CCR March/April 18

Page 1


Colleen Biggs, Director of Brand Leadership, The Little Gym

Serious Fun How The Little Gym continues to raise the bar, enriching the lives of children worldwide

Exclusive Inside:

Construction has a productivity problem, and longer hours isn’t the solution See our roofing manufacturers and engineering firms listings

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Keeping tile & stone surfaces looking new

March/April 2018 •

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Bosti-Set™ is lighter in weight with much greater coverage than typical mortars. It contains zero VOC’s as well as 2% recycled material. Its patent-pending Thickness Control™ Spacer Technology ensures proper membrane thickness is maintained between tile panels and the substrate. Recycled rubber crumb particles mixed into the adhesive create optimal membrane sound reduction performance. Today, gauged thin porcelain tile panels have become extremely popular for numerous reasons. In particular, because they solve so many installation problems. This newer category of high-technology porcelain clearly needed the most state-of-the-art installation material. That’s exactly why Bostik created Bosti-Set™

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As today’s construction market continues to expand nationally, Bostik supports its customers by offering system solutions to improve durability, accelerate installation and ultimately, optimize end-user comfort. When your project calls for installing hardwood, resilient, tile, natural stone flooring or wall covering materials, specify a Bostik system. With 125 years of innovation behind us, your expectations will be exceeded! Sector-specific download:

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March/April • 2018 Vol. 17, No.2





72 Keeping Tile and Stone Surfaces 28 Serious Fun Looking New. Is it Possible? How The Little Gym continues to raise the bar, enriching the lives of children 76 Punching the clock worldwide Construction has a productivity problem, and longer hours isn’t the solution 56 Summit Coverage Attendees hit Daytona Beach for 2018 CCR Summit

Cover and feature photos by: Heather Jefferson Photography





March/April • 2018 Vol. 17, No.2

SPECIAL COVERAGE Industry Events 20 CCRP – Atlanta, GA 24 CCRP – Arlington, TX


38 Leading Engineering Firms 80 Leading Roofing manufacturers/suppliers


6 Editor’s Note 12 Industry News 156 Commercial Construction & Renovation Data 158 Ad Index 160 Publisher’s Note



Commercial Kitchens 79 The Lobster King How Daniel Beck is taking the crustacean delicacy to a town near you 90 Community building How MadTree’s state-of-the-art drainage system is turning heads CCR Project Profile Awards 94 2018 Best-of-the-best construction projects Women in Construction 108 The Art of Trail & Error Federal Construction 111 All points north Things are looking up at Arctic air base 118 Guaranteed Facility improvements enhance learning environment for multiple school districts across country Healthcare 124 An inside look 10 construction executives share their insights into UTHealth’s recent expansion efforts


Multi-Housing 132 Canada strong Heating pros brace Maritime multi-family, seaside units for the cold 136 Millennials on the move An inside look at the places – and why – they are going Craft Brand and Marketing 139 Livin’ the Yazoo life Why even Germans say Yazoo has a really good hefe 146 Turn on your ‘Nite Lite’ Massachusetts’ brewery’s craft light lager adds new twist to light beer 148 Crafting a destination Bringing brand to the building 152 What if customers were fish? A inside look into how to reel in your community of beer drinkers




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by Michael J. Pallerino

Meet me at the mall


can still remember the feeling. I waited all week to stand in

community seems like a relic from a time that few remember. The five largest malls in the world now reside in Asia, with China’s line to meet some of the key members of the 1979 World New South China Mall in Dongguan standing as the leader in square footage with some Series champion Pittsburgh Pirates. Willie Stargell. Omar 2.9 million square meters of space. As a tsunami of global trends changed Moreno. Dave Parker. Bill Robinson. Phil Garner. Bill Madlock. the role that today's malls play in our lives, it is safe to say they are no longer about Rennie Stennett. John Candelaria. Kent Tekulve. I still have the shopping. Today's consumers visit malls for experiences that transcend the shopping banner from that day hanging in my office. experience. From movie theaters, bowling alleys, fitness centers, farmer's markets, and beyond, innovative mall operators are adding value-added elements that attempt to recast the mall as the new downtown area. Even amid the changing shopping climate (where Amazon and the like continue to revolutionize how we shop), malls are doing what they can to stay relevant, drive growth and boost efficiency. Take the Mall of America in Minnesota, which features an underwater aquarium, a theme park, and a dinosaur walk museum. Or how about the The King of Prussia Mall outside of Philadelphia, which offers high-end eateries like It was a different time. There were no Morton’s Steakhouse and Capital Grille. mega sporting goods chains that trumThe theme here is being able to peted the arrival of your favorite players adapt to the changes around you. In wearing their highly endorsed apparel and today's ever-changing commercial equipment. There were no social media construction landscape, the ability to campaigns inciting once-in-a-lifetime move in and around the trends and opportunities for signed memorabilia or challenges in critical to your continued trading cards. growth and development. It was the mall. That's where everyAs we move further into a landscape body trekked back in the day for the latest defined by change, it will be interesting to in shoes, apparel and household items. see how of each of you continue to thrive. Like the mall, to grow is The set up was pretty basic. A long table with easy access for the to change. It is about having the courage to do what is needed to throngs of fans who made the pilgrimage. be done. Today's shopping malls almost seem like museums of a time As always, your stories are our stories. when all seemed right with the world. The once heart and soul of a

In today’s ever-changing commercial construction landscape, the ability to move in and around the trends and challenges in critical to your continued growth and development.

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

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








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

EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • CONTRIBUTING WRITER: Ron Treister • 772.232.6614 SCC MISSION Create FINAL 5.21:Eagle qrt pg FINAL


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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

Luxurious design elements of Massimo-Dutti’s first U.S. store and its largest worldwide - include integrated marble floors, highend millwork, custom lighting, fabric wall coverings and even a life-size horse mannequin. These elements all combine to create a luxury retail environment.

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EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Store Planning and Construction DSW Shoes STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods BOB MEZA Senior Construction Project Manager Target

RESTAURANTS RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation GREGG LOLLIS Director, Restaurant Development Chick-fil-A BOB WITKEN Director of Construction & Development Uncle Julio’s Corp. DAVID SHOTWELL Construction Manager, Flynn Restaurant Group ISYOL E. CABRERA Director Design and Construction Carvel

JOHN COOPER Senior Vice President Development RB Hotel Development

JERRY SMITH Head of Construction Bluemercury

JOHN LAPINS Partner, Geolo Capital

JENNIFER GRIESER Sr. Store and Corporate Facilities Manager Tuesday Morning

GARY RALL Vice President, Resort Renovation & Design Wyndham Vacation Ownership

LAURA GROSS Retail Facilities Manager American Signature Furniture

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

HEALTHCARE BROOKS HERMAN Senior Project Manager UTHealth Science Center at Houston

President Schimenti Construction


Senior Vice President, Cushman & Wakefield STEVE JONES

International Director JLL MIKE KRAUS Principal Kraus-Manning JIM SHEUCHENKO

President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President EMG

CONSULTANT GINA NODA President Connect Source Consulting Group, LLC.


JOE THOMAS Vice President Engineering Loews Hotels

Executive VP & Director of Hospitality HKS

RICK TAKACH President and CEO Vesta Hospitality


PUNIT R. SHAH President Liberty Group of Companies LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality




JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company

ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design


Principal Trident Sustainability Group JEFF ROARK Principal/Partner Little JEFFREY D. MAHLER Vice President L2M


ARCHITECTS/ENGINEERS JIM STAPELTON Vice President FRCH Design Wordwide HUGHES THOMPSON Principal GreenbergFarrow 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

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ADA BRAD GASKINS Principal The McIntosh Group

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AroundtheIndustry Retail Hari Mari Dallas-based flip-flop maker Hari Mari has opened its first brickand-mortar store inside its headquarters. The six-year-old company’s sandals are sold in about 1,500 stores, including Gap, REI, Nordstrom and Orvis, and online through Zappos. Bon-Ton Stores While the Bon-Ton Stores will close underperforming locations and focus more on e-commerce under its restructuring plan, the retailer could also expand its Carson’s banner into new markets. Bon-Ton is considering re-bannering 11 Bergner’s and 13 Boston Stores as Carson’s stores and opening up to 14 new stores in the next two years. Amazon Amazon will open its first Washington, D.C.-area bookstore in a former Barnes & Noble space in Georgetown. The two-story shop will carry 5,600 titles along with a selection of Amazon’s digital gadgets including smart-home devices and tablets. Target Stores Target Stores will extensively remodel 28 stores in the Twin Cities market this year, investing $250 million on upgrades. The new features will include prominent pick-up areas for online orders, self-checkout lanes and updates to flooring, lighting and product displays. Domino’s Jubilant FoodWorks, the India-based operator of Domino’s Pizza and Dunkin’ Donuts, will expand the franchise to Bangladesh under a joint venture agreement with Golden Harvest QSR. Jubilant, which operates 1,128 Domino’s units and 43 Dunkin’ Donuts stores, also has the rights to develop Domino’s units in Nepal and Sri Lanka.

Hudson/FAO Schwarz Hudson Group has signed an agreement with FAO Schwartz to open toy and candy shops in U.S. airports. The first stores are expected to launch by the end of 2019. Meijer Midwest retailer Meijer is expanding its trial run of urban smaller-format stores, planning to open six by 2021. Cub Foods Cub Foods, a SUPERVALU banner, will open its first small-format grocery in downtown Minneapolis as part of a residential complex in spring 2019. Despite being about half the size of a conventional store, the Cub location will feature a deli area with ready-to-eat meals and a pharmacy. Publix Publix will open three additional stores under its GreenWise organic banner in Florida and South Carolina, including one near its Lakeland, Florida, headquarters. The smaller-format stores will be labeled GreenWise Market but have some Publix-branded items inside. Whole Foods/365 stores Whole Foods Market is planning to open 16 more 365 stores after opening its seventh location, and first East Coast outpost, in Brooklyn. The company’s 365 locations are especially attractive to real estate developers looking to add retailers in malls or strip centers. Marriott International Marriott International plans to add more than 40 European hotels to its Moxy line over the next three years. Germany, Scandinavia and the UK will grow their inventories, while new forays are made into France, Portugal and The Netherlands.

Hospitality Marriott International Marriott International’s Moxy is expanding its urban, cutting-edge brand in New York City with the upcoming openings of Moxy Downtown and Moxy Chelsea this year.

Hoxton UK-based Hoxton Hotels is opening properties in New York, Portland, Oregon and Los Angeles this year, followed by another opening in Chicago in 2019.

InterContinental InterContinental Hotels Group, which operates the Crowne Plaza and Holiday Inn brands among others, is looking to buy one or two small luxury brands and launch a new franchised upmarket brand.

Radisson Hotel Group Radisson Hotel Group plans to double its growth within five years. While five brands will carry the chain’s expansion in the Americas, the focus will be on refreshing the Radisson brand.

Club Med Club Med plans to open five new resorts per year over the next five years as well as execute major renovations to five current resorts per year.

Dream Hotel Group The Dream Hotel Group says there is opportunity for growth in Europe as the company eyes potential deals in Paris, London, Madrid and Rome. The New York-based Dream has 16 hotels in its pipeline, including one in England.

Grace Hotels Grace Hotels is planning to add 30 properties in the next decade. The first Grace Hotel opened in Greece 11 years ago.



AroundtheIndustry Restaurants


Mod Pizza Fast-casual Mod Pizza aims to open about 100 new units in 2018, after adding 110 locations last year. The chain ended 2017 with 302 restaurants in 27 states.

Pork & Mindy’s Pork & Mindy’s, a Chicago fast-casual concept co-created three years ago by “Food Network Star” winner Jeff Mauro, plans to grow through company-owned eateries, food hall counters and licensed locations.

Outback & Carrabba’s Express Bloomin’ Brands has opened a takeout-only concept called Outback & Carrabba’s Express in Tampa after testing the idea at locations in Orlando and Hollywood, Florida. It will open a second Tampa Bay-area unit in May.

Wings N’ Things/Epic Wings The family-owned chain formerly known as Wings N’ Things has changed its name, launched a franchising program and hired a new president for the first time.

Shake Shack Shake Shack plans to open up to 35 new US restaurants this year, marking its biggest expansion year to date.

Long John Silver’s Long John Silver’s will transform its brand this spring, with new interior and exterior designs, digital drive-thru menu boards and new menu items, including grilled seafood.

Taim New York-based fast-casual falafel concept Taim is mapping an ambitious expansion plan after taking it slow since its 2005 launch. With the backing of former Chipotle Mexican Grill executives and investors, the concept will add three new units this year. McDonald’s Architect Carol Ross Barney has created a sleek new look for an iconic McDonald’s restaurant in Chicago, which had been known as the Rock ‘n’ Roll McDonald’s. The 19,000-square-foot structure made of glass, timber and steel will boast green features including solar panels, living plant walls and more than 70 trees outside.

Noah’s New York Bagels Einstein Noah Restaurant Group has unveiled a new prototype for Noah’s New York Bagels in Oakland, California. The chain’s first new unit in several years is a 2,300-square-foot restaurant with features including cold-brew coffee and tea on tap and a new ordering and payment system designed to speed service. Taco Bell Taco Bell has traded its one-size-fits-all building formats for kits that create four base designs that can then be customized with murals and other features.





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Hotel booking up for 2018 I

f you're going to book a hotel room in 2018, you better get moving. According to the “Deloitte 2018 Travel and Hospitality Industry Outlook,” the hotel sector is projected to sustain 5-percent to 6-percent growth throughout 2018, setting up the industry to hit a record-breaking $170 billion in gross bookings. The findings show that travel is becoming more experience-driven, and that most hoteliers are concentrating innovation on the higher tiers, perhaps at the detriment of the midscale segment. Another area that can provide a boost for hoteliers is to explore adjacent spaces, offering more than a place to stay during a trip.

Where have all the barbecue joints gone? B

y the end of 2016, the numbers were clear: McDonald’s had amassed 36,900 retail shops globally. Burger King had 15,738 outlets. And Pizza Hut operated 11,000 eateries. And while burger and pizza chains continue to grow exponentially, there is one fast-casual item missing from the list – barbecue. With the likes of Famous Dave’s of America (170 locations in 34 states, mostly in Florida and the South), and Sonny’s BBQ (112 eateries in nine states) flashing their food wares, few other barbecue eateries are going national. One of the reasons barbecue chains aren't growing nationwide is because of a “relative low guest frequency” – the styles are so regionalized. What passes for a pulled pork sandwich in Texas differs from what’s popular in Carolina, making going national difficult, Jonathan Borell, a New York-based managing director at Sun Capital Partners, told Food News Feed. In addition, licensing fees and finding the right partners is critical. When it comes to locations, it's all about making sure the brand is in the right locations with the right demographics. Lastly, becoming a trained pitmaster is an art form that must be taught. Preparing barbecue food is more complicated than tossing up dough or pounding a beef pattie.



Did you

know This past October’s wildfires cost California’s Napa County hospitality industry an estimated $17 million in revenue, according to Visit Napa Valley. With declines in occupancy and average daily room rate, revenues for 2017 overall rose a mere .1 percent, from $396.1 million to $396.4 million. Some of the revenue loss can be attributed to rooms provided for fire evacuees and first responders for free or at a discount. The combined value of those rooms is estimated at $3.4 million, Visit Napa Valley reported.

567 The number of deals recorded last year, helping boost hotel transaction volume, according to STR's "2018 Hotel Transaction Almanac." New York City topped the list of major market sales by total number of sales, with 22 hotel transactions in 2017 representing 4,285 rooms. Atlanta saw the greatest number of rooms represented in 2017 transactions with 5,268 rooms in 16 properties, the study reported. The Washington, D.C./Maryland/Virginia market and Los Angeles/Long Beach, California, also saw high transaction activity in terms of both number of total deals and number of rooms.



