excellent benefits program, unlimited PTO, a fantastic office space, great people, and pretty much everything you could want working for someone else. I took it. But what no one knew at this point was that I had started looking for my own freelance clients on Craigslist at the same time. Literally, the only reason I thought to do it was because my little sister was living with me and I wanted to move back into a nicer part of downtown San Diego. But could not afford a two-bedroom on one salary. I responded to a remote Facebook marketer part-time position days before I had received that new tech job offer. The Craigslist client reached out to me the same day I got a call from that company. I decided F@#$ it. Do it all: full-time online student, a full-time job, provide for my sister (a full-time traditional

Lead Up for Women 111

on-campus student at that point) who did not have a car and manage a freelance client. Somehow I was balancing it all well, taking my sister to school every morning before work and picking her up late at night, getting straight A’s, succeeding at work. All my accounts were performing to par or above. So, two weeks into my new full-time job, I started looking for another client I could personally take on. I searched through Instagram beauty hashtags for clients, as I had previously seen a lot of success with beauty clients at my old job. I found a small brand with a lot of potential, so I sent them an email pitch. They signed with me, and in two months, I was making $30,000-plus per month as a freelancer. I thought, “Woah,” but this might just be a fluke. I did not quit my job for another three months and made sure I had a year’s salary saved just in case freelancing did not pan out. I knew I would be okay, and my sister would be okay for a year. Crazy enough, it kept working. Those two clients began to refer me to other clients and I officially did not have enough bandwidth. I did not have the time to work full-time for someone else. It no longer was worth the money. So I took a semi-comfy leap of faith and quit. I built my freelance business and finished school.

How do you prioritize your health, family and career? I place value on all. For me, I need all of them to flourish to feel like I am living my best life possible. I have always been an action over words type of person, so I place action behind these values. I am an active person, very involved in my family and friends who are family’s lives, and I am always looking for ways to grow my mindset and ultimately my career.

What motivates you every day? The process. I love building new things and attempting to perfect old things.

How do you tap into the power of you that makes you unique? And how has that pushed you forward? I know that no one else on the face of the earth is or can be me. No one else will ever have my exact perspective, my exact level of passion or my exact creative thought process. That has to mean something. I will always bring something a little different to the table— more than anyone else, just like every other person on the face of the earth will. That is the beauty of being a

112 Lead Up for Women

human being. I really wish more people tapped into that. Ultimately, I feel that is a part of my mission—to help people come into and live in that realization. I tell myself daily, “I don’t want to be good. I want to be great.” Greatness in any area of your life requires a level of determination, excellence, practice and trial and error that is unnatural. Greatness is a continuous action-based decision.

Who inspires you? Orpah, Ellen, Michelle Obama, Gary Vee, Warren Buffet, Jamie Kern Lima, Steve Jobs, Jim Collins, Jeff Bezos, Simon Sinek, Beyoncé, my little adult sister, Alex, all of my closest friends and anyone who does not make life an excuse for why they are not where they wish to be.

What inspires you? Helping and encouraging people, building brands people enjoy.

What is the best thing a consumer/client ever said to you? “We would have never made it here without you, thank you.”

What are your strongest traits as a leader? What traits of other leaders inspire you? My strongest traits are my integrity and ability to encourage and inspire others to see their true personal and brand potential. Leaders who have a story, who are inspirational, think outside of the box, very creative, genuinely care about their people and have a high success rate inspire me as well.

How are you mentoring/sponsoring others? I actively consult people who want to grow successful businesses and need help doing so. I take on an intern or two a year and teach them everything I know. I bring them into my world, and show that what it takes and always tell them by my age I hope you are at least two times more successful than me because you get to learn from all of my mistakes and that is half the battle.

What book are you reading now? I’m an audible girl: “Good to Great,” “Start With Why,” “The Everything Store,” “Never Split the Difference.”

What are your favorite hobbies? I love to travel. I am a huge movie lover, being a foodie, playing guitar, going to basketball games, spending time with friends and family.

March-April 2020


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New day dawning Single source technology integrators’ role in new construction By Eric Brackett


oday, there is significant increase in the number of hospitals, clinics and outpatient centers that are being built or remodeled across the country, in part due to the rise in demand for healthcare from an aging population and more access to health insurance.

To accommodate this rapid growth, however, requires a sophisticated level of technology integration that goes beyond brick-and-mortar construction to the design and installation of networking, communications, electronic record-keeping and patient/ staff security systems. As a result, the healthcare industry is increasingly turning to single source technology integrators during the earliest phases of construction, that can design, install and manage an integrated package of systems while coordinating with other more traditional aspects of construction. Integration, defined on as “an act or instance of combining into an integral whole,” can be a somewhat vague concept because the combination of parts can be unending, while each individual solution is specific to the application. What is known is that the best integrators are those that have an extensive knowledge of the available products and component parts of any system and are able to connect them together in a manner that extracts significant added value. In other words, the “whole” [a properly integrated system] should be much greater than the sum of its parts.


In healthcare, with new construction booming “integration” has taken on new meanings as well. To start, technology integration in new hospital, medical group or clinic construction now encompasses an array of options from network IT and Wi-Fi access points, to access control systems, physical security cameras, alarms, VoIP phones, nurse call systems and environmental and temperature monitoring—to name a few. Then there is integration of effort and coordination with other aspects of new construction when installing such systems. Technology integration, it turns out, is not covered under the umbrella of the general contractor. That means technology integrators, often hired by building owners, must coordinate and integrate their efforts with the general contractor and associated plumbers, electricians, drywall installers, painters and other tradesmen in a side-by-side effort. In addition, technology integrators often coordinate with healthcare company personnel tasked with overseeing specific aspects of the installation, whether environmental control managers, IT staff or physical security experts.


In short, any integration—if not properly coordinated, scheduled and executed with accommodations for last minute changes, etc.—can be a nightmare for those responsible for managing the overall effort and all the contractors. To avoid this scenario, healthcare companies are turning to single source companies that not only can handle the full array of technologies, but can do so down to the installation of the low voltage wiring, cabling, conduit trays, wireless antennas, hubs, electronic equipment racks and even the locks on the exit doors. By working with a single source technology provider that offers a menu of technology offerings, there is an advantage of having a single point of contact for overall system design, installation, management and support. This can save healthcare organizations significant time and money in technology consultation, along with saving “a lot of aggravation and headaches” related to managing construction staff.

Evolving technology integration

Traditionally, voice, data, network and physical security system purchases have been made independently. Security cameras and access control systems, for example, are implemented by security integrators, while VoIP phone systems are installed by telecom providers. In this approach, each vendor offers a proprietary solution with little consideration as to how it will be converged with other aspects of the network. However, integration of these applications during new construction or remodeling can offer immediate significant revenue, security, and savings to a healthcare organization’s bottom line. If you go to a traditional vendor in commercial security, VoIP or even IT, they may try to interest you in products that are currently promoted. It might not end up being a fully operational solution to the business problem they are attempting to solve. Some vendors may not comprehend the full integration potential and so are not able to go the extra mile to deliver advanced functional capabilities that are built into the system. As an example, an access control system can be integrated with the HR database to coordinate changes in employee status such as termination, to automatically activate or deactivate an employee keycard. If that same employee has remote access to the security cameras, the network can disable the account immediately.

to IT with the best-of-breed solutions on the market delivers economies of efficiency and scale that are often passed on to the customer. When engaging with a managed IT service provider, it is also important that customers know what they are paying for with contracts that clearly spell out each installed product, feature, and support item or service they are purchasing. Technology integrators should bear the cost of providing an initial assessment of their needs. The bid should itemize the costs for equipment and support. The vendor should anticipate future upgrade paths in order to provide transparency to future expenses. In this way, a customer knows their initial, ongoing and upgrade costs and can budget accordingly. “Pricing transparency was a big factor in our telecom system purchase decision,” says Brett Stephen, Director of Information Systems at Heart Care Centers of Illinois, a five-center network of cardiovascular clinics, who selected BTI as their telecom partner. “In 14 years of supporting our telecom needs, we have not once been surprised by pricing even as we have upgraded features and added reporting tools.”

Technology integrators should bear the cost of providing an initial assessment of their needs. The bid should itemize the costs for equipment and support.