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A drive-thru's, drive-thru restaurant D on't look now, but Telsa founder Elon Musk is at it again. This time, Musk has applied for permits to create a drive-in restaurant and Supercharger station in Santa Monica, California. The permits are based on a tweet Musk sent out that called for a retro carhop restaurant with electric vehicle charging stations that would include drive-in movies and staff on roller skates. Holy Happy Days, Batman. How does the fast-food part work? According to a Musk tweet, “We can just have the menu pop up as soon as you put the car into park.” Customers, start your engines...


The percent that revenue from U.S. hotel rooms grew from 2010 to 2016, according to CBRE’s annual “Trends in the Hotel Industry” survey. The report shows that U.S. hotels are relying less on revenue from spas, parking lots and gift shops amid strong revenue growth from rooms since the 2008-09 recession.


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IN MEMORIAM Donald Joseph Hasulak

William Trucksess

Donald Joseph Hasulak, 63, passed away on March 17, 2018, surrounded by his loved ones. He is survived by his mother, Mary, his wife, Kerry, his children – Amy, Jeff, Amber, Larry, Alex, Maddy, and Aubree – and his grandchildren, Jacob, Andrew, Katie and Kylee. In 1977, Don moved to Phoenix to join his brothers in a woodworking business, where shortly after met his wife. He went on to become the managing director at Fitch, and then at Big Red Rooster, until starting his own architecture firm with his wife and son last year. Throughout his career, Don has managed design and construction documentation and national/global rollouts for a wide range of clients in the retail, restaurant and service sectors, including brands such as Chick-fil-A, T-Mobile, American Express, and Disney. Among his cherished pastimes were vacationing in Sedona with his family, and going on movie and dinner dates with his wife. A beloved husband, father, grandfather, son, brother and friend, Don, a valued CCR editorial advisory board member, was an avid reader and a history buff. Don was born on Sept. 16, 1954, in Japan to Mary and Joseph Hasulak. His childhood was filled with endless adventures across the globe. He attended high school at Delbarton in New Jersey and received a degree from the Cornell University School of Architecture. Friends are encouraged to honor his memory by making a donation to the Children’s Cancer Network, 6150 West Chandler Blvd. Suite 1, Chandler, Arizona 85226 ( donate/donate-now/)

A. William Trucksess, 87, an industrial engineer who took the helm of his family’s company and built it into a national leader in the sign industry, passed away Thursday, March 1. In the 1960s, when Trucksess was in his 30s, he became president of Philadelphia Sign, founded in 1911 by his father, Andrew, who was 18 at the time and purchased a sign business for $500. Under the Trucksess family leadership, PSCO has grown to be one of the largest, most influential sign companies in the nation. The company’s timeline mirrors the growth of the U.S. and at times, has reflected the history of the world – from the heyday of neon through war time efforts to the rise of retail chains and multi-site conversions – PSCO has been at the forefront over the decades. Bill Trucksess, oversaw all corporate operations from the 1960’s to 2012. During the 1970’s and 80’s with onset of all mergers including banks and clients expanding nationally, PSCO grew with them adding large scale production capacity and computer technology. Bill transformed the business from a ‘custom sign shop’ to a full-service, multifaceted national sign company, capable of servicing a wide range of customer needs on a national, regional, and local basis. Bob Mehmet, the current president and CEO of Philadelphia Sign, said Mr. Trucksess was the consummate entrepreneur. “He was a fiscal conservative, and he knew exactly what he was doing. I’ve known him since 1973 and been working here full-time since 1980, and he’s been nothing but an inspiration to me,” Mehmet said. “His success was because he never gave up, he did whatever he had to do, to get the job done while remaining competitive. He had a vision, and that’s why the company has and will remain successful.” Today, PSCO is a recognized leader in sign design, fabrication, installation and maintenance, specializing in branding and conversion programs around the world. As the country’s oldest turnkey national sign provider, PSCO earned the trust of the world’s top brands through inspired design engineering, unlimited manufacturing capabilities and world class program management.

Don will be missed. Rest in peace.

Bill’s legacy will live on though the company’s ongoing success. CCRP Phoenix Dec 2017


Rest in Peace, Bill.





Fire away


CCRP Nation hits gun range in Atlanta

hat better way to work off some stress than to meet some of your colleagues down at the gun range for a little supervised target practice? That’s what the Commercial Construction & Renovation People (CCRP) group did on its latest visit to Atlanta. The Johns Creek Gun Range played host for an evening of target practice and networking. If you’re looking to diversify your networking practices in 2018, CCRP has what you need. For more information, connect with Kristen Corson at 770-990-7702 or via email at

REGISTERED COMPANIES: Aaron’s Inc. Allied Development Services ANP Lighting Arby’s Carvel Celestial Meetings Chain Store Maintenance

Construction Market Consultants Continental Restaurant Cornell Storefront Systems Egan Sign Elemental LED Federal Heath Feed Restaurant




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1: (Back Row, left to right ) Bill Shiver, The Beam team; Chip Lamphere, SOS - Retail Services; Eli Lessing, SOS - Retail Services; Julia Versteegh, Storefloors; Mike DiPaola, United Visual Branding; Anne-Marie Thomas, United Visual Branding; Jerry Fisher, ANP Lighting; Marilyn Brennan, Egan Sign; Sarah Appleton, Wallace Engineering; Bobby Darnell, Construction Market Consultants; Jeff Mahler, L2M (Middle Row, left to right ) George Farrelly, Aaron’s Inc; Katelyn Siegel, Carvel; Isy Cabrera, IHG; Ian Bannister, Window Film Depot; Rob Shearin, Federal Heath; Matt Smith, Federal Heath (Front Row, let to right ) Wade Whitener, The Beam Team, Ed Horner, Allied Development Services; Ron Hunter, United Viusual Branding




2: Winner of Target Tourney Chip Lamphere, SOS - Retail Services 3: Marilyn Brennan, Egan Sign; George Farrelly, Aaron’s Inc 4: Ashliegh Peppers, JLL 5: Rob Shearin, Federal Heath 6: Ian Bannister, Window Film Depot spotter down range 7: Sarah Appleton, Wallace Engineering 8: Sarah Sullivan, JLL 9: Matt Smith, Federal Heath 10: Nicole Sheppard, National Flooring Systems


EXPANDING YOUR BRAND NATIONWIDE? THE MAPES NATIONAL ACCOUNT TEAM HAS YOU COVERED. We understand National Account customers have specific expectations concerning schedules, design and other factors unique to their brand. Visit to learn more about the benefits of working with Mapes on your next project.

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All about the beer


CCRP, CBAM join forces in Texas

o you like a good craft beer? How about a good craft beer scene? The Legal Draft Beer Company in Arlington, Texas, delivered both for the Commercial Construction & Renovation People (CCRP) group and friends from our Craft Brand and Marketing magazine list. Attendees were able to mingle, drink, eat and network inside one of of Arlington’s favorite craft beer haunts. If you want to add the power of networking to your to-do list this year, connect with Kristen Corson at 770-990-7702 or via email at

REGISTERED COMPANIES: Aaron’s Inc AJS79 Consultants Allegion ANP Lighting Arapahoe Sign Arts ASSA ABLOY Chain Store Maintenance Choice Hotels International Construction Management Consulting Services Cowtown Brewing DaVita Kidney Care Don Penn ENTOUCH

F&D Commercial Flooring Graybar HFA IHG Interior Architects Kieffer/Starlite Legal Draft Beer Co. Marcommcentrale Marriott May Group Mitsubishi Neiman Marcus Pei Wei Asian Diner

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1: Rob Spurgeon, SOS - Retail Services; Roy Eckhart, Graybar; Scott Moseman, Graybar; Eli Lessing, SOS - Retail Services 2: John Catanese, Chain Store Maintenance; Jan McKenzie, ASSA ABLOY 3: Jennifer Grieser, Tuesday Morning; Cynthia Hirsch, Interior Architects; Ray Ehscheid, Interior Architects 4: Mark Symcox, Arapahoe Sign Arts; Lisa Peterson, Marcommcentrale 5: Kirk Sateson, Kieffer/Starlite; Michelle Judkins, Don Penn; Mike Gordon, Rent-A-Center 6: Rod Lynch, Mitsubishi; Dalana Morse, May Group 7: Jerry Fisher, ANP Lighting; Leslie Burton, UHC Corp 8: Jan McKenzie, ASSA ABLOY; Mark Boraski, Neiman Marcus; Cynthia Hirsch, Interior Architects


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Serious Fun How The Little Gym continues to raise the bar, enriching the lives of children worldwide By Michael J. Pallerino


t was always about the children. As an innovative educator, musician and kinesiologist, Robin Wes wanted to create a nurturing place where children could explore their physical development, while also growing socially, emotionally and intellectually.

In 1976, he turned his vision into a reality, opening the first The Little Gym in Bellevue, Washington. In the early days, he infused those early classes with the same positive, non-competitive spirit that the facilities embody today. As one of the premier enrichment and physical development centers for children ages 4 months through 12 years in the world, Wes’ dream continues to be a gift for parents looking to prepare their children for life’s many adventures. From the mat, to the bar and beam, each of The Little Gym’s programs offer children a Springboard to Life’s Adventure by using movement-based learning and imaginative play through its Three-Dimensional Learning (Brain Boost! Get Moving! and Citizen Kid) approach. Thanks to unique programs that revolve around active play, the Scottsdale, Arizona-based company helps complement and enhance the traditional school experience. In addition, the company partners with groups like the SeriousFun Children’s Network, a global community of camps and programs that serve children coping with serious illnesses and their families. Today, The Little Gym International operates more than 390 franchises in 32 countries around the world. Commercial Construction & Renovation sat down with Colleen Biggs, Director of Brand Leadership, to get her thoughts on where the brand is heading.




Give us a snapshot of The Little Gym brand?

The Little Gym is the world's premier enrichment and physical development center for children ages four months through 12 years. Programs offer children a "Springboard to Life's Adventures" by using movement-based learning and imaginative play to help build the confidence and skills needed at each stage of childhood. Our environment is fun, but our purpose is serious. That's why we embrace a proprietary philosophy called Three-Dimensional Learning, in which physical activity is a conduit for nurturing the whole child. The Three-Dimensional Learning approach to skill development means that every class we offer fosters growth in three holistic dimensions – Brain Boost! Get Moving! and Citizen Kid.

What type of consumer are you targeting?

The Little Gym customers are typically Generation X and Millennial moms between the ages of 25 and 40 with children under the age of 12. More specifically, they're parents that are seeking a safe, fun, nurturing


environment for their child to gain confidence, burn off some of that boundless energy, learn new skills and build a foundation of positive memories around an active lifestyle.

How does the design of the stores cater to how today's consumers' shop?

Our design of The Little Gym's takes the serious fun approach by providing the children an imaginative, safe and nurturing environment in the gym space while providing a relaxing, inviting and functional lobby space for the parent's experience.

With consumer confidence at a 17-year high and unemployment rates at record low over the past 10 years, we’re seeing increasing trends for enrollment and revenue growth throughout the franchise system.


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

Our relationship with our consumers starts with the initial experience when a parent and child enter the facility. The lobby is designed to be a comfortable and inviting space for the parents and siblings to relax on our alternative seating, kick back in a comfortable club chair that houses a tablet station or promote conversation through the use of one of our markerboard tables.


We wish you the best in this new season and are grateful for all you do.


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f Brand gs, Director o – Colleen Big The Little Gym Leadership, CIRCLE NO. 19

1-866-628-9196 • 215-906-3474

John 14:6 “I am the way, the truth, and the life.”

SERIOUS FUN We have several seating choices for every consumer or conversation need as well as a sibling corner that houses a Lego® table to support imaginative play through our Lego® partnership.

Take us through your construction and design strategy.

As the leader of our industry, we strive to create long-lasting relationships and memories with our members that prepare the children for what life has to offer.

Our branded design strategy promotes imagination and skill building such as coordination and balance through the use of gymnastics equipment as our vehicle for the child in the gym space while the sleek design of the lobby allows for clear messaging and relationship building among our members. The multi-purpose is designed to house our extracurricular activities such as birthday parties, camps, "Let's Build, Let's Play" events using Legos® and Wonderkids Clubs that prepare the children for Kindergarten.

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

The cost of labor and material within the industry has continued to increase over the past several years due to increased minimum wages, shortage of material due to natural disasters that we have experienced and the continued momentum of new developments. The influx of new developments has created a lag within the cities that have affected our timelines for openings due to permit delays. These delays and increased costs cause a strain on the shrinking pool of franchise candidates as well as the franchisees business plans.

Talk about sustainability. What are you doing?

The Little Gym is dedicated to improving the lives of children around the world. As a pillar of our brand, we strive to impact the families in our local communities inside and outside of our gyms. To realize our commitment to the children of the world, we must look at the simple and effective ways we can positively impact our environment to ensure all children, today and in the future, have a safe and healthy place to live and grow. We created a "Sustainability Guide" three years ago that is available to all franchisees. Sustainability at The Little Gym can take many forms. It can be in the small







3 months of fitting room traffic at a major clothing retailer, prior to SCUFF-X® application. (This high-traffic fitting room was maintained or re-touched on a weekly basis). 3 months of fitting room traffic at a major clothing retailer, prior to SCUFF-X® application. (This high-traffic fitting room was maintained or re-touched on a weekly basis).

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Image matters. color, so you can preserve and protect not only A clean store invites shoppers and drives business. the decor, but also the brand experience. You Image want your customers to see the front matters. color, so you can preserve and protect not only entrance, checkout area and fittingand rooms stillbusiness. Excellent Service A clean store invites shoppers drives the decor, butwith also National the brandAccounts. experience. looking freshly painted, without the scuff s and Th e Benjamin Moore National Accounts Program You want your customers to see the front stains that cancheckout often accompany traffi offers streamlined purchasing, centralized billing entrance, area and fiheavy tting foot rooms stillc. Excellent Service with National Accounts. and the same negotiated price for all your looking freshly painted, without the scuffs and The Benjamin Moore National Accounts Program Ultrastains Spec®that SCUFF-X® Benjamin Moore Our dedicated project management can oftenfrom accompany heavy foot traffic.locations. offers streamlined purchasing, centralized billing offers superior scuff resistance in an easy-to-use, teamand canthe support your new price for all your same negotiated low-Ultra odor,Spec® one-component acrylic latex openings remodeling projects. SCUFF-X®interior from Benjamin Moore location locations. Ourand dedicated project management paint. in every Benjamin Moore® team can support your new offIt’s ers available superior scuff resistance in an easy-to-use,

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SERIOUS FUN steps they take, using recycled materials for camps, such as tissue boxes and toilet paper rolls, to large-scale choices in their facility by installing a bottle-less water cooler or recycled flooring option.

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

As we continue the journey in becoming a household name, it brings additional opportunities for us to expand our brand. We have several initiatives in the coming years to ensure that The Little Gym is available in most cities and countries across the globe.

Our relationship with our consumers starts with the initial experience when a parent and child enter the facility.

Are you optimistic about what you see in the retail sector?

Very much so. As the consumer confidence continues to strengthen and entrepreneurs continue to seek opportunities to make a difference in the lives of children we are able to bring The Little Gym to more cities and countries across the globe.

Why did you pick the locations you did for your stores?

The site selection process for The Little Gym is multi-faceted. We start by taking into account any existing locations to ensure a safe operating distance. Next, we identify the trade areas within the market that contain the affluent families that The Little Gym serve. Finally, the site that is chosen is flushed through to meet or exceed a series of parameters pertaining to visibility, square footage, ingress and egress into the center as well as the space, parking availability, ceiling height, synergy within the center, landlord relationship and price.

What is your growth plan? What areas are you targeting?

The Little Gym is Franchisee driven as our services are designed to support the Franchisee system. We are targeting areas of growth in the following major markets to name a few. Las Vegas and Reno, Nevada, Miami, Milwaukee, San Diego and Anchorage, Alaska.

What trends are you seeing?

With consumer confidence at a 17-year high and unemployment rates at record low over the past 10 years, we're seeing increasing trends for enrollment and revenue growth throughout the franchise system.