Managing costs

Although technology integrators sound like a high-end service with a commensurate price tag, that is not the case. An integrated approach

Ongoing IT management & support

It is important to note also that the role of the technology integrator does not end once the system is installed. Proactive monitoring should be employed, so that the system actively oversees technology performance to identify anomalies even before a malfunction occurs. Problems are addressed proactively often without the customer even knowing about it. When site visits are required, the monitoring system dispatches an engineer without interrupting the customer. “Our 24-hour monitoring system sends me alarms by email, text, and phone. I am always in the know whether I am at work or remote, and I only have to deal with one vendor,” says Charles Lomboy, Director of Physical Plant Management at Los Angeles-based AltaMed, a 46-site health clinic network that serves nearly 1 million patient visits annually. The company uses BTI networks for CCTV, access control and burglar alarms. With a proactive model, far fewer healthcare IT resources are used. This minimizes the impact on daily operations and enables an IT department to focus on the core business rather than babysitting systems for lower level network needs. CCR

Eric Brackett is president of the BTI Communications Group, a technology convergence provider serving the healthcare, logistics and aerospace sectors. Since 198, BTI has provided innovative products and customized solutions for telecommunications and data networking. For more information, visit



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Kitchens A fresh approach Why Subway continues to be a brand others can follow

Abbie Lin Muto Business Development Agent/President SubSupport & Development of Eastern PA

A special supplement to: Cover story photography by Terre O’Neil Yeagle, The Moment Photography



A fresh approach Why Subway continues to be a brand others can follow By Michael J. Pallerino


t was, at the time, an unlikely partnership. Peter Buck, a friend of the DeLuca family, loaned their 17 year old son, Fred, money for college. The investment came with some advice. To help further pay his tuition, Buck suggested DeLuca open a submarine sandwich shop, giving him $1,000 toward the effort. The restaurant opened as a takeout shop in Bridgeport, Connecticut. Featuring fresh, affordable, made-to-order sandwiches, the Subway concept took off.





Today, as in the beginning, the brand’s mission is driven by three core values: 1. Always provide exceptional service to your valued guests. 2. Provide the highest quality menu items at a price everyone can afford and enjoy. 3. Keep operating costs low and ensure you have great systems in place and never stop improving. By 1974, the duo owned and operated 16 sandwich shops throughout Connecticut. Realizing they would not reach the 32-store goal they set, Buck and DeLuca began franchising, launching the SUBWAY® brand into a juggernaut with more than 40,000 locations around the world. We sat down with Abbie Lin Muto, Business Development Agent/President of SubSupport & Development of the Eastern, Pennsylvania region, to get a feel for what drives the brand and its mission.


The food landscape has changed tremendously. We have learned that millennials and Gen Z consumers are much more adventurous when it comes to food.


Give us a snapshot of the Subway brand?

Subway disrupted the QSR industry, which was focused on burgers, fries and other fried foods, by offering made-to-order sandwiches with fresh veggies, toppings and bread baked fresh daily. Every Subway restaurant is independently owned and operated by small business owners who live in, and give to, the communities where they operate. Subway remains a family-owned company, and many restaurants across the globe are also owned by families.

What type of consumer are you targeting?

We pride ourselves on having something for everyone—delicious, custom-made sandwiches, wraps and salads. We offer sandwiches that can be made hot or cold; the option to toast; tons of fresh veggies



COMMERCIAL KITCHENS to choose from; different sauce options and bread that is always baked fresh daily in our restaurants. Each sandwich is as unique as the guests who walk in our restaurant doors.

How does the design of your stores cater to what today’s consumers are looking for?

Our newest décor has a modern look that is bright, fresh and inspired by the veggies we offer guests. Our guests know that Subway is the place to go when they want a delicious meal made with tons of fresh veggies. The new design reflects this, from the bright green colors, to wall art, to the fresh veggie display that holds the vegetables. It is also an inviting space, with new seating that has USB charging stations and curated music. We have received positive feedback on the design from guests, including younger consumers and our loyal Subway fans, who often remember some of our very early Subway décor.

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

Being part of the communities we serve is very important to Team Subway. The Subway where the photos were taken for this story (625 Delaware Avenue, Palmerton, Pennsylvania) is a perfect example of a grassroots, community-oriented restaurant. The Sandwich Artists™ know our guests personally, and the tight-knit community is very supportive of our Subway restaurants. Additionally, our restaurants have a strong reputation for giving back through fundraising and other events in the community.

Take us through your construction and design strategy. Construction of our restaurants is very streamlined. We work closely with the team at Subway Franchise World Headquarters, who produced the design that we reviewed and adapted for our restaurant needs and to deliver an enhance experience for our guests. We finalized the plans and shared them with the construction contractor.



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Weathering the storm

Subway’s approach to managing during a crisis As Commercial Construction & Renovation was going to press, the industry was among the many scrambling to make adjustments to shelter-at-home orders given to communities across the country. We asked Abbie Lin Muto, Business Development Agent/President, SubSupport & Development of Eastern PA, to share a little about how the chain was handling the situation. What kind of conversations are you having with your employees? Customers? At times of uncertainty, communication with employees is critical. The most important message we can share is that we are here to help. We are keeping the communication moving from our office to our franchise owners on the front line, and vice versa. Open

communication has always been essential, but it is even more important as we work to navigate restaurant operations, and the safety and wellbeing of employees at this time. What is your short-term strategy? All of our focus is—and has always been—on supporting our franchise owners in every way possible. We ask ourselves what are the best ways to serve owners at this time and how can we help them navigate all that comes with this situation. We are here for them, as they are there for their restaurant employees, guests and the community. What role does leadership play in times like this? Strong leadership and a clear plan of action is critical. Everyone

is looking to their leaders for answers, and being well informed to make decisions is so important. From the top down, you need to gather the information, understand it and be able to communicate in such a way that your team knows exactly what needs to be done to communicate to your franchise partners. Reassurance is also critical. What is the best piece of advice you can offer to brands on how to deal with the unthinkable? You need to take a minute to slow down, take a deep breath and refocus to be able to make the big, difficult decisions ahead of you. Make sure you have all the facts before making those decisions and have clear plans for communications at the ready.

Contractors are individually hired by franchise owners, with build-outs taking an average of 60-90 days.

Give us a rundown of the market's layout.

My territory spans across 17 counties in Pennsylvania. We reach as far north as the border of Pennsylvania and New York, south to Bucks County, west to Williamsport, and east bordering New Jersey. Within that geography, we support 156 Subway restaurants. The population base is about 2.5 million people.

Talk about sustainability. What are you doing?

As we remodel and build new restaurants in our region, we are converting all lighting to



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LED. Additionally, we are working on other energy saving options to enhance the efficiency of our HVAC systems, refrigeration systems, freezers and ovens.

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

Growth in non-traditional locations such as hospitals, casinos, colleges/ universities, and stadiums and arenas are all great opportunities to reach Subway fans, as well as new consumers who are looking for delicious, quick meal options made with quality ingredients and at a value.

What trends are you seeing?

The food landscape has changed tremendously. We have learned that millennials and Gen Z consumers are much more adventurous when it comes to food. As consumers are traveling more than ever, they are experiencing international flavors and are exposed to different types of foods like never before. We need to balance our menu to appeal to their tastes as well as continuing to satisfy Subway Loyal customers with the iconic menu they have come to love over the past 50-plus years. One trend that remains is the need to create a memorable food experience and the importance of value.

What is the secret to creating a “must visit” restaurant environment in today's competitive landscape?

Service, service, service. It is important to make our guests feel like family. For us, that means knowing their favorite sub and making it for them as they walk in the door, or knowing their flavor profile well enough to offer new suggestions for their sandwiches. It means always welcoming new customers in such a way that they feel special and appreciated.

What is today’s consumer looking for?

Consumers want an experience—quality food made with fresh and bold ingredients served in an inviting atmosphere. And do not forget great service. Consumers want to know you are there for them and willing to deliver the best service.

Describe a typical day.

Every day is different. My No. 1 focus is always on supporting the franchise owners in my territory—from restaurant operations, to business consulting, to leasing, to remodels, to construction to site locations and approvals, to rolling out new initiatives, to local marketing, to sales building. We wear many hats. CK

One-on-One with... » Abbie Lin Muto Business Development Agent/President SubSupport & Development of Eastern PA

What’s the most rewarding part of your job? Every day brings something new. I am still learning after 26 years in the restaurant business. Being part of Subway, which is an iconic brand, and being able to help other entrepreneurs within Team Subway become successful small business owners is rewarding. Name the three strongest traits any leader should have and why. You need to be a very good listener. The power of taking a moment to really listen to the other person can solve miscommunication and the problems associated with that misunderstanding immediately.