What is the secret to creating a "must visit" retail store in today's competitive landscape?

We believe in creating an environment that fosters unforgettable experiences for our families that promote fun, learning, structure and one-on-one time for parents and children to build long lasting relationships that continue through the years as they grow and mature. Many of our members return at an eligible working age to teach within the facilities as The Little Gym becomes part of their family.




SERIOUS FUN What is today's consumer looking for?

Moms today feel a sense of pressure to do it all, yet characterize themselves as laid back, hands-on and fun. We've found that they typically seek out a structured activity for their child for a variety of reasons, including socialization, an energy outlet, simply getting out of the house, adding some variety to their daily routine, acquiring a love of physical activity, or familiarizing their children with structure. Ultimately, they want to give their children fun and positive experiences that will stick with them – both consciously and subconsciously – as they grow up.

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

Moving into a new position as director of brand leadership, I'm tasked with creating the framework for consistency of operations, training, curriculum, marketing and other areas for each gym across the entire franchise system. In addition to creating the framework, I oversee the

facilities environments to create opportunities of success by promoting brand continuity throughout the community to increase the equity of The Little Gym brand.

Describe a typical day.

A typical day at The Little Gym International as the director of brand leadership consists of increasing trust with our franchisees through site visits, many phone calls, managing our preferred partners that oversee our facility environment and spending countless hours working toward our business initiatives for 2018 to achieve success.

Tell us what makes The Little Gym brand so unique?

As the leader of our industry, we strive to create long-lasting relationships and memories with our members that prepare the children for what life has to offer. We believe in nurturing the child to allow them the opportunity achieve the impossible by trying their best, not by being the best. CK

One-on-one with... Colleen Biggs,

Director of Brand Leadership, The Little Gym What’s the best thing a client ever said to you?

What’s the most rewarding part of your job? Building relationships with franchisees and being part of their journey to become an entrepreneur, sometimes for the first time, is the most rewarding by far. Our “family style” relationships form from day one and continue to foster over the years. It’s a pleasure to work alongside our franchisees.

What was the best advice you ever received?

Believe in yourself. You have the answers. Be patient and they will reveal themselves.


“Some might say the size of their house or bank account is their measure of success. We know that making a positive difference in the lives of children is the greatest success that can be achieved.” Makes my heart sing to hear we are all aligned in our purpose of “showing up” every day.

Name the three strongest traits any leader should have and why.

Integrity – Without a true genuine heart, integrity becomes deception. Integrity requires that you always tell the truth, to all people, in every situation. Vision – Great leaders have a clear vision of where the company is going and what it will take to get there. Humility – Great leaders are those who are strong and decisive, but also humble.


What is the true key to success for any manager?

A great manager possesses the ability to communicate with people at all levels of the organization, motivate the individuals on her team to be greater than they thought was possible and lead with honesty to build trust.

What book are you reading now?

“The Speed of Trust” by Stephen M. R. Covey

How do you like to spend your down time?

I like to spend my downtime staying active. My husband and I have a large family, so spending time with family, chasing after grandkids, weekend hikes, attending weekly boot camps in my community, riding bikes, and being available in service of anyone in need just about sums up a typical week.

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Survey spotlights top engineering firms


f you’re looking for the commercial construction industry’s leading engineering firms, our annual listing gives you everything you need – and more. Our exclusive report provides the contact information and contact person for each of the reporting companies in the areas of retail, restaurant, hospitality, federal, healthcare, multi-family and other commercial sectors.. If your company was not on the list, contact publisher David Corson at For a digital version, visit us online at

AECOM........................................................$3,679,500,000.00 Stantec Consulting.......................................$439,888,949.00 DLR Group...................................................$217,700,000.00 Henderson Engineers...................................$121,000,000.00 GPD Group...................................................$95,801,000.00 Fishbeck, Thompson, Carr & Huber..............$66,000,000.00 TLC Engineering for Architecture, Inc...........$63,400,000.00 WD Partners................................................$46,500,000.00 Core States Group........................................$42,142,817.00 NOVA Engineering & Environmental, LLC......$38,789,249.00




DLR Group...................................................$7,500,000.00 Wakefield Beasley & Associates, a NELSON Company................................$5,400,000.00 Stantec Consulting.......................................$4,666,619.00 NOVA Engineering & Environmental, LLC......$4,151,588.00 TLC Engineering for Architecture, Inc...........$2,000,000.00 Henderson Engineers...................................$1,000,000.00 CEI Engineering Associates, Inc....................$635,000.00 CESO, Inc.....................................................$500,000.00 Wallace Engineering....................................$500,000.00 Dunham Associates, Inc...............................$250,000.00



DLR Group...................................................$13,200,000.00 Stantec Consulting.......................................$6,211,967.00 AECOM........................................................$6,060,000.00 TLC Engineering for Architecture, Inc...........$4,000,000.00 NOVA Engineering & Environmental, LLC......$3,758,111.00 Wakefield Beasley & Associates, a NELSON Company................................$3,025,000.00 Kuhlmann Design Group, Inc........................$2,700,000.00 Henderson Engineers...................................$1,000,000.00 CESO, Inc.....................................................$600,000.00 Core States Group........................................$519,236.00

Core States Group........................................ $17,578,210.00 WD Partners................................................ $12,600,000.00 Interplan LLC............................................... $9,446,321.00 GPD Group................................................... $7,700,000.00 Henderson Engineers................................... $6,000,000.00 AECOM........................................................ $4,500,000.00 CESO, Inc..................................................... $3,800,000.00 AEdifica Case Engineering........................... $2,060,000.00 CEI Engineering Associates, Inc.................... $1,300,000.00 Stantec Consulting....................................... $1,041,183.00 TLC Engineering for Architecture, Inc........... $27,000,000.00 Stantec Consulting....................................... $20,509,395.00 Henderson Engineers................................... $19,000,000.00 DLR Group................................................... $8,000,000.00 Dunham Associates, Inc............................... $6,000,000.00 GPD Group................................................... $3,400,000.00 CESO, Inc..................................................... $1,400,000.00 NOVA Engineering & Environmental, LLC...... $1,226,258.00 AEdifica Case Engineering........................... $500,000.00 Wallace Engineering.................................... $500,000.00



Henderson Engineers...................................$45,000,000.00 HFA..............................................................$28,250,000.00 WD Partners................................................$27,800,000.00 Stantec Consulting.......................................$18,194,008.00 DLR Group...................................................$16,000,000.00 CESO...........................................................$11,900,000.00 Wakefield Beasley & Associates, a NELSON Company................................$11,135,000.00 CESO, Inc.....................................................$10,500,000.00 GPD Group...................................................$10,200,000.00 Interplan LLC...............................................$7,937,815.00


Top Ten Totals

AECOM........................................................$135,000,000.00 Stantec Consulting.......................................$39,189,194.00 GPD Group...................................................$2,100,000.00 Henderson Engineers...................................$2,000,000.00 TLC Engineering for Architecture, Inc...........$2,000,000.00 NOVA Engineering & Environmental, LLC......$1,551,707.00 Kuhlmann Design Group, Inc........................$790,000.00 Dunham Associates, Inc...............................$750,000.00 CESO, Inc.....................................................$450,000.00

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Manuel Ray, PE, Principal 103 Tetuan St. Old San Juan, PR 00901 (787) 375-5770 • Year Established: N/A, Number Of Employees: 6, Retail: N/A Hospitality: $510,000.00, Restaurant: N/A, Federal: N/A Healthcare: N/A, Multi-Family: N/A, Other: N/A Total: $510,000.00, Number of Completed Commercial Projects by 12/31/17: 1 Specialize In: Hotels, Leading Clients: BlackDiamond, Marriott, Blackstone, Intercontinental Hotels

AECOM Beth Myers Graham/Vice President 1999 Avenue of the Stars Suite 2600 Los Angeles, CA 90067 513-608-7989 Fax: 877-660-7727 Year Established: 1990, Number of Employees: 87,000 Retail: N/A, Hospitality: $6,060,000 Restaurant: $4,500,000, Federal: $135,000,000 Healthcare: N/A, Multi-Family: N/A, Other: $3,533,940,000 (Retail included), Total: $3,679,500,000 Number of completed commercial projects by 12/31/17: 1000+ Specialize In: Drug Stores, Healthcare, Shopping Centers, Hotels, Restaurant, Casinos, Education, Leading Clients: Confidential

AEdifica Case Engineering

Darrell Case, President 796 Merus Ct. St. Louis, MO 63026 (636) 349-1600 • Fax: (636) 349-1730 • Year Established: 1995, Number Of Employees: 65 Retail: $3,810,000.00, Hospitality: $275,000.00 Restaurant: $2,060,000.00, Federal: $50,000.00 Healthcare: $500,000.00, Multi-Family: $100,000.00 Other: $2,600,000.00, Total: $9,395,000.00 Number of Completed Commercial Projects by 12/31/17: 1,050 Specialize In: Grocery, Drug Stores, Healthcare, Specialty Stores, Restaurant, Casinos, Education, Leading Clients: AT&T, Wingstop, Starbucks, Five Guys Burger and Fries, Torrid, Penn Gaming, CVS

Allied Industrial Marketing Inc.

Susan Houdek/Vice President W67 N222 Evergreen Blvd., Suite 209 Cedarburg, WI 53012 (262) 618-2403 • Fax: (262) 618-2303 Year Established: 2003, Number Of Employees: 2 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 12/31/16: N/A Specialize In: Healthcare, Hotels, Restaurant, Casinos, Education Industrial, Leading Clients: N/A

Becker Engineering, PC

John Becker, President 777 Sunrise Hwy., Suite 300 Lynbrook, NY 11563 (516) 561-5922 • Fax: (516) 823-0219 • Year Established: 1996, Number Of Employees: 15 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 12/31/17: N/A Specialize In: Grocery, Healthcare, Specialty Stores, Education Leading Clients: N/A

CASCO Diversified Corporation CASCO +

Daniel E. Cutter / President 10877 Watson Road St. Louis, MO 63127 (314) 821-1100 • Year Established: 1959, Number Of Employees: 110 Retail: $7,000,000, Hospitality: N/A Restaurant: $100,000, Federal: N/A, Healthcare: $100,000 Multi-Family: N/A, Other: N/A, Total: $7,200,000 Number of Completed Commercial Projects by 12/31/17: 500 Specialize In: Big-Box/Department, Grocery, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Education, Leading Clients: Primrose, Bed Bath Beyond, O’Reilly, Dollar Tree, Burlington

CEI Engineering Associates, Inc.

Brent L Massey, PE, Principal/VP of Operations 3108 SW Regency Pkwy., Suite 2 Bentonville, AR 72712 (479) 273-9472 • Fax: (479) 273-0844 • Year Established: 1973, Number Of Employees: 88 Retail: $6,100,000, Hospitality: $17,000 Restaurant: $1,300,000, Federal: N/A, Healthcare: $122,000 Multi-Family: $635,000, Other: N/A, Total: $12,500,000 Number of Completed Commercial Projects by 12/31/17: 450 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, All Retail, Public Works, Corp. Campus, Sports Facilities, Industrial/Distribution Centers, Parking Lot Design/Rehab, Leading Clients: Bridgestone Retail, Walmart Stores, Love’s Travel Stops, Circle K, The Home Depot, 7-Eleven, NTB


Steven R Olson, AIA, President 175 Montrose West Ave, #400 Akron, OH 44321 (330) 396-5676 • Year Established: 1987, No. of Employees: 140 Retail Billings: $10,500,000, Hospitality Billings: $600,000 Restaurant Billings: $3,800,000, Federal: $450,000, Healthcare: $1,400,000, Mulit-Family: $500,000, Other Billings: $9,400,000, Total Billings: $26,650,000, Completed Projects as of 12/31/16: 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, Kohl’s, Coffee Bean & Tea Leaf




ENGINEERING Classic Engineering

Mike Kavanagh, Mechanical Consultant 100 Grandville Ave. S.W., Suite 400 Grand Rapids, MI 49503 (616) 742-2810 • Fax: (616) 742-2814 Year Established: 1998, Number Of Employees: 14 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 12/31/17: N/A Specialize In: Shopping Centers, Hotels, Restaurant, 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: 262 Retail: $1,931,507.00, Hospitality: $519,236.00 Restaurant: $17,578,210.00, Federal: N/A, Healthcare: N/A Multi-Family: N/A, Other: $22,113,864.00, Total: $42,142,817.00 Number of Completed Commercial Projects by 12/31/17: 3,151 Specialize In: Big-Box/Department, Grocery, Drug Stores, Specialty Stores, Hotels, Restaurant, Leading Clients: Fogo de Chao, Applebee’s, Darden, McDonald’s, Panera Bread, Hardee’s, CVS, TD Bank, JP Morgan Chase, Saks Fifth Avenue-Off Fifth, Wegmans, Flywheel Sports, Tuesday Morning, Pilot Flying J, 7-Eleven, Casey’s General Stores, BP, and Others

Delta G Consulting Engineers, Inc.

George SanJuan / President 707 NW 3rd Ave, Suite 200 Fort Lauderdale, FL 33304 (954) 527-1112 • Year Established: 1992, Number Of Employees: 23 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 12/31/17: 263 Specialize In: N/A, Leading Clients: Fort Lauderdale Airport

DLR Group

Lloyd Ramsey, Principal / Engineering Leader 6225 N 24th, St. 250 Phoenix, AZ 85016 (602) 381-3850 • Year Established: 1996, Number Of Employees: 1200 Retail: $16,000,000.00, Hospitality: $13,200,000.00, Restaurant: N/A, Federal: N/A, Healthcare: $8,000,000.00, Multi-Family: $7,500,000.00, Other: $173,000,000.00, Total: $217,700,000.00 Number of Completed Commercial Projects by 12/31/17: 250 Specialize In: Shopping Centers, Hotels, Healthcare, Education, Justice, Civic, Higher Education, Sports, Performing Arts, Workplace Leading Clients: Mall of America, NRG, Google


Don Penn Consulting Engineer

Michelle Judkins, Vice president 1301 Solana Blvd., Bldg.1, Ste1420 Westlake, TX 76262 (817) 366-5451 • Year Established: 1991, Number Of Employees: 37 Retail: $3,300,000.00, Hospitality: N/A, Restaurant: N/A Federal: N/A, Healthcare: N/A, Multi-Family: N/A Other: $1,900,000.00, Total: $5,200,000.00 Number of Completed Commercial Projects by 12/31/17: 1200+ Specialize In: Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Restaurant, Education, Fitness Centers Leading Clients: CVS, T-Mobile, Metro PCS, Planet Fitness, Aldo, Hand & Stone, Western Dental, Pizza Hut, Columbia Sportswear, Dental One

Dunham Associates, Inc.

Jay Rohkohl, PE, LEED AP BD+C, President/CEO 50 S. Sixth St., Suite 1100 Minneapolis, MN 55402 (612) 465-7550 • Fax: (612) 465-7551 • Year Established: 1960, Number Of Employees: 108 Retail: $3,500,000.00, Hospitality: $250,000.00 Restaurant: $1,000,000.00, Federal: $750,000.00 Healthcare: $6,000,000.00, Multi-Family: $250,000.00 Other: $8,750,000.00, Total: $20,500,000.00 Number of Completed Commercial Projects by 12/31/17: 1,250 Retail, 250 Other, Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Education, Mission Critical, Corporate, Laboratory/High-Tech Leading Clients: Best Buy, Dollar Tree, Life Time Fitness, UnitedHealth Group

Fishbeck, Thompson, Carr & Huber

Jenny Waugh, Marketing Operations Director 1515 Arboretum Dr. S.E. Grand Rapids, MI 49546 (616) 575-3824 • Fax: (616) 464-3993 • Year Established: 1956, Number Of Employees: 408 Retail: $6,500,000.00, Hospitality: N/A, Restaurant: N/A Federal: N/A, Healthcare: N/A, Multi-Family: N/A Other: $59,500,000.00, Total: $66,000,000.00 Number of Completed Commercial Projects by 12/31/17: 45 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Shopping Centers, Hotels, Restaurant, Education Leading Clients: Hertz, AMC, Meijer, Inc.