Never be afraid to admit that you do not know all of the answers, but get the answers quickly. Leaders do not have to know everything, but they do need to know how and where to get the answers. Having a team that covers your blind spots and can help get those answers is critically important. Embrace change. Everyone around you will inevitably change and you will be left in the dark if you do not change as well. What was the best advice you ever received? At the end of the day, you need to be true to yourself, your values and your ethics. Always do the right thing.





Take it inside

What cannabis’ indoor cultivation means for the commercial construction industry


n my last article (The Rise of Cannabis: The Construction Industry’s New Wild West ), I discussed some high level areas of this burgeoning industry. The main focus areas aligned

directly to the typical licenses available to business. The most common legal licenses are cultivation, extraction/production,

By Dan O’Neill Dan O’Neill is president and managing consultant of O’Neill Management Consulting LLC, a sales, marketing and business development company focused on customer facing solutions in targeted vertical markets. There are three major areas for farming cannabis—all with their own unique challenges and benefits. The highly-fragmented marijuana industry is beginning to see major, national players emerge. U.S.-based multistate operators (MSOs)– many of which trade on the Canadian


transportation and retail. Of course, no business can execute on any business model unless there is someone growing the plants. And this particular plant is extremely challenging to produce and execute on harvest. Securities Exchange (CSE)–had a banner year in 2018, accounting for the top five raises for all companies on the CSE. Much of that capital will be deployed throughout 2020 to fund aggressive expansion plans–putting more pressure on small- to mid-sized cannabis businesses with fewer


resources, but who are prepared to take on the challenges. Here are some of the takeaways: After years of inaction, earnest marijuana policy reform discussions at the federal level are finally happening. Former Speaker



THE CANNABIS CHRONICLES of the House John Boehner was even quoted in The New York Times, saying, “This is one of the most exciting opportunities you’ll ever be a part of. Frankly, we can help you make a potential fortune.” Bills to address issues such as banking and taxation have found bipartisan support in the US House. It is now a question of when–not if–federal changes around marijuana will happen. Investments in the cannabis space from other industries—namely, tobacco and alcohol–reached a fever pitch in 2018. Altria Group, owner of Marlboro maker Philip Morris USA, and liquor giant Constellation Brands, each made multibillion-dollar investments in Canadian marijuana producers (Canopy Growth), while Molson Coors Brewing formed a joint venture with another Canadian firm to develop cannabis-infused beverages. The deals are expected to spur additional investments, mergers and acquisitions across the sector. And, of course, there will be some fallout as the industry solidifies and acquisitions occur. Social equality in the cannabis space has become a much more salient issue among politicians, advocates, regulators and industry stakeholders, forcing policymakers to identify practical solutions to ensure more diversity and fairness when crafting legalization measures—or risk failure. Earlier this year, an adultuse legalization bill died in the New York Legislature primarily because of its lackluster approach to social equity, while the cornerstone of a promising recreation bill under consideration in Illinois involves boosting minority ownership of cannabis businesses. This will be key to the physical growth of the industry—especially for those owners who have game plans to start off small and build upon growth plans in the coming few years.

Cannabis tends to reflect several other markets that we are all familiar with, including: healthcare, packaging, retail, restaurants and manufacturing.

The industry will generate an estimated $11 billion to $14 billion in retail sales in 2020, up from roughly $2 billion in 2013. But the pace of growth is slowing in some key recreational markets, including Colorado, Oregon and Washington state, and consolidation is materializing in several regions—for good reason.



Like any other growth industry (take the internet in 1999), there will always be a “shakeout,” where angel investors may go by the wayside and larger investors with not necessarily better knowledge in the industry will make their way to the forefront. That being said, there is no magic 8-ball you can shake that will determine if any company is on the right track. Many publications have covered the fact that the cannabis industry is the new Wild West— with a brain. There are still several major challenges to the industry, so the risks and rewards are extremely high. Because Cannabis/THC based products are still deemed a “Schedule 1” drug ( 2014/9/25/6842187/drug-schedulelist-marijuana) and considered illegal by the federal government, the banking and logistics challenges are substantial. Each legal state has hyper restrictive regulations on every element of the production and sale of cannabis products in their state. And transporting cannabis products across any state lines remains illegal.

Where we come in

These challenges are also unique opportunities for the construction industry. The largest national brands in cannabis are the Multi State Operators (MSOs) and most of these firms are vertically integrated in each state in which they hold licenses. Vertical integration typically means that a firm holds a license to cultivate, produce and sell their products to the public. Depending on the state regulations, each of these licenses typically require a unique compliant facility in which to operate. Construction professionals who can navigate the compliance road blocks or partner with experts in the space will find excellent opportunities to thrive by extending their expertise into cannabis construction. It is important to take the romance negative bias out of the picture, meaning you should treat cannabis as another unique vertical industry where strong business practices will achieve like any other space. In fact, cannabis tends to reflect several other markets that we are all familiar with, including healthcare, packaging, retail, restaurants and manufacturing. CCR

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Retail Construction • Restaurants • Hospitality • Office Spaces • Medical



The Voice of Craft Brands

Tom Vess, CEO Pretoria Fields Collective

Brewing with a (re)purpose How Pretoria Fields Collective in South Georgia is making a difference in our time of need Photography by: Austin Smith, Crooked Window Photography

The Voice of Craft Brands

Brewing with a (re)purpose How Pretoria Fields Collective in South Georgia is making a difference in our time of need

Dr. Tripp Morgan Founder and Partner Pretoria Fields Collective





By Jennifer Morrell

Tripp Morgan, M.D., grew up on the farmlands of Camilla, Georgia, a small town located deep in the southwest corner of the state. As a fifth-generation Georgian, his appreciation for the rich landscape of the South was instilled at a young age. Morgan studied medicine, graduating from the University of Georgia College of Pharmacy in 1997 and Mercer University School of Medicine in 2001. During that time, he developed an interest in craft beer, even enjoying his own home brews while in school. Fast-forward 15 years, when Morgan sat on the porch of his family’s farmhouse in Albany, Georgia, with his father, Harris. As they overlooked their 200-plus acres of organic wheat, Morgan began to dream of brewing his own craft beer, while also creating a space for his community to meet and enjoy authentic Southern beers and local camaraderie. Pretoria Fields Collective opened its tasting room doors in downtown Albany in 2017. Morgan brought on Tom Vess as CEO in 2019 to run the brewery and expand their consumer reach. Vess brought more than 30 years of experience in the malt beverage industry to the Collective. As COVID-19 made its way into and across the United States in early-2020, Vess and his team saw an opportunity to help the community of Southwest Georgia and beyond. The process would not be an easy one, and it would come with a significant investment of time and resources as well as a mental shift regarding the brewery’s focus and purpose. We sat down with Vess in early-April to learn how he and his team were able to redirect their business model and implement round-the-clock production to help keep first responders, healthcare workers, law enforcement and the public safer.

What is the secret to creating a branding story that consumers will support?

It has to be honest. Consumers are smart, and they know fact from fiction. They want to be part of an economic cycle that hears and understands them. That’s one of the reasons our company works so well.

Who is your demographic?

Our core drinkers are young professionals and predominately male. We have recently launched Southern Harvest Light Lager and will soon launch four different seltzer flavors to increase our market penetration. We believe this will attract more female drinkers to our portfolio.

Customers in the community are able to walk up and purchase hand sanitizer and beer curbside at Pretoria Fields Collective.

What is your branding strategy?

It’s less of a strategy, and more of a story. We are a collection of farmers, brewers and community members who are all working together to bring jobs and enjoyment into everything we produce. Our tradition as farmers is to focus on organic, sustainable farming and natural resource management. We support local agriculture across the region and partner with many farms to source most of the ingredients in our beer from local farmers. Our company is a proud partner of Georgia Grown, a division of the Georgia Department of Agriculture.