GPD Group

Michael Morrison, Principal 520 S. Main St., Suite 2531 Akron, OH 44311 (330) 572-2100 • Year Established: 1961, Number Of Employees: 650+ Retail: $10,200,000.00, Hospitality: $500,000.00 Restaurant: $7,700,000.00, Federal: $2,100,000.00 Healthcare: $3,400,000.00, Multi-Family: $1,000,000.00 Other: $71,900,000.00, Total: $95,801,000.00 Number of Completed Commercial Projects by 12/31/17: 1,800+ Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Education Leading Clients: Racetrac, Starbucks, Yum Brands, Signet, PNC and Meijer




ENGINEERING Henderson Engineers Tyler Koonce, Communications Manager 8345 Lenexa Dr., Suite 300 Lenexa, KS 66214 (913) 742-5000 • Fax: (913) 742-5001 • Year Established: 1970, Number Of Employees: 689 Retail: $45,000,000.00, Hospitality: $1,000,000.00 Restaurant: $6,000,000.00, Federal: $2,000,000.00 Healthcare: $19,000,000.00, Multi-Family: $1,000,000.00 Other: $47,000,000.00, Total: $121,000,000.00 Number of Completed Commercial Projects by 12/31/17: 2450 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Casinos, Education, Sports, Leading Clients: Sports Teams(NFL, NBA, MLB, MLS, NCAA, etc.), Walmart, Target, HCA Health Care, United Health Care, Nike, Tiffany & Co., Ulta Cosmetics, Sprouts, Whole Foods, Dave and Busters, High-end Retail

HFA Chris Horton, PE, Vice-President/ Secretary 1705 S. Walton Blvd. , Suite 3 Bentonville, AR 72712 (479) 273-7780 • Year Established: 1990, Number Of Employees: 215 Retail: $28,250,000.00, Hospitality: N/A, Restaurant: $215,000.00, Federal: N/A, Healthcare: N/A, Multi-Family: N/A , Other: N/A Total: $28,465,000.00, Number of Completed Commercial Projects by 12/31/17: 400 Specialize In: Big-Box/Department, Grocery, Drug Stores, Specialty Stores, Shopping Centers, Hotels, Restaurant, Education, Fueling Leading Clients: Walmart, Loves, Chick-fil-A, Cumberland Farms

Hixson Architecture, Engineering, Interiors Scott Schroeder, Vice President & Manager, Client Development 659 Van Meter St. Cincinnati, OH 45202 (513) 241-1230 • Fax: (513) 241-1287 • Year Established: 1947, Number Of Employees: 135 Retail: $3,000,000.00, Hospitality: N/A, Restaurant: N/A Federal: N/A, Healthcare: N/A, Multi-Family: N/A Other: $20,000,000.00, Total: $23,000,000.00 Number of Completed Commercial Projects by 12/31/17: 11 Specialize In: Big-Box/Department, Specialty Stores, Shopping Centers Leading Clients: Saks, Bloomingdale’s, Macy’s, GGP, Lord & Taylor


Interplan LLC Patrick Ringlever, Business Development Manager 604 Courtland St., Suite 100 Orlando, FL 32804 (407) 645-5008 • Fax: (407) 629-9124 • Year Established: 1972, Number Of Employees: 151 Retail: $7,937,815.00, Hospitality: N/A, Restaurant: $9,446,321.00 Federal: N/A, Healthcare: N/A, Multi-Family: N/A Other: $367,522.00, Total: $17,751,658.00 Number of Completed Commercial Projects by 12/31/17: 900 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Banks 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 • (419) 725-7160 • Year Established: 2002, Number Of Employees: 72, Retail: N/A, Hospitality: N/A, Restaurant: N/A, Federal: N/A, Healthcare: N/A, Multi-Family: N/A, Commercial: $ 233,000.00, Government: $611, 000.00, Education: $58,000.00, Other: $9,296,000.00, Total: $10,198,000.00 Number of Completed Commercial Projects by 12/31/17: 42 Specialize In: Education, Office & Support Areas for Industrial Market Leading Clients: General Mills, BP Husky, Nutrien, Marathon, Bowling Green State University

Kuhlmann Design Group, Inc. Darrell L Abernathy, AIA, Vice president, Director of Business Development 66 Progress Pkwy. St. Louis, MO 63043 (314) 434-8898 • Fax: (314) 434-8280 • Year Established: 1974, Number Of Employees: 40 Retail: $700,000.00, Hospitality: $2,700,000.00 Restaurant: $67,000.00, Federal: $790,000.00 Healthcare: $42,000.00, Multi-Family: $37,000.00 Other: $1,470,000.00, Total: $5,806,000.00 Number of Completed Commercial Projects by 12/31/17: N/A Specialize In: Grocery, Specialty Stores, Shopping Centers, Hotels, Restaurant, Casinos, Education, Federal, Government, Municipal, Multi-Housing Leading Clients: Seneca Gaming Corporation, Radisson, Pieology, DESCO, Eldorado Resorts, Hard Rock International, Schnuck Markets, Inc.


Looking, Planning a project in Puerto Rico

Construction Administration • Project Management • Inspection


Manuel Ray, P.E. PO BOX 9023772 • San Juan, PR 00902-3772 787.723.4442 / 375.5770 Fax: 787.723.4447


ENGINEERING Little Diversified Architectural Consulting Jeff Roman, Partner, National Director of Engineering 5815 Westpark Dr. Charlotte, NC 28217 (704) 525-3454 • Fax: (704) 561-8700 • Year Established: 1964, Number Of Employees: 401 Retail: $2,700,000.00, Hospitality: $250,000.00 Restaurant: $250,000.00, Federal: N/A, Healthcare: $150,000.00 Multi-Family: N/A, Other: $9,750,000.00, Total: $13,100,000.00 Number of Completed Commercial Projects by 12/31/17: 428 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Education, High Performance/Sustainable Buildings, Leading Clients: Sonic Automotive, Bank of America, BB&T, Wells Fargo, CVS, UnitedHealth Group, Publix, Food Lion, First Citizens Bank, SunTrust

Merritt Engineering Consultants, P.C. Heather Cerone, Marketing Director 28-08 Bayside Ln. Bayside, NY 11358 (718) 767-0923 • Fax: (718) 767-4920 • Year Established: 1986, Number Of Employees: 35 Retail: N/A, Hospitality: N/A, Restaurant: N/A, Federal: N/A Healthcare: N/A, Multi-Family: N/A, Other: N/A, Total: $8,100,000.00 Number of Completed Commercial Projects by 12/31/17: 252 Specialize In: Building Envelope Restoration, Structural Design, MEP Engineering and Owner’s Representative Services for Commercial Offices/Commercial Space, Healthcare, Residential, Education Institutions and Banking Facilities, Leading Clients: Cushman & Wakefield for Verizon, Jones Lang LaSalle Americas, Inc., Northwell Health, Rose Associates, Inc., Valley National Bank

Michael Brady Inc. Louis Cortina, President 299 N. Weisgarber Rd. Knoxville, TN 37919 (865) 584-0999 • Fax: (865) 584-0999 • Year Established: 1990, Number Of Employees: 90 Retail: $1,100,000.00, Hospitality: $100,000.00, Restaurant: $400,000.00, Federal: N/A, Healthcare: $300,000.00, Multi-Family: $50,000.00, Other: $2,550,000.00, Total: $4,500,000.00, Number of Completed Commercial Projects by 12/31/17: 200+ Specialize In: Healthcare, Education, Industrial, Signs Leading Clients: Pilot Travel Centers, Regal Cinemas


NOVA Engineering & Environmental, LLC Randall Bagwell, PE, President/CEO 3900 Kennesaw 75 Pkwy., Suite 100 Kennesaw, GA 30144 (770) 425-0777 • Fax: (770) 425-1113 • Year Established: 1996, Number Of Employees: 365 Retail: $1,540,712.00, Hospitality: $3,758,111.00 Restaurant: $97,013.00, Federal: $1,551,707.00 Healthcare: $1,226,258.00, Multi-Family: $4,151,588.00 Other: $26,463,860.00, Total: $38,789,249.00 Number of Completed Commercial Projects by 12/31/17: 7,040 Specialize In: Big-Box/Department, Grocery, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Casinos, Education, Commercial, Industrial, Sports/Recreation, Residential, Transportation, Power, Infrastructure, Leading Clients: Hines, National Tire & Battery, Prologis

P2S Inc 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: 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 12/31/17: N/A Specialize In: Healthcare, Education, Leading Clients: N/A

Stantec Consulting Darren Burns, Vice President, Sector Leader, Commercial 1100-111 Dunsmuir St. Vancouver, BC V6B 6A3 • Canada (604) 696-8009 • Fax: (604) 696-8100 • Year Established: 1954, Number Of Employees: 22,000+ Retail: $18,194,008.00, Hospitality: $6,211,967.00 Restaurant: $1,041,183.00, Federal: $39,189,194.00 Healthcare: $20,509,395.00, Multi-Family: $4,666,619.00 Other: $350,076,583.00, Total: $439,888,949.00 Number of Completed Commercial Projects by 12/31/17: 6,359 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Casinos, Education, Airports, Attractions, Arts & Entertainment, Automotive, Community/ Institutional; Justice; Mixed-Use; Office, Research/Labs; Transit; Warehouse/Light Industrial, Leading Clients: The Irvine Company, IBM, Grant Thornton, Infor Global Solutions, Gyro, Marriott, Tesoro, State of California, Brookfield Residential, Walmart Canada, Walmart Stores, E&J Gallo Winery, Bristol-Myers Squibb, IKEA Properties, McDonald’s, Ivanhoe Cambridge, Starwood Retail Partners, One Properties.




ENGINEERING Steen Engineering, Inc. Mark R Brengman, President 5430 Douglas Dr. N. Crystal, MN 55429 (763) 585-6742 • Fax: (763) 585-6757 • Year Established: 1993, Number Of Employees: 31, Retail: N/A Hospitality: N/A, Restaurant: N/A, Federal: N/A, Healthcare: N/A Multi-Family: N/A, Other: N/A, Total: $3,900,000.00 Number of Completed Commercial Projects by 12/31/17: 115 Specialize In: Sr./Multi-Family Housing, Leading Clients: N/A

TLC Engineering for Architecture, Inc. Cheryl Maze, Corp Mktg & BD Manager 255 S. Orange Ave., Suite 1600 Orlando, FL 32801 (407) 487-1010 • Year Established: 1955, Number Of Employees: 400 Retail: $1,100,000.00, Hospitality: $4,000,000.00 Restaurant: $200,000.00, Federal: $2,000,000.00 Healthcare: $27,000,000.00, Multi-Family: $2,000,000.00 Other: $27,100,000.00, Total: $63,400,000.00 Number of Completed Commercial Projects by 12/31/17: 465 Specialize In: Healthcare, Hotels, Education, Aviation, TOD, Office, etc. Leading Clients: HKS, HOK, Perkins+Will, NUVEEN, Adventist Health System, etc.

Wakefield Beasley & Associates, a NELSON Company Michel T Lentz, Director of RMU Studio/Director of Jacksonville Studio 5200 Avalon Blvd. Alpharetta, GA 30009 (770) 209-9393 • Year Established: 1980, Number Of Employees: 185+ Retail: $11,135,000, Hospitality: $3,025,000, Restaurant: $330,000, Federal: $N/A, Healthcare: $N/A, Multi-Family: $5,400,000, Other: $12,456,000, Total: $32,346,000, Number of completed commercial projects by 12/31/16: N/A, Specialize In: Healthcare, Hotels, Restaurant, Casinos, Education Industrial, Leading Clients: N/A Number of Completed Commercial Projects by 12/31/17: 100 Specialize In: Big-Box/Department, Grocery, Healthcare, Shopping Centers, Hotels, Restaurant, Leading Clients: N/A


Wallace Engineering Brad Thurman, PE, FSMPS, CPSM, Principal & CMO 200 E. Matthew Brady St. Tulsa, OK 74103 (800) 364-5858 • Fax: (918) 584-8689 • Year Established: 1981, Number Of Employees: 144 Retail: $6,000,000.00, Hospitality: $500,000.00 Restaurant: $500,000.00, Federal: N/A, Healthcare: $500,000.00 Multi-Family: $500,000.00, Other: $12,100,000.00 Total: $20,100,000.00, Number of Completed Commercial Projects by 12/31/17: 1,887 Specialize In: Big-Box/Department, Grocery, Drug Stores, Healthcare, Specialty Stores, Shopping Centers, Hotels, Restaurant, Casinos, Education, Other, Leading Clients: Walmart, Autozone, Love’s Country Stores, Nike, Lidl, Bridgestone Retail Operations, Aldi, Ulta, Casey’s General Stores

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: 427 Retail: $8,500,000.00, Hospitality: $700,000.00, Restaurant: $1,650,000.00, Federal: $100,000.00, Healthcare: $2,800,000.00, Multi-Family: N/A, Other: $77,500,000.00, Total: $91,250,000.00 Number of completed commercial projects by 12/31/17: 2312 Specialize In: Big-Box/Department, Healthcare, Shopping Centers, Hotels, Restaurants, Education, Federal, Office, Industrial, Science & Technology, Auto, Renovation, Civil Engineering, Branding, LEED/WELL Design Leading Clients: Xfinity/Comcast, Charter Communications, Red Robin, Ericsson, Toyota, Experian, L’Oreal, Henkel, Honeywell, Medline

WD Partners Mark Bateman, VP, Business Development 7007 Discovery Blvd. Dublin, OH 43017 (614) 634-7000 • Fax: (614) 634-7777 • Year Established: 1968, Number Of Employees: 328 Retail: $27,800,000.00, Hospitality: N/A Restaurant: $12,600,000.00, Federal: N/A, Healthcare: N/A Multi-Family: N/A, Other: $6,100,000.00, Total: $46,500,000.00 Number of Completed Commercial Projects by 12/31/17: 2,500 Specialize In: Big-Box/Department, Grocery, Drug Stores, Specialty Stores, Restaurant, Leading Clients: Panera, Shake Shack, Whole Foods, Whole Foods 365, Home Depot, CVS, Samsung


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Leading Roofing manufacturers/suppliers highlighted


n today’s highly competitive landscape, having your finger on the pulse of the companies you need for a project is vital. When it comes to roofing, our annual listing shines a light on the marketplace’s leading manufacturers in the retail, restaurant, hospitality, federal, healthcare, multi-family and other commercial sectors. The report provides you with the contact information and contact person at each of the reporting firms. If you want to be a part of next year’s list, email publisher David Corson at For a digital version, visit us online at ABC Supply Co., Inc.

The Bilco Company

Alpine SnowGuards


Jeffrey Garrow / Advertising Manager One ABC Parkway Beloit, WI 53511 (608) 362-7777 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Asphalt, Shakes/Shingles, Tiles, Snow Guards, Coatings, Roof Curbs Markets Served: Retail, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Jolene Ciosek, Marketing/Media 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

APV Engineered Coatings

Erin Brown, Director of Marketing & Business Development 1390 Firestone Pkwy. Akron, OH 44301 (800) 772-3452 • Roofing Product Type: Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

ATAS International Inc.