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

Our taproom space was created as a place for people to enjoy our beers and the company of friends and neighbors. It provides an atmosphere of comfort and home. We have an outside stage area for local musicians, and we welcome dogs. There are indoor and outdoor games for our patrons to enjoy while they are here. The taproom space is not just a space to drink beer, it’s a space created to also connect with those around you. It really goes back to our original purpose – to thrive in the community and for our community members to do the same.



Pretoria Fields Collective

focus primarily on the on-premise channel and large format stores. United Distributors represents our portfolio in Georgia and Alabama. Our intent was to expand into other states this year. However, given what has transpired over the last months, it may by 2021.

Do music and other arts play a role in your overall brand strategies?

Absolutely. We actually have a local radio station broadcasting from our taproom. The Queen Bee radio station showcases local artists and is working to partner with larger artists. Music brings people together, and having a radio station in the taproom is an awesome experience for our patrons and staff. We are a Collective.

When and how did the idea of making hand sanitizer evolve?

What is your distribution model outside of patrons in the brewery? We have a staff of sales representatives who work with our distributor partner to increase our distribution and volume. They


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We were fortunate to have creative thinkers on our team, and our founder, Dr. Tripp Morgan, suggested making hand sanitizer to help our community and offset the loss of beer sales. Our Collective has a division, Pretoria Research, Development, and Manufacturing, that is managed by compounding pharmacists and partners, Tony Singletary and Will Coley, who together worked to create the formula based on FDA guidelines. We then made a decision to get into the fight. We used our fermenters to mix distilled ethanol with glycerin, hydrogen peroxide and distilled water to make a topical hand sanitizing solution. Our team tested the process in a small batch and then expanded it into bulk processing.

How quickly were you able to put your plan into action? After we received approval from the Department of Revenue, our team came together and repurposed the brewery, sourcing the chemicals and materials needed to move this project forward. Our brewery transformed into making hand sanitizer in fewer than 72 hours. The hurdle we face daily is that we are having to label and package the hand sanitizer manually. However, we are improving our production abilities each day.

How significant was your investment and how long before a ROI?

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The upfront cost was more than our brewery could manage on its own. We started doing business with new vendors that did not know anything about us, and they required payment up front or a deposit. This required many of us to use our own personal credit cards to source ingredients and materials to expedite what was needed to produce the hand sanitizer.







Pretoria Fields Collective

We will have to replace all of our hoses, gaskets and other hardware when this is over. Until we get all of our expenses calculated, it is difficult to determine a ROI. We are only a little over three weeks into this project and believe we made the right decision to save some employees from being furloughed and help our community.

Can you estimate how many people you have helped with your sanitizer since late-March?

I am confident it is tens of thousands. Our first focus was healthcare professionals, first responders and the police officers. We are now working with hospitals and the Veterans Affairs Medical Centers across the Southeast. Organizations are driving from as far away as Maryland to get our hand sanitizer. We never dreamed the demand would be this high and are truly blessed that we have the knowledge, equipment and staff to serve.

The conversations are focused on the ingredients of our product and story of Pretoria Fields Collective. We have been encouraging to all and stressing that we are all in this fight together. Everyone has been grateful and supportive of what we are now doing and is thankful we have hand sanitizer for purchase. Our entire staff is proud of what we are doing for the community, and I am proud of each of them for stepping up in a time of need.

Comment on the role your brand should play in being a leader in a distressed market.

Dr. Morgan treats his employees like family, and he loves his community. He and Tony Carder, a shareholder, streamlined this project with our team, and it allowed us to save jobs and provide a necessary product to all in a time of need outside of our local neighborhood. A company or brand that has the ability and knowledge to convert their current operation to help others should always step forward without hesitation. It is important to demonstrate that we are not just a neighborhood brewery, but that we are all in this fight together and this is the time to step up and help those that need it.

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

Pretoria Fields Collective workers practice safe best practices while labeling containers and filling orders.

Have you been able to retain employees because of your decision to redirect your equipment for making sanitizer? We have been able to save most of their jobs. However, we did have to furlough some Albany employees. The closing of our taproom and order by Gov. Brian Kemp to shelter at home left us no choice, unfortunately. It was a difficult decision, and we hope to have all of them back with us soon. The purchasing of the product and materials likely helped other industries retain employees.

What kind of conversations are you having with your customers?

We are stressing the importance of social distancing to the general public when at the brewery to purchase hand sanitizer or beer. Most everyone has anxiety and is coming to grips with what we are facing globally.




The craft breweries have closed their taprooms, lost all of the on-premise sales, and are struggling to keep beer on the shelves. The outlook is worrisome for all of us. It is with a heavy heart that I believe there will be several small breweries unable to weather this pandemic and reopen their doors.

What’s likely to happen next for your brewery?

After we, as a country, have turned the corner on COVID-19 and can get back to some sort of normalcy, we will continue with our normal business plan. We would like to expand our production brewery and taproom into Pretoria Fields Farmhouse Brew Pubs. Our first location will be in Locust Grove, Georgia. This will allow patrons to get the Pretoria Fields Collective experience wherever they’re drinking our beer. Increasing our distribution into other states is high on the list. We are in the process of opening a hemp processing plant and producing CBD products. Our first CBD store opened in McDonough, Georgia, in March. Our hand sanitizer is being sold there as well. These projects and our sales team will provide the platform for continued growth in the years to come.





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by David Corson

Moving forward with faith W

e are almost halfway through 2020—a year that started off positive for all of us. The holidays were over. The stock market was steady. Unemployment was at an all-time low. People generally were in a good mood.

At the beginning of the year, we produced our 10th Anniversary Summit, published our January/February issue, held our CCRP in Miami, conducted hotel site visits for our fall Retreats, and walked a few shows and shook some hands. In my spare time, I finished my Old Guys Winter Lax Season without breaking any more bones and was thoroughly enjoying all of the sports on the tube (which drives my wife crazy on the weekends). With college and the NHL skating toward the playoffs along with college & pro lacrosse games streaming on my laptop into the early hours of the morning, can you blame me as the sports fanatic that I am?

There will be many more silver linings in this temporary shutdown. Maybe it will give some a chance to incorporate the practice into their daily work lives moving forward. Then, we all were pummeled by the Coronavirus—which we could only compare to getting hit with a 2x4 full of rusty nails. The economy stopped dead and livelihoods changed in an instant. Our lives as we know them were placed in a holding pattern. Wash your hands. Wear a mask. Disinfect everything you touch. Protect your toilet paper (at all costs). Don’t forget to practice social distancing. Stay home. This is what our lives are right now in the land of the free & home of the brave. I work out of a home office, so I am use to hunkering down. But many are not and life has been a game-changing experience. Your office now includes your better half, your children, your pets. I have

Commercial Construction & Renovation (ISSN 2329-7441) is published bi-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. Unsolicited materials will only be returned if a self-addressed, postagepaid envelope is included. Articles appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.


seen all of this on many Facebook posts. People are getting creative, but it does get old after a while. The wear and tear of being quarantined is beginning to take its toll. As a coach and athlete, I have treated this as a time out early in the 1st quarter of a rivalry game and being crushed by the other team with bagels on the score board. It is a time to gather composure and take stock of everything around you. There is still plenty of time left in the game to turn things around and get the win. Remember: never, never quit. We are all just adapting and changing our game plans. For example, we needed to get a little creative to keep our name out there, so we launched our CCR-e-Digest, which highlights the people, places and projects in our industry. We are also getting ready to launch our podcast. I get to be my own producer and learn new software, which means each episode will get better and better. Just like those construction projects. Also, I was able to use my carpentry skills, which had sat dormant for a while, to replace my deck planks and deck stairs. It now looks as good as new. You should have seen me with my table saw, T-square, deck screws, drill, crowbar and dumpster, priceless. The finished product is a great feeling of accomplishment. There will be many more silver linings in this temporary shutdown. People who have never worked from home will find that they could. Maybe it will give some a chance to incorporate the practice into their daily work lives moving forward. Here’s to both sides of the aisle finding the strength to work together to pull us out of this crisis. It is good to see patriotism alive and well in our country. When the darn bug is defeated, we are going to have a construction boom. All of the projects that have been on hold, will be up and running again. Like Winston Churchill said, “Fear is a reaction. Courage is a decision.” Keep that in mind as our fearless healthcare workers and first responders give everything they have for this battle. Stay positive. Stay healthy. Stay safe. We will get through this dilemma one way or another and will succeed. God Bless America and Keep the Faith. CCR

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




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