John Pospischil / Marketing Manager 6612 Snowdrift Rd. Allentown, PA 18106 610-395-8446, ext 276 • Roofing Product Type: Metal Panel Roof Systems, Shakes/Shingles, Tiles Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal /Government


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, Corporate, Education, Commercial Justin Finneran, Commercial Products Manager, Certain Teed Roofing 20 Moores Rd. Malvern, PA 19355 (610) 893-6000 Fax: (610) 341-7859 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Asphalt, Solar Panels Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Residential

Chicago Clamp Company

Kevin Barry, Sales Manager 2350 S. 27th Ave. Broadview, IL 60155 (708) 343-8311 Roofing Product Type: Roof Curbs, Structural Support Frames Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government


Kelly Danahy / Sales 808 P Street, Suite 430 Lincoln, NE 68508 (402) 268-0300 • Roofing Product Type: Software Markets Served: Corporate, Commercial, Federal/Government


Davinci Roofscapes

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

DI Roof Seamers

Jonathan Rider, Communications 915 Hwy 45 Corinth, MS 38834 (662) 287-6626 • Fax: (662) 287-6744 • Roofing Product Type: Metal Panel Roof Systems, Tools Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family


Melissa Lee, Marketing Communications Manager 525 W. Morley Dr. Saginaw, MI 48601 (800) 248-0280 • Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM), Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Federal/Government, Multi-Family

Eco Star LLC

Edwin Staroba, Managing Director 42 Edgewood Dr. Holland, NY 14080 (800) 211-7170 • Fax: (888) 780-9870 • Roofing Product Type: Synthetic, Shakes/Shingles, Eco-Green Roofing Systems, Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

EMG, a Bureau Veritas Group Company

Sandee Brogan, PMP, Business Development Manager 17200 N. Perimeter Dr. Scottsdale, AZ 85255 800-733-0660 • Fax: 410-785-6220 • Roofing Product Type: Roof Assessment Consultant Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial


David Oatman, Territory Sales Manager 308 Alabama Rd. Jackson, GA 30233 (229) 392-0570 • Fax: (717) 735-2971 • Roofing Product Type: Metal Panel Roof Systems, Snow Guards Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Education

Fall Protection Dist.

Howie Scarboro / CEO 7436 Evesborough Ln. Trinity, FL 34655 (863) 703-4522 • Roofing Product Type: Fall protection Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal /Government

Fiber Tite Roofing Systems

Nick Kesslering, Director, National Accounts 1000 Venture Blvd. Wooster, OH 44691 (330) 262-1111 • Fax: (330) 263-6950 Roofing Product Type: Single-Ply Membrane (KEE) Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Data Centers

Firestone Building Products

Laura McCaslin, Firestone Building Products Communications Manager 200 4th Ave. S. Nashville, TN 37210 (615) 937-5145 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Synthetic, Asphalt, Eco-Green Roofing Systems, Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Multi-Family

Flex Membrane International Corp.

John Doyle, President 2670 Leiscz’s Bridge Rd., Suite 400 Leesport, PA 19533 (610) 916-9500 • Fax: (610) 916-9501 Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), SinglePly Membranes (PVC, TPO, EPDM), Eco-Green Roofing Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family


Lauren Demore, Branding & Advertising Manager 1 Campus Dr. Parsippany, NJ 07054 (973) 628-3109 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Synthetic, Asphalt, Concrete, Shakes/Shingles, Eco-Green Roofing Systems, Snow Guards, Coatings, Solar Panels Markets Served: Retail, Healthcare, Multi-Family





3800 E 91 Street 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), Asphalt, Snow Guards, Coatings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal/Government

GP Gypsum Dens Deck

Ryan Morris, Senior Marketing Manager 133 Peachtree St. NE Atlanta, GA 30303 (404) 652-2535 • Roofing Product Type: Roof Board Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Grease Guard

Karie Skipper, East National Sales 2019 Corporate Ln., #119 Naperville, IL 60563 (800) 913-7034 Fax: (630) 548-9610 • Roofing Product Type: Roofing Accessories Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

Green Link, Inc.

Dana Castle, Sales & Business Development 5519 E. Cork St. Kalamazoo, MI 49048 (269) 216-9229 Roofing Product Type: Mechanical Rooftop Supports for Pipes, Solar, Pavers Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Industrial


Angela Lujan, Assistant to the CEO 8860 Industrial Ave., Suite 140 Roseville, CA 95678 (916) 259-0106 • Roofing Product Type: Gutter Guards Markets Served: Retail, Multi-Family


IKO Industries, Inc.

Jeff Williams, Brand Director, North America 235 W. South Tee Dr. Kankakee, IL 60901 (866) 315-3105 Fax: (815) 936-9696 • 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 Adhesives, Mastics and Sealants Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Corporate, Commercial, 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, Commercial, Federal / Government


19727 57th Ave. E Puyallup, WA 98387 (800) 248-5995 Fax: (253) 271-3265 Roofing Product Type: EPS Insulation Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Kemper System America

Victoria Rusin, Marketing Manager 1200 North America Dr. West Seneca, NY 14224 (716) 558-2971 Fax: (716) 558-2967 • Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Loveland Innovations

Jed Beck, Director of Sales 375 S. Main St., Suite # 1 Alpine, UT 84004 (801) 228-7498 • Roofing Product Type: Roof Inspections with Drones Markets Served: Industries of Roofing, Insurance, Solar




ROOFING MainSource

Mainsource Roof Management

Jeff Ansel, Director Business Development P.O. Box 45718 Atlanta, GA 30320 (770) 500-9681 • Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM) Markets Served: Retail, Hospitality, Restaurants, Shopping Malls R O O F


Major Industries, Inc.

Mark Mitchell / Marketing Director 7120 Stewart Ave. Wausau, WI 54401 715-842-4616 Fax: 715-848-3336 • Roofing Product Type: Skylights Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal /Government


Heather Hollis / Brand Manager 14031 W. Hardy Rd. Houston, TX 77060 877-713-6224 Fax: 281-445-8110 • Roofing Product Type: Metal Panel Roof Systems, Eco-Green Roofing Systems, Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal /Government

McElroy Metal 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


Amanda Storer, Brand Manager 1720 Lakepointe Dr., Suite 101 Lewisville, TX 75057 (972) 353-6292 Fax: (972) 420-9382 • Roofing Product Type: Metal Panel Roof Systems, Insulated Metal Panels Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family


MFM Building Products Corp.

Tony Reis, Vice President & General Manager P.O. Box 340 Coshocton, OH 43812 (800) 882-7663 Fax: (740) 622-6161 • Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Roofing Undeslayments Markets Served: Retail, Hospitality, Restaurants, Healthcare, Federal/Government, Multi-Family

Morin Corporation Peter Faulk, Marketing 685 Middle St. Bristol, CT 06010 (800) 640-9501 Fax: (860) 582-7503 • Roofing Product Type: Metal Panel Roof Systems, Snow Guards, Coatings, Roof Curbs Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Mule-Hide Products Co. Inc. Lynette Collins, Marketing Coordinator 1195 Prince Hall Dr. Beloit, WI 53511 (800) 786-1492 Fax: (608) 365-7582 • Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Eco-Green Roofing Systems, Coatings, Roof Drains, Maintenance & Repair Products, Roofing Insulation, Fasteners, Edge Metal and Accessories, Cover/Barrier Boards, Under Layments, Adhesives, Sealants & Caulks Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Corporate, Education, Commercial

OMG Roofing Products Sam Everett, Director of Communications 153 Bowles Rd. Agawam, MA 01001 (800) 633-3800 Fax: (413) 821-0417 • Roofing Product Type: Commercial Roof Accessories Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, All Commercial


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

Ply Gem Building Products Dave DeRogatis, Director of Composites 2520 S. Tricenter Blvd. Durham, NC 27713 (919) 237-5352 • Roofing Product Type: Synthetic, Shakes/Shingles, Engineered Slate and Cedar Roofing Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Hotels, Universities

Progressive Materials 540 Central Ct. New Albany, IN 47150 Josh McKain/Marketing Director 812-944-7803 Fax: 812-944-7804 • Roofing Product Type: Coatings Markets Served: Retail, Hospitality, HealthCare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal/Government

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

RICOWI, Inc. Joan Cook, Executive Director 6314 Kungle Rd. New Franklin, OH 44216 (330) 671-4569 • Roofing Product Type: Research & Education Markets Served: Roofing Industry

S-5! Jessica Haddock, Trade Show Manager 8750 Walker Rd. Colorado Springs, CO 80908 (719) 495-0518 • Roofing Product Type: Metal Panel Roof Systems Markets Served: Construction

Sika Corporation-Roofing 100 Dan Rd. Canton, MA 02021 (800) 451-2504 Fax: (781) 828-5365 Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM) Markets Served: Retail, Hospitality, Healthcare, Shopping Malls, Federal/Government

Situra Inc.

Chauntelle Facey, Marketing Coordinator SITURA INC. Waterproof Expansion Joints 2916 Walden Ave. Depew, NY 14043 (888) 474-8872 Fax: (416) 622-0212 • Roofing Product Type: Waterproof Expansion Joints Markets Served: Roofing

Snoblox-Snojax Howie Scarboro / National Sales Manager 671 Willow St. Lemoyne, PA 17055 800-sno-jax1 • Roofing Product Type: Metal Panel Roof Systems, Snow Guards, Solar Panels, Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal /Government

SOLEC Matthew McNelis, VP Sales 129 Walters Ave. Ewing, NJ 08638 (609) 883-7700 Fax: (609) 883-5489 • Roofing Product Type: Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family




ROOFING SOPREMA Sara Jonas, Marketing Manager 310 Quadral Dr. Wadsworth, OH 44281 (330) 334-0066 Fax: (330) 334-4289 • Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM), Eco-Green Roofing Systems, Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Topps Products, Inc. James Thomas / Vice President of Government/International Sales and Business Development P.O. Box 515 Stilwell, KS 66085 913-685-2500 Fax: 913-851-9700 • Roofing Product Type: Synthetic (Rubber), Eco-Green Roofing Systems, Coatings, Caulking, Sealants, Waterproofing Products Markets Served: Commercial, Federal / Government

Tremco Roofing and Building Maintenance Bob Spreat, Director, Messaging and Marketing Communications 3735 Green Rd. Beachwood, OH 44122 (216) 766-5646 • Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), EcoGreen Roofing Systems, Coatings, Restoration Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Education(K-12 and Higher ed), Sports and Entertainment Facilities, State and Local Government

United States Gypsum Co. Olivia Wardle, Marketing Communications Manager 550 W. Adams St. Chicago, IL 60661 (312) 436-4243 • Roofing Product Type: Roof Cover Boards Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Commercial ®


Unity Surfacing Systems

A division divisionof ofUnity UnityCreations, Creations, Ltd. Ltd.

Erink B Prinz, Sales/Mktg 3997 Route 9W (P.O. Box 9) Saugerties, NY 12477 (877) 41-Unity Fax: (845) 246-1700 Roofing Product Type: Rubber Pavers Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Interlocking, Unitary Rubberized Safety Surfacing, Flooring & Pavers

VELUX USA Brian Grohe, National Marketing and Communications Manager 104 Ben Casey Dr. Fort Mill , SC 29708 (803) 396-5700 Roofing Product Type: Skylights Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Corporate, Education, Commercial

Ventco Martin Rotter, Owner 115 Lismore Ave. Glenside, PA 19038 (215) 887-6580 Fax: (215) 887-7975 • Roofing Product Type: Ventilation Systems for Commercial and Residential Metal and Asphalt Roofing Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Western Specialty Contractors Jessica Gitto / Business Development Representative 1637 N. Warson Rd. St.Louis, MO 63132 314-427-1637 Fax: 314-593-9924 Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), SinglePly Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Synthetic, Concrete, Eco-Green Roofing Systems, Tiles, Coatings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal / Government, Historic





Revving up... Attendees hit Daytona Beach for 2018 CCR Summit The sea. The sand. The Summit. That's what you get when you send some of the country's leading commercial construction executives to Daytona Beach in January. So, as the ocean roared just out of earshot, the 2018 Commercial Construction & Renovation Summit attendees took part in three days of bonding, education, and really good food and spirits. There were table top displays and dinner, go kart racing and video games galore, educational seminars and inspirational speakers, one-on-one vendor/end user meetings, and much more. The Summit, as always, had it all. Sponsored by Commercial Construction & Renovation, the festivities were held at The Hilton Daytona Beach Oceanfront Resort in January. On the following pages are snapshots of the sights and sounds (enter your own noises here) of this year's Summit.

They shoot; they score... Mobile Video Entertainment Tournament Golf. Racing. Target practice. Thanks to the Mobile Video Venue – an entertainment center on wheels – attendees of the 2018 Commercial Construction & Renovation Summit were able to run the gambit of simulation golf, car racing and shooting sports while hanging out near the Daytona Beach Oceanfront Resort pier. There was competition. Cheering. Some good-hearted ribbing. And prizes. The friendly competition was part of the pre-dinner networking for the annual gathering of industry executives.



I'll have what he's having... Table Top Dinner/Scavenger Hunt The food. Oh, the food was on display on the first night gathering of the 2018 Commercial Construction & Renovation Summit in Daytona Beach. Following a little oceanfront mobile video entertainment competition, attendees gathered for a night of vendor table top displays, an open bar and that buffet. Also featured was the annual scavenger hunt, where attendees visited vendor booths to get their cards stamped for an after-dinner drawing. Winners were able to donate their proceeds to their favorite charity.

CCR 2018 charity winners Raj Singh, Consultant – Heal The Bay Steve Spencer, Forever 21 – Humane Society Rick Connors, Primanti Bros. – American Cancer Society Jay Bullock, Ace Hardware – Oriani Clinic Haiti/Good News Foundation Sheena Schneider, Crestpoint Companies – ASPCA Ron Volske, Orscheln Farm & Home – Red Cross Chris Mahoney, Floyd’s 99 Barbershop – JDRF Monique Santilli, Naples Franchising – Horse Protection League Colorado Toni Chiurillo, F.G. Restaurant & Hospitality Consulting Group – ADA Doug Williams, Verizon Wireless – American Heart Association







Now you see it... Comedian magician and motivational speaker Gary Roberts wows attendees Be amazing. The premise behind the words that motivational speaker and comedian magician Gary Roberts are pretty clear-cut. While his audience-interactive program is pure fun, it offers a series of thought-provoking messages about the many people who cross our paths every day. The key, as Roberts says, is to why certain people are more amazing than others. While getting in and out of a straightjacket (you had to be there) and mesmerizing the audience with uncanny card tricks, Roberts asked everyone to dig down deep to find the talents that make you unique. "When we accept our uniqueness, then we, too, can inspire and amaze others," Roberts said. To help attendees find their hidden talents, he offered three secrets they must tap into. No. 1 – Be yourself, but always your better self. Be confident and be you. Don't worry about what people say or think, or try to be someone that others want you to be. "To be yourself is to be original," he said.

No. 2 – Never pretend to be somebody you're not. Don't look for a successful personality to duplicate. If you try to be this other person, it is just not going to work. "Be honest, work toward a goal, and you will achieve it," Roberts said. "When you are working hard, remember that someone else is always working harder, and you can, too. Be yourself and stay true to your core values."

No. 3 – Embrace your inner beauty. Your inner beauty is all about how you feel about who you are. "It is the essence of who you are," he said. "Silence self-doubt - accept who you are. Believe in yourself. If you are okay with you, everyone else will be, too.

“When we accept our uniqueness, then we, too, can inspire and amaze others.” – Gary Roberts

Roberts believes that amazing people are the ones who have discovered their strengths and talents, and nurtured them to their full potential. "We all have imperfections and fall short at some point," he said. "Showing your human side creates openness and trust. If you make a mistake, learn from it, pick yourself up, and move on. Dare to be yourself." One of the keys to remember is that you are unique for the qualities you bring to this world. That, Roberts says, it was be celebrated. "Be who you are, no matter what that looks like. Don't apologize for who you are. Be it, live it, don't hide it, even if it is crazy, silly, or funny." Incorporate the three aforementioned secrets into your life, and not only will you be amazing, but you'll inspire the friends, family and people around you. As Roberts emphasized: "Don't be afraid to be amazing." CCR



Be the example, and lead by example How keynote speaker Nick Scott turned tragedy into triumph

“As you dash through the maze of your life, always allow your motivation and inspiration to guide you. They will take you to great places.”

It was a routine trip. That's what Nick Scott remembers about the morning of Aug. 17, 1998. The rest comes to him in waves and blurs. When the tire blew out on his Buick Skylark, Scott's world changed forever. Thrown from the car as it rolled 5 and a half times, Scott plummeted to the ground, where the car's final roll slammed against his back. Today, Scott is many things – professional speaker, author, professional bodybuilder, wheelchair ballroom dancer and personal trainer. He travels the world as a athlete, attending expos like the FIBO Germany, LA Fitness Expo, Arnold Sports Festival and Mr. Olympia. One of his bosses is Arnold Schwarzenegger, who was drawn to Scott's vivacious attitude and courage. Scott shared his inspiration message to attendees of the 2018 Commercial Construction & Renovation Summit in Daytona Beach, Florida. Here are some highlights of his presentation: There are two themes that drive me – motivation and inspiration. Many of us allow these to guides us, nurture our ambitions and lead us toward success. For all of the benefits they offer, motivation and inspiration are neither permanent nor automatic. When something motivates or inspires us, we must seize upon it and let it guide us as we work harder to meet our personal and professional goals. By capturing these motivational and inspirational moments, we will successfully provide for our family, help our colleagues within the profession and support the strategic goals of the company. All of us aspire for greatness and strive to do amazing things. To meet our goals and turn our dreams into reality, we must embrace what I call the "why" factor. It is the answer to the "why" when you take a certain path and do things in a certain manner that

– Nick Scott

defines your purpose, outlines your plan, and illustrates the end result Think of a child learning to ride a bike. They are not concerned with the amount of effort it takes to get on the bike. They will probably fall once or twice. The only thing that concerns the child is the "why": Why are they on the bike? To conquer the challenge, learn from it, and to move forward. My motivational and inspirational words to you: Be the example, and lead by example. You can follow this path using three strategies: •B e a Visionary – Embrace your vision, surround yourself with peers who share your vision, and encourage your colleagues to embrace this new and improved perspective. •V alue Time – A precious commodity we cannot stash away, time is the great equalizer since we can never get it back once it passes. Do everything in your power to make the most of each moment. • E mbark on an exciting journey – Seize upon opportunities. Tombstones have beginning and end dates upon them, but the most important character on the stone that defines the person it memorializes is the dash: The dash represents all that happened, all that was achieved. As you dash through the maze of your life, always allow your motivation and inspiration to guide you. They will take you to great places. CCR MARCH : APRIL 2018 — COMMERCIAL CONSTRUCTION & RENOVATION






The Direct Impact of the Built Environment on the Brand Experience Recap by Grace Daly

Grace Daly with panelists: Colleen Biggs, The Little Gym; George Farrelly, Aaron’s Inc.; Isyol Cabrera, IHG; Joshua Levine, Chanel

The growing predominance of technology in the industry not only includes online companies moving into traditional brick and mortar spaces – it also includes the continued infusion of technology into the traditional brick and mortar space. The trend was the topic of a panel of leading commercial construction executives, including Colleen Biggs, Director of Brand Leadership of The Little Gym; George Farrelly, Construction Project Manager of Aaron's; Isyol Cabrera, Manager, Design & Plan Review Food & Beverage with Intercontinental Hotels Group; and Josh Levine, Retail Operations Leader with Chanel. The panel was moderated by president Grace Daly Discussing this shift in the retail landscape, Amazon's name came up. When asked how to deal with companies like the mega-giant retailer, where they can send you anything in an expedited manner,

“Amazon is selling frictionless commerce, what you need to sell is frictionless relationships.” – Josh Levine, Retail Operations Leader, Chanel

Grace Daly, founding host of



Chanel's Levine said, "Amazon is selling frictionless commerce, what you need to sell is frictionless relationships." This led to the discussion of Convenience vs. Customer Experience. The panelists discussed the tradeoffs of online shopping to brick and mortar retail. Retail is currently struggling because it is failing to offer a better customer experience compared to the convenience of an online store. Cabrera said that IHG has been utilizing online check-in technology along with the typical in-person front desk check-in. "We find success [with online check-in] with the business traveler who generally seeks convenience after a long day." The Little Gym's focus has been on children. Biggs' said her goal is to make sure that it is as easy as possible for the parents to schedule their children. To do so, The Little Gym began using online enrollment, online sign-ups and a responsive message return system for their customers. In reference to the customer experience, Farley believes it's ultimately up to respect. "You have to respect that customer; no matter who they are and what they're looking to buy," he said. "For my clientele, it's their credit rating – if you don't respect that customer - they have so many more options." In the fast-changing retail environment, technology continues to challenge traditional brick and mortar retail and services to up their game for the ultimate brand experience. Said Daly, "With the human interaction becoming an optional route in tradition brick and mortar retail, we must ensure store engagements with the customers best represents the brand while catering to the specific evolving needs of the individual customer." CCR

Managing Change in Today’s Fast-paced Commercial Retail/Restaurant World Recap by Steve Olson The brain is hard-wired to follow the path of least resistance. Events that result in change often cause stress and conflicted reactions for those who are impacted by them as not everyone is as adept at dealing with change. A panel of commercial construction executives took a hard look at how things work in the fast-paced commercial retail and restaurant worlds. Moderated by CESO President Steve Olson, the group included Jennifer Striepling, VP of Design for Domestic and International, Bloomin' Brands, and Tom Kowalski, Executive Creative Director for CESO. As change moves people out of their comfort zone, the brain's natural inclination is to resist in order to avoid perceived threats, minimize energy usage, and find ways to maximize rewards. So, how as an organization do we overcome these obstacles to positively impact project or organizational changes? First, your primary focus should be getting people onboard by balancing the creative change process with the necessary communication, expectation setting, and management. If you are not communicating "why" things need to change, you have little hope of getting support from others to pull it off. Striepling walked attendees through the various layers of change she has implemented on the four major BBI concepts: Carrabba's Italian Grill Remodels, Bonefish Grill Remodels, Outback Steakhouse New Concepts and Exterior Remodels, and Fleming's Prime Steakhouse. "The process to evaluate locations and decide on where to implement change is one important component," Striepling says, "but equally important is navigating the

Steve Olson, president, CESO Inc.

Tom Kowalski, Executive Creative Director and Jennifer P Striepling, Vice President of Design, Bloomin’ Brands Inc.

programs, while others are better at handling the changes and surprises that occur in a remodel program. Finally, the international market presents its own challenges with cultural impacts, language barriers, and travel requirements. Kowalski layered into the discussion with his own perspective on change related to branding and prototyping. As CESO's "Creative Genius", Kowalski is usually contacted when people recognize their need for change, and his efforts focus first on understanding their story followed by being authentic in the response to the opportunities for improvement. It is his goal to find the unique proposition that will be the catalyst for change. As an example, Church's Chicken recently sent out a press release announcing they had engaged CESO to assist them in a global brand repositioning. This project represents great change for Church's as the organization

If you are not communicating “why” things need to change, you have little hope of getting support from others to pull it off. internal and external stakeholders to ensure that the greater team understands the program goals and necessary speed-to-market parameters to make it all happen." As career paths progress, more time should be spent identifying and leveraging the talents of others in executing a vision and that starts with matching up the right people with the right opportunities. Some are better suited to work on new restaurant

had to assess where they are in the fast-casual market as well as where they are heading. As it wants to position itself as a global brand, Church's, with CESO's assistance, is navigating how to highlight their values and align brand messaging across global markets. As demonstrated by Bloomin' Brands and CESO, change can be profound and transformative and brings new possibilities and opportunities. CCR

Steve Olson, AIA, is president of CESO Inc.







Leveraging BIM throughout the Design Process and Beyond Recap by Jamey Chinnock What does RaceTrac’s new prototype design look like in Revit using BIM technology? A panel of leading commercial construction executives took an in depth look into the internal decision making strategy, design development process, challenges along the way and the pleasing results of implementation. Moderated by Jamey Chinnock, project manager for the GPD Group, Panelists included Becky McAdams, VP of Operations of GPD Group, Brandon Collier, Director of Design at RaceTrac, Sarah Kovac, RaceTrac and Jake Bendik, GRP Group. The discussion focused on RaceTrac’s recent inaugural experience with Revit and BIM, as the design development tool for their new prototype. RaceTrac shared its story on the challenges – and successes

Brandon Collier, Director of Design, RaceTrac and Becky McAdams, VP of Operations, GPD Group – it experienced in moving from 2D-based documentation to the 3D world of design and development. Collier said that throughout the design process the computer model quickly became an invaluable design tool, allowing their leadership to make key decisions that would ultimately affect the look and feel of their store, directly impacting their customers. The panel shared images of the early model development through design and

Jamey Chinnock, project management, GPD Group; Sarah Kovac, RaceTrac; Jake Bendik, GPD Group

Throughout the design process, the computer model quickly became an invaluable design tool, allowing RaceTrac’s leadership to make key decision that would ultimately affect the look and feel of its store. construction drawings, discussing the many coordination benefits including signage, merchandising, MEP and equipment. The RaceTrac and GPD teams also showcased virtual reality models of the new store, representing the ability to make real-time design changes and updates. GPD also shared some insights on the impact Revit continues to have on the retail/ commercial industry. Retailers continue to explore how they can leverage BIM to improve design and visualization, save

on long-term costs, coordinate construction and manage their facilities. GPD has seen a significant increase in the use of Revit in the retail/commercial industry, as more resources become available to transition from CAD to 3D-based drawing development. As retailers consider their options, RaceTrac advised the attendees to consider their long term strategy and look at Revit as a BIM management tool that could help them maintain their assets. CCR

Jamey Chinnock, PMP, is project manager for the GPD Group.



How to Mobilize in the Wake of a Disaster Recap by Brad Bogart

Construction after a natural disaster can be a complex process. Picking up the pieces after a natural disaster is a stressful and complicated situation, but with the right tools, companies can quickly bounce back. The key is that companies must think ahead. Have an Emergency Manual, stocking building equipment, backup generators, satellite phones and a clear, distinct succession plans. These can all help mitigate the loses that stem from a natural disaster. Having a comprehensive Emergency Manual that's continuously updated and diligently distributed to team members provides much needed information that will be readily available after a natural disaster. This information must be continuously updated to reflect current conditionals and should be reviewed at minimum on an annual basis. Testing of an emergency plan may seem fruitless when there has not been an emergency in a while, but working out the kinks of an emergency plan is vital so that team members avoid any potential mistakes or run into issues that would not otherwise come up.

A succession process is crucial should members of the team be unable to complete their duties. Key executives should report to a command center and steps should be taken to ensure that there is always someone in charge. It may be difficult, but having a stockpile of supplies to draw from after a natural disaster is vital to keeping stores open. After a hurricane, it is difficult to predict what supplies will be available and how long it will take for them arrive if they need to be ordered. Logistics after a hurricane is always difficult, but if you can draw from a stockpile of your own supplies, you'll be able to avoid the lack of equipment issues. Satellite phones may look like they come from a bygone era, but they are

Brad Bogart, President, Bogart Construction

Logistics after a hurricane is always difficult, but if you can draw from a stockpile of your own supplies, you’ll be able to avoid the lack of equipment issues.

Herminio Pereira, Director of Construction, Burger King/ Firehouse Subs and Rick Winkel, CEO, Winkel Construction

required when cell phone towers are down. It may take days, even weeks to get cell towers up and running again, but satellite phones can still work and will keep vital teams in communication to continue the work of rebuilding. Backup generators also fall into this category, if you can power your own stores and are not dependent on municipalities to get the power back on, you can repair your stores and get back to business much faster. Although it may seem daunting, having a clear and concise plan for natural disasters is the best way to ensure that construction and re-opening happen and quickly has possible to alleviate financial losses. CCR

Brad Bogart is President of Bogart Construction.







Tête-à-tête Vendor, end users network over personalized meetings One of the most anticipated gatherings of the 2018 Commercial Construction & Renovation Summit in Daytona Beach was the vaunted one-on-one meetings. The intimate meetings enable vendors and end-users to spend 15 minutes of quality time to discuss potential business opportunities.

Sing me home... There were solos. Duets. Groups. They sang country and rock 'n' roll, ballads and rockers. If you wanted to see the best the commercial construction industry has to offer in karaoke, you had to be there. On Day 2, after an afternoon of seminars and networking, singing took center stage at Sloppy Joe's. And attendees did not disappoint. The singing interlude was part of the festivities during the 2018 Commercial Construction & Renovation Summit in Daytona Beach.



The need for speed (and fun) Attendees say goodbye to Daytona with a little child-like fun When in Daytona... While the professionals were racing around the vaunted Daytona International Speedway, attendees of the 2018 Commercial Construction & Renovation Summit were able to do their own (mini) racing event. Checking in at The Lagoon & Daytona Inter Race Track, the event's final morning features a series of go-karts races, laser tag, a sky maze and videogames galore (again). The friendly competitive battles were an ideal to top off the event, which culminated with a group photo and glimpses of the professionals at the track.









Columbia Forest Products

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

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

Benjamin Moore

101 Paragon Drive Montvale, NJ 07645 (201) 949-6130 Michael Ecke / Strategic National Accounts Mgr Paint

CD Maintenance Company

1973 Longwood Lake Mary Road Suite 1001 Longwood, FL 32750 (321) 926-3103 Jason Duhamel / Exectuive Vice President of Sales Facility Maintenance Services

CDO Group

333 West Harrison Street Chicago, IL 60304 (708) 383-0586 Anthony Amunategui / President Project Management


20 Moores Road Malvern, PA 19355 (610) 893-5456 Jill Betters / Sr. Manager, Strategy and Business Development Architectural Building Products

7900 McCloud Road, # 200 Greensboro, NC 27409 (336) 291-5899 Todd Vogelsinger, Dir. Of Mktg. Architectural Building Products

Connect Source Consulting Group

3 Pheasant Run Forked River, NJ 08731-0000 (609) 661-9636 Gina Noda / President Project Management/Consultant

Construction One, Inc.

101 E Town St, Suite 401 Columbus, OH 43215 (480) 528-1145 Don Skorupski, Business Development General Contractor Mobile Video Tournament Sponsor

Core States Group

500 Yale Ave North, Suite 100 Seattle, WA 98109 (206) 456-6520 Parick Kruger / Director Project Management, Architecture, Engineering, Construction


DWM Construction & Renovation

GPD Group

Egan Sign

Harmon Construction

2 Northway Lane Latham, NY 12110 (888) 396-9111, ext 225 Bennett Van Wert / Nat Sales Mgr Facility Maintenance/Renovations

1100 Berkshire Blvd, #200 Wyomissing, PA 19610 (610) 816-7605 Marilyn Brennan / Dir of Bus Development and Account Management Signage

520 South Main Street, Suite 2531 Akron, OH 44311 (330) 572-2100 James Chinnock / Program Mgr Architects/Engineers/Planners

621 S. State Street North Vernon, IN 47265 (812) 346-2048 Ardell Mitchell / Snr Project Mgr General Contractor

ICON F&D Commercial Flooring

2233 Lake Park Drive. Suite 400 Smyrna, GA 30080 (404) 574-0266 Kelly Burnette / Nat Account Mgr. Hard Surface Flooring Supplier

1701 Golf Road 1-900 Rolling Meadows, IL 60008-4246 (847) 631-3210 Kevin Hughes / SVP Sales & Marketing Signage, Maintenance, Refresh/Remodel Construction

Identicom Sign Solutions Federated Service Solutions Inc 30955 Northwestern Hwy Farmington Hills, MI 48334 (248) 539-9000 John Brown / Director of Sales Cabling/Data, Low Voltage

24657 Halsted Road Farmington Hills, MI 44335 (248) 344-9590, ext 222 John DiNunzio / President Branding/Signage

InstaKey Security Systems Georgia Printco

90 South Oak Street Lakeland, GA 31635 (866) 572-0146 Drew Barry / Bus Dev Sign/Signage

7456 West 5th Ave Lakewood, CO 80226 (720) 235-5351, ext. 126 Cell: (760) 712-7960 Chris Kenady / Bus Dev Mgr Security Products







Philadelphia Sign

585 Bond Street Lincolnshire, IL 60069 (847) 533-6106 Kirk Stateson / Sales Mgr Signage

707 West Spring Garden Street Palmyra, NJ 08065 (503) 830-3841 Nate Doney / National Sales Signage

Lakeview Construction

Porcelanosa USA

MainSource Roof Management

Prime Retail Services

10505 Corporate Drive Pleasant Prairie, WI 53158 (262) 857-3336 John Stallman / Marketing Manager General Contracting

PO 45718 Atlanta, GA 30320 (404) 965-9370 Jeff Ansel / Bus Development Roof Management

Mitsubishi Electric

1340 Satellite Blvd Suwanee, GA 30024 (480) 622-9153 Scott Kerman / Business Mgr - Jet Towel Restroom Hands Dryers

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

3617 Southland Drive Flowery Branch, GA 30542 (866) 504-3511 Jeff Terry / Bus Dev Officer General Contracting/Installations

Protos Security

90 Town Center Street, Suite 202 Daleville, VA 24083 (540) 798-7958 Kris Vece / Dir of Client Relations Security Guards

National Pavement

R.E. Crawford Construction

19 Commerce Lane, Suite 3 Canton, NY 13617 (877) 265-6600 Bob Vacsulka / VP of National Accounts Pavements

6650 Professional Pkwy West Sarasota, FL 34240 (941) 907-0010 Susan Courter / Dir of Bus Dev General Contracting

North American Signs

Regency Lighting

3601 W. Lathrop South Bend, IN 46628 (574) 276-7921 Randy Davis / Development / National Sales Signage


9261 Jordan Ave Chatsworth, CA 91311 (800) 284-2024 Mark Heerema / Snr Dir of National Accounts Lighting


Rockerz Inc

PO Box 782 Warrendale, PA 15095 (724) 612-6520 Robert Smith / Director of Business Development/National Accounts Polished Concrete Services

S. Moraitis & Associates

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

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Keeping Tile and Stone Surfaces Looking New. Is it Possible? By Ron Treister


he oldest and most venerated hard surface flooring material, since ancient times, has been natural stone. Nobody argues about its natural beauty. But there is also great concern relative to keeping it looking as it did the day it was installed. Porcelain tile was introduced to the world over three decades ago, and has become wildly popular for commercial projects that ultimately experience high traffic. It too, looks amazing when installed. There is no secret that both of these materials (as well as other surfacing products) to visually appear their best and perform at top levels for years to come, need to be maintained and protected. Commercial Construction & Renovation met with Jeff Moen, General

Devonshire Club, London, UK Manager of FILA Solutions America, the stateside arm of the world’s largest architectural surface treatment company. For generations, Italy-based FILA, has been offering specialty products to the commercial construction sector that protect, clean and continuously maintain both horizontal and vertical surfaces. CCR : What are commercial building owners and managers looking for relative to products and services that keep their flooring at top shape? Jeff Moen: Porcelain is generally sold as being a "maintenance free" product. The care and maintenance of porcelain is


Jeff Moen


decidedly less difficult and costly than other surfaces, but it does require a good maintenance regimen. The basic elements of a good maintenance program are: post-construction cleaning, routine mopping, periodic deep cleaning… and, professional cleaning with the correct chemicals. Natural stone requires more care than a porcelain installation. The stone needs pre-treatment to protect it against grout and contaminants, a thorough post-construction cleaning with a neutral cleaner, initial sealing protection, routine cleaning with a neutral cleaner… and, regular resealing depending on traffic and use. Once the post-construction cleaning issues have been eliminated, a porcelain floor will require regular mopping with a neutral cleaner that does not leave a residue. Periodic deep cleaning (with products such as FILA’s PS87 alkaline cleaner) is necessary to degrease and remove organic dirt that builds up. As stated, stone floor installation requires more care. The stone may require pre-treatment such as that offered by a grout release or an anti-contaminant back and side sealer to protect it during the installation process. Proper pretreatment will make the post-construction cleaning with a neutral cleaner much easier. The application of a quality “sealer” is necessary to protect the stone in the future from staining. After sealing, a regular regimen of cleaning with a neutral cleaner is essential. Care should be taken to only use appropriate cleaners that do not etch or dull the stone, such as many acids or strong alkalines typically will do. Regular sealing is essential, especially in high-traffic, high-use areas. Generally, a quality sealer will need to be applied every year or so.

Many claim they can install terrazzo. But

National Terrazzo & Mosaic Association

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training of your NTMA contractor.


Vitae Restaurant, New York, NY • Architect Niels: Guldager • Photographer: David Laudadio CIRCLE NO. 30

CCR : What are the typical challenges? Moen: For porcelain installations, the first challenge is a totally effective post-construction cleaning. We estimate that 75% of the issues with porcelain tile are due to lack of a post-construction cleaning to remove grout residue and construction dirt. A simple cleaning with a grout haze remover (Deterdek) will take care of the omnipresent appearance of cementitious grout residue. Residue from epoxy or urethane grouts can be removed with a strong alkaline cleaner (PS87 Gel). Once the floor has been cleaned initially, it requires routine maintenance with a non-residue-forming neutral cleaner and then, proper mopping. Degreasing and deep cleaning may be necessary in areas near the outside entrance and in food prep or dining areas. Stone challenges generally are related to the type of stone (acid sensitive/acid resistant), the quality of the sealer used… and, effectiveness of the routine maintenance. Acid-sensitive stones (Limestones, Marbles, Travertines) will etch if they come in contact with acidic substances (coffee, wine, perfumes, hairspray, fruit juice...). Etches will need to be repaired by a qualified fabricator/restoration company. Acid-sensitive stones will require specialized cleaning products that clean without using acids or strong alkalines, which can possibly damage the stone. Routine maintenance with a neutral PH cleaner is essential. Regular resealing is necessary, based on the degree of traffic… or, use of the surface.

Care” is the national applicator with whom FILA has partnered to apply our products. This company works with many large corporations such as Microsoft, Bank of America, Atlanta Airport and many other national organizations to maintain their surfaces. CCR: What are other commercial surfacing products for which FILA products are ideal? Wood? Concrete? Moen: In the last two decades, concrete/cement has become a popular surface in many commercial applications. There are now cleaners and sealers on the market that are excellent for maintaining and protecting concrete. Wood can also be treated and cleaned with neutral cleaners, waxes and wood stains. Vinyl and LVT can be

CCR: How is it possible NOT disrupt day-to-day business at the location where porcelain tile or natural stone floors are being treated or cleaned? Moen: The criteria for choosing chemicals for porcelain and stone cleaning is very basic: Are the products safe? Are they effective? Are they easy to use? Do they have an offensive or a pleasing odor? Chemicals that are safe are mixtures of detergents and acid or alkalines. Phosphoric acid is safer than Muratic, Sulfamic or Hydrochloric acids. The effectiveness of chemicals can be evaluated by who recommends them. Devonshire Club, London, UK (For example, FILA is the most recommended worldwide brand by the top manufactures of tile and stone) Chemicals that require simple tools for application are obviously, the easiest to both be maintained with neutral cleaners, as well. It is important to use. The directions on the bottle should be straightforward and easy to establish a strong relationship with a reputable supplier of surface understand. Water-based sealers and cleaners that mix acid/alkaline cleaning and maintenance products to protect your investment. By with detergent are the least offensive relative to emitting bad smells doing so, these surfaces will look better, perform at optimal levels… and also, are the least disruptive onsite. and last even longer. Think about the last time you visited a local indoor shopping CCR : Why is it a good business mall, large metropolitan airport, Las Vegas resort and other commerdecision to use a “professional applicator?” cial locations where there was high foot-traffic. What was the flooring Moen: Proper mopping is often an issue, because the mops are dirty surface you walked upon? Did it look old, weathered ad in need of and there is only a single bucket, resulting in dirty water distributed and a facelift? Or did it look like new? If it were a project specified with drying on the floor. A professional applicator uses cleaning machines natural stone or porcelain tile, and indeed appeared to be in great and “two-bucket systems” to ensure that all floors are not rinsed with condition, chances are this floor could have been installed many dirty water. Proper rinsing, scrubbing and using quality chemicals are years ago. But, to maintain a its youthful “look,” it had to be maintrademarks of professional cleaning companies. For example, “Solid tained and protected via regimens described herewith. CCR Photos courtesy of FILA SOLUTIONS • FILA products were used on both natural stone and porcelain tile




Punching the

clock Construction has a productivity problem, and longer hours isn't the solution By Danielle Higley




t's no secret there's a shortage of skilled labor in construction. It's one part of the economy that's still riding the ripples of the Great Recession. Unfortunately, the lack of able bodies and qualified minds has resulted in longer hours for everyone, compounding an already noticeable productivity problem. As productivity levels continue to dip nationwide across the construction industry, many companies are looking at work and hiring trends, wondering if anything can be done to boost output and profitability. While some companies see a shortage of able workers as the main problem, others point to a lack of highly skilled workers. Still, others recognize asking current employees to work longer hours isn't necessarily helping productivity. In fact, longer workweeks may actually be counterintuitive to reaching goals. To find out how much of a problem this is for the industry, TSheets, a time tracking app used by more than 12,000 construction companies nationwide, examined trends in hiring and hours worked from 2015 through 2017, using data from 32 million timesheets. The results help to explain some of the productivity problems we're seeing in the industry today.

Expansion Slows, Demand Increases

company located in Boise, Idaho. "We just don't have enough hands – enough quality hands." Layton says even though his guys are working longer hours than ever, their overtime still isn't sufficient to fill in the gaps a couple more highly skilled employees could fill. "We worked seven days a week this year," he says. For Layton and his team, 50-hour weeks are the new 40. It's a trend many companies all over the country can attest to. A recent survey of 1,600 construction companies by the Associated General Contractors of America found 75 percent were having a tough time hiring workers for hourly craft positions, while 41 percent were having a rough go of finding salaried field workers.

Is today's workforce large enough to handle the demand?

Even though 55 percent of construction firms say they've increased wages for hourly employees, and 46 percent have done so for salaried employees, over a third of all companies surveyed say they expect this difficulty of hiring workers to continue into 2018.

The data from these timesheets reveals the construction workforce grew at a slower rate in 2017 than in 2015 or 2016. For instance, while the data shows the workforce expanded by 1.52 percent in 2016, that number dropped to just 1.15 percent in 2017. While workforce expansion has slowed, demand has largely increased or remained the same, prompting workers to put in more hours per week in 2017. In 2015, workers recorded an average of 38.4 hours per week on their timesheets, and around 39.8 hours per week from June through August. In 2017, workers put in an average of 40.5 hours during the summer months, pushing the annual average up to 39.6 hours per week. For one employee, that may not seem like a lot – just a little over one hour more per week. But consider that one additional hour per week, across the whole industry, over the course of a year. Currently, the Bureau of Labor Statistics estimates there are 6,884,000 construction workers in the United States. Taking into consideration the 1.2-hour difference, today's workers are taking on 9,637,600 extra hours of work. Hours are up across all construction groups, but commercial construction workers are putting in significantly longer hours than the industry average. While the average hours worked per week has gone up to 39.6 hours for the construction industry as a whole, commercial construction employees worked an average of 40.4 hours per week in 2017. Similarly, the number of commercial construction workers doing overtime, and the number of overtime hours they're putting in, is higher than the overall industry average. Findings also indicate the number of construction employees working overtime has hovered around 1 percent since 2015. On average, these individuals have been putting in 9.6 overtime hours per week across 2017. That works out to 65,000 individuals across the country putting in 50-hour workweeks. But again, commercial construction workers have consistently logged more overtime hours per week. When other construction workers put in an additional 9.6 hours each week last year, commercial construction workers tracked 10. And that's down from the 2015 average of 10.9 overtime hours.

According to an October 2017 CNN Money article, the shortage of skilled labor in construction has stunted recovery efforts in areas like Houston and Florida, hit hard by hurricanes last year. Several companies are booking out jobs six months ahead because they don't have the manpower to handle so much construction and renovation. Even in the Northwest, where struggles with growth aren't compounded by rebuilding efforts, the labor shortage is affecting companies' ability to take on more jobs. "We've had to turn down jobs," says Ted Layton, a safety engineer for a large construction

What are the causes of the current labor shortage?

A variety of factors are to blame, but No. 1 may have to be the Great Recession. Back then, workers couldn't pay companies to take them on, as over 300,000 long-tenured and 800,000 non-long-tenured construction workers lost their jobs – the highest unemployment rate of any group, sitting at 27.1 percent.



PUNCHING THE CLOCK While older workers took the recession as a sign it was time to retire, younger workers were forced to look elsewhere for jobs, retraining in other fields to put food on the table. Many of them have not returned to construction. Now that the economy has improved, many businesses are looking for new real estate. But there's a distinct lack of laborers to take on these jobs. Colorado, for instance, needs 30,000 more construction workers over the next five years to meet demand, not counting replacements for anyone who leaves the field or retires in the meantime. But even if construction companies had the labor they needed to take on more jobs, that wouldn't entirely fix the productivity problem.

“Cheap labor and the high fixed costs of technology are slowing growth.” – The Economist

necessary. But insufficient technology can't take all the blame. A 2012 white paper by Intergraph cites overtime as the No. 1 most recognized labor factor for poor productivity in construction. Working too many hours can lead to lower work output, increased stress and physical fatigue. Fatigue, in turn, leads to absenteeism and turnover, which also decrease a company's productivity. Consider again the findings of the timesheet survey, which found workers who put in overtime are working, on average, between 9 and 10 additional hours per week. The problem is, working too many hours doesn't just reduce someone's productivity. It also puts them at risk for making more errors, even fatal mistakes.

How can construction companies increase their productivity even while labor remains scarce?

Large machinery isn't the only tech companies can employ to increase their productivity and their bottom line. Many companies are coming to rely on scheduling apps and GPS tracking to make sure employees are where they need to be, when they need to be there. This cuts down on inefficiencies related to attendance and over- or understaffing. Likewise, many apps are making the job site safer for workers by providing additional perspective, including What barriers are getting in the way of productivity? thermal imaging and even virtual reality. With the opportunity to see a This past August, The Economist declared, "Cheap labor and the high building before it's finished or examine hard-to-see damage prior to fixed costs of technology are slowing growth." The newspaper used starting a restoration, companies can go into a project fully informed. a scatter plot to show where different countries rank based on hours And having all the right information upfront isn't just safer – it's worked and the annual average percent change. a money-saver too. Workers can more accurately estimate costs While the U.S. was the second largest dot on the scale (with of labor and materials, preventing unwanted surprises that may size indicating construction investment), it was also the most increase workloads as well as costs. noticeable "declining leader." Meanwhile, Hardware is another hot topic for concountries like Australia, Belgium and Israel struction companies looking to advance their were the foremost "out-performers" among productivity. Drones, in particular, are changing high-income countries. the way companies do business. By providing According to The Economist, U.S. proeverything from volumetric calculations to the ductivity in construction has gone down by data needed to create 3-D topographic maps, drones are making it easier than ever for half since the 1960s, and a heavy reliance companies to hit the ground running. on workers over technology is to blame. The With 2018 comes a new year of growth problem is large, efficient machines cost a and opportunity. As cities across the country lot of money. While they're highly cost-efcontinue to swell and thrive, commercial fective in the long term, too-high payments construction workers can look forward to make machinery a gamble. increased job security in a profession with Hiring more people may be expensive and potentially less efficient, but for limited competition. Meanwhile, construction risk-averse companies, it's better to play companies must look to the future and invest safe with company funds and stick with in new technology and new hires to achieve – Ted Layton, safety engineer, Boise, Idaho a resource that's easier to trim down if maximum productivity and profit. CCR

“We’ve had to turn down jobs. We just don’t have enough hands – enough quality hands.”




Kitchens The



How Daniel Beck is taking the crustacean delicacy to a town near you A special supplement to:

Daniel Beck, founder, Mason’s Famous Lobster Rolls

Also Inside:

How MadTree’s state-of-the-art drainage system is turning heads Cover story photos by Mike Levin




How Daniel Beck is taking the crustacean delicacy to a town near you


very summer, Daniel Beck, his wife and his son head to Maine for a little field trip. It's the kind of road trip that is the envy of every red-blooded lobster loving American. The Becks annual trek is R&D through and through. As the founder of Mason's Famous Lobster Rolls, Beck, an Annapolis, Maryland native, is on a mission to take the lobster-focused franchise everywhere people want to dive into the crustacean delicacy from the cold Atlantic. And while the roll out will is methodically planned – 30 locations over the next five years – the beauty is in the action.






COMMERCIAL KITCHENS Beck started his business four years ago in Annapolis banking on the fact that the area's heavy population of crab cake lovers would embrace another seafood offering. As his customer base began to spread the word of his ingenious fast casual location, Beck plotted his next move. After opening two more locations – In Rehoboth Beach, Delaware, and National Harbor in Prince Georgia's County, he eyed a more aggressive expansion. As Beck told a local newspaper that helped spread the word of Mason's growing flock of followers, "It's not like we're another Tex Mex concept. It's different, unique." Commercial Kitchens sat down with Beck to get his thoughts on why he did it, where he is going and why lobsters could be the next big thing.

What's the story behind your brand?

I was in the restaurant business for about 21 years in the Outer Banks of North Carolina. While in the commercial seafood business,

We generally look for areas with good foot traffic and a mix of tourists and year-round clients. We continue to get great feedback from our customers. I made a lot of connections in the lobster business. Those people were selling shellfish to restaurants in the Baltimore and Washington, D.C. areas.

Why lobster rolls?

It started as a trend, and then we had a really good response to it. We tend to get a lot of repeat customers. Lobster rolls have a different flavor to them, so we get people hooked for a while. Unlike crabs and oysters, where you tend to run into shortages, the lobster population is stable and growing. It's a 100-percent domestic product.

What does the market for lobster rolls look like overall?

It is an emerging trend. There are currently only two small chains competing with us.






North Atlantic lobster are certified sustainable and the population of lobsters are growing in the southern Gulf of Maine. We deal with one supplier in Maine. All our lobster is wild caught, domestic, certified sustainable.

What type of consumers are you targeting?

We generally look for areas with good foot traffic and a mix of tourists and year-round clients. We continue to get great feedback from our customers. And, we have a lot of repeat customers.

What’s the draw?

In the Northeast, lobster rolls are like barbecue is in the South. We offer several different kinds of rolls. There is the Maine classic, which includes a little bit of mayo on a toasted bun with lemon. The Connecticut roll features lobster meat heated in butter. The lobster salad roll has mayo, lemon and celery dressing.

Walk us through your restaurant design. What can your customers expect?

Our stores are designed for quick single service so our customers can get a high quality product without having to commit too much time. We incorporate a classic, yet






trendy coastal Maine look to our locations. That includes incorporating white shiplap and reclaimed wood, with industrial accents. Our design slowly evolves with each new location with an emphasis on the customer experience. We look for spaces that are 800 square feet to 1,200 square feet in high rent areas with maximum exposure. We generally look to add 1525 seats.

How do you get the lobsters from Maine to Maryland – and all points beyond?

We get our lobsters from the Gulf of Maine, where they are caught and steamed. From there, they are sent to Maryland via overnight trucks and delivered to the restaurants.

What type of construction issues are you seeing out there today?

We have a simple buildout, so it does not require the infrastructure of your typical

There is an abundance of opportunities for franchises nationwide. For now, we plan to go where the interest takes us.






QSR restaurant. Our biggest issue is in some municipalities, where the permitting process takes longer than the buildout, which is unfortunate.

What are your growth expectations?

We are looking at franchises in South Carolina and have stores opening this summer, 2018 in Charleston and Northern Virginia. Overall, we’re looking at adding 30 franchises over the next five years, with the entrepreneurial cost starting at $150,000.

What opportunities are you seeing out there today? As the lobster roll moves out of New England and into Mainstream America, we feel that the opportunities for growth

One-on-One with...

are tremendous for us. There is great potential for us out there. We are seeking out spots on the Atlantic Coast for corporate stores. There is an abundance of opportunities for franchises nationwide. For now, we plan to go where the interest takes us.

What does the market look like out there today?

Fast casual is the fastest growing segment of the food industry. Today's customer is looking for quality food without having to make a major commitment of time and money.

What's at the top of your to-do list?

I want to continue to post steady, consistent growth for our brand. CK

» Daniel Beck

Founder, Mason’s Famous Lobster Rolls

What’s the most rewarding part of your job?

I love interacting with our customers. Most of our locations are in touristy locations, so I get to meet people from all over the country and world.

What was the best advice you ever received? Don’t make business decisions based on emotion.

What’s the best thing a client ever said to you?

“I am from Maine and these lobster rolls are better than the ones in Maine.”

Define the three strongest traits every leader should possess.

You have to have a strong work ethic, know your product and lead by example. The key to success for any manager is his ability to motivate employees to be the best they can.

What’s your favorite vacation spot?

Maine, of course. My wife, son and I take a research and development road trip to Maine every summer.

How do you spend your down time?

My hobbies are coaching youth sports, skiing and boating.



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Ryan Blevins, head brewer (foreground) takes water samples to check temperature and clarity before the mashing process begins.




hen three buddies traded in their corporate

jobs for craft beers and their suit-and-tie ensembles for beards, they never expected that four years later they'd be co-owners of a 50,000-s.f. brewery stationed in the heart of Cincinnati.

Community building By Dan Vastyan

Kenny McNutt, Brady Duncan and Jeff Hunt began this adventure How MadTree's as homebrewers. Weekends were state-of-the-art spent huddled in their basements – the byproduct of which was a malty drainage system is aroma that permeated carpets and turning heads curtains, and small quantities of their now well-respected beers. The hobby grew and fermented, swelling into a dream they could all see and share. Eager to ditch their corporate gigs for something they were passionate about – the beer – they also knew Rome wasn't built in a day. And neither are craft beer empires. refined their craft and worked on a business plan – and recipes – for two years, with family and friends acting as oh-so-willing guinea pigs. In return, they were asked to render honest, objective judgment. After endless recipe alterations, they perfected their product and on Jan. 22, 2013, the first official batch of MadTree beer was brewed. With a humble beginning, the first MadTree brewing facility was a 10,000-square-foot, 15-barrel per batch brewhouse with the capacity of brewing up to 22,000 barrels a year.





Brett Mullins, Disney McLane salesman, left, and Denny Peace, AL Miller Plumber, inspect Blücher HygienicPro channel before the floor is poured.

An AL Miller plumber installs a HygienicPro trench drain section. Today, the finishing touches are being applied to the company's new brewhouse. Located less than a mile from the original brewery, the new 126-barrel brewhouse facility covers 50,000 square feet with a 20,000-square-foot production area that has the capability of brewing up to 180-thousand barrels of beer a year. The two facilities don't have much in common aside from the location and the beer. The new brewhouse could swallow the old one whole, and still have room for several more. A 10,000 square foot outdoor beer garden invites patrons' canines to join in on the fun – and with outdoor heaters – it's open year-round.

Community is key

Mike Stuart, director of people and social strategy, says MadTree focuses on three pillars: beer, people and community. "Beer quality and

Denny Peace, AL Miller plumber, inspects an upside-down, below-grade section of Blücher HygienicPro trench drain, prior to installation. The drain sections come completely assembled.


consistency of what we create is extremely important to us. People – our employees – are treated with the utmost respect and we firmly believe in supporting the community that supports us." Kenny McNutt says that beer gives you an opportunity to discuss many things. "It's a catalyst for conversation – it drives and fuels community spirit. We've settled on a phrase that's comfortable and realistic: 'Beer builds community and community builds beer.'" In fact, the majority of MadTree employees were once passionate patrons themselves, so enthusiastic about the atmosphere and end-products that after time and many in-depth discussions about beer and business, they were brought on board.

A difference in efficiency

At the top of the must-have list when designing the new production facility was the desire to be more efficient and install equipment that would cut water usage, which every brewer knows plays a key role in the brewing process. And water – especially in quantities needed by MadTree – doesn't come without cost. Head Brewer Ryan Blevins says the old facility used 25 gallons of water to clear out a drain in four minutes. Not only were the old drains wasting gallons of water, cracks in the concrete around the edges of the drains had started to appear. Never before installed in the United States – but installed by the kilometer throughout Europe, and loved by brewers there – Blücher HygienicPro trench drains were carefully selected for the new facility. Now, Blevins reports that the new drains wash clear in 17 seconds – with just a gallon of water.


"Out on the brew pad, anything from hops to barley to yeast can just hang out in drains and build up," says Kyle Moore, brewery engineer. "We need to rely on our equipment to wash that stuff down because we don't have the time to deal with having to spray it down all the time. Volume of water was no small consideration, either. We knew we wanted a product that would optimize water flow as well as the cleaning processes." "The design and engineering of the drains made them stand out," Stuart says. "They proved to easily evacuate any waste going down the drain and used way less water in doing so. The HygienicPro drains save time, energy and resources." The drains' unique channel geometry results in efficient drainage, even when handling small amounts of water. The drains' open sides, rounded corners and lack of cavities all contribute to prevent waste and residue from building up. Even the rounded floor joints reduce the risk of joint deterioration and flooring cracks in polyurethane floor surfacing. The systems' high-capacity filter baskets collect large amounts of waste, reducing downtime or slowdowns caused by emptying clogged filter baskets. And, finally, another substantial win for the stainless steel drainage – the extra-hard, ultra-smooth metal surfaces prevent bacterial growth. In the brewery, they encourage the brew process where they want it. Microbial volunteers need – Kyle Moore, brewery not apply, and will be washed away. engineer, MadTree

“Out on the brew pad, anything from hops to barley to yeast can just hang out in drains and build up.”

Flooring folks are fans

It's not just brewery employees that appreciate the perks of the HygienicPro trench drains, though. Quick to acknowledge the new drains' ease of installation was Cincinnati-based A.L. Miller plumber, Denny Peace.

Head Brewer, Ryan Blevins washes debris into the HygienicPro drains. "With this being the first ever HygienicPro installation in the country, I had no way of knowing what I was getting into," says Peace, who installs trench drains regularly. "It's turned out to be the best trench drain I've ever worked with; well made, intuitive and extremely sturdy. I've now upped my standards." Flooring installers, too, have recognized the technology behind the product. Kevin Kipp, project manager at Cincinnati-based Hardig Industrial Services, the flooring contractor chosen for the job, appreciates the disposable molding that has a ridge to create a "keyway" around the perimeter of the drain, which is to be removed after the concrete has been poured and before the resinous flooring is installed. "In a typical trench drain flooring application, we have to manually cut back a keyway in the concrete to install more flooring at the drain," Kipp says. The drain is where the highest rate of failures occur – from expansion and contraction where concrete meets stainless steel. With the molding already taking care of that keyway for us – it's one less thing we have to worry about." Kipp installed resinous flooring throughout MadTree's production area. The two-part flooring, consisting of a base and a hardener are mixed just prior to application, and a chemical reaction between the two causes the mixture to begin hardening immediately. "It's different from anything I've ever seen," Kipp says. "Drain and transition details are so important – but are small details – so many drain manufacturers tend to overlook them. It's clear that Blücher developers paid a lot of attention to the design and details of these drains when they created them."

Save Water. Drink beer.

MadTree brew room.

"We try to be as transparent as possible with our processes," McNutt says. "I believe the industry as a whole will grow together when it comes to quality and efficiency. Now we not only get to save water, but we get to clean faster, too." Cleaning fast, of course, leaves more time for brewing enterprise and of course, taste-testing, too. CK

Dan Vastyan is a regular contributor to Commercial Construction & Renovation magazine. Common Ground is a marketing communications brokerage that covers the commercial construction market.



PROJECT PROFILE AWARDS Project Name: 4 Rivers Smokehouse – Fire Station 16 Location: Atlanta Designer: Interplan LLC Contractor: PSG Construction 4 Rivers’ most recent location in Atlanta was once a two-story, freestanding, 102-year-old fire station. Since the building was historic in nature, keeping the exterior and interior intact was important. As a 4 Rivers restaurant, the building has hints of the company’s trademark design throughout, while giving a nod to the old fire station.

Project Name: Abercrombie & Fitch Location: Columbus, Ohio Contractor: Construction One Inc. While the Columbus location of Abercrombie & Fitch was under construction, designers, engineers, architects, Abercrombie personnel, vendors and contractors collaborated successfully. New materials, finishes, signage, electronics and equipment that had not been used before were utilized for the build.

Project Name: Arby’s Location: Boardman, Ohio Designer: GPD Group Contractor: Fortney & Weygandt Inc. Arby’s requested a remodel in 12 days, versus the standard four weeks. The remodel included the dining area, restrooms, portions of the kitchen, exterior framing modifications, finishes on the entire outside of the building, and site work modifications. A considerable amount of planning between Arby’s, subcontractors and city building officials proved successful.




PROJECT PROFILE AWARDS Project Name: Bowlmor AMF Location: Riverside, Calif. Contractor: Horizon Retail Construction Inc. The Bowlmor AMF location in Riverside was an existing bowling alley that required a complete interior upgrade. The scope of work included full mechanical, electrical and plumbing; framing and structural steel; a new bar; kitchen remodels and relocation; docks and lifts; new flooring/painting and relocations; and new millwork. The most striking aspect of this project was the overall atmosphere transformation.

Project Name: Bryant Park Public Bathroom Renovation Location: New York, N.Y. Designer: Bryant Park Corp. Contractor: R.F Reveley Construction Corp. Bryant Park’s $280,000 renovation project included extensive HVAC work to ensure better ventilation, cooling and heating for both the public and luxury restrooms’ full-time attendants. High-end improvements included imported wall tiles, coffered ceilings, crown moldings, all-weather temperature controls, energy-saving LED lighting, and plein air paintings by the park’s painters in residence.

Project Name: AC Hotel NULU Location: Louisville, Ky. Developer: Concord Hospitality Enterprises Co. The construction of the AC Hotel NULU may have seemed, to some, to be delayed, but the building of this hotel was actually underway in Liverpool, Pa., beforehand. Rooms were produced as modular units and transported to the site in Kentucky, and then “stacked” like Legos to construct the hotel. The hotel features 156 rooms, 5,000 square feet of retail space, and a European-inspired design and décor package.








Fortney & Weygandt specializes in retail, rollout, restaurant, commercial and lodging segments across the country and has completed over 24,000 projects in the past 40 years. 31269 Bradley Rd. • North Olmsted, OH 44070 • • 440.716.4000 CIRCLE NO. 37

PROJECT PROFILE AWARDS Project Name: CVS Location: Federal Way, Wash. Designer: Norr LLC Contractor: Fortney & Weygandt Inc. Fortney & Weygandt Inc. completed this project for CVS Pharmacy in February 2017. The 12,900-square-foot store is a new build and features metal arbors, pergolas on the building’s exterior, and a plaza with park benches and planters.

Project Name: Fairfield Inn & Suites San Diego North/San Marcos Location: San Marcos, Calif. Designer: Joseph Wong Design Associates Contractor: Ledcor/Seabreeze Properties This hotel broke ground in early-2013, and opened its doors in May 2017. With the use of a guest service robot, Hubert, the property delivers an unparalleled experience. The robotic team member that delivers everything from guest amenities to birthday cards was named after the community of San Marcos, coined the “Hub of Education.”

Project Name: GAP and Old Navy Flagship – Times Square Location: New York, N.Y. Designer: Chipman Design Architecture Group PC Contractor: Schimenti Construction Co. The GAP and Old Navy Times Square flagships are visited by more than 50 million people each year. Challenges included managing the security and safety around foot traffic in Times Square; constructing and maintaining a 60-foot-tall temporary scaffold system that wrapped the entire façade; and managing logistics of the installation of six escalators and three elevators.




PROJECT PROFILE AWARDS Project Name: Hale Centre Theatre Location: Sandy, Utah Designer: Beecher Walker and Tait Technologies Contractor: Layton Construction The Hale Centre Theatre opened a new 133,000-square-foot facility in September 2017 in Sandy, Utah. The $80 million project includes seating capacity for 1,360 patrons. It features two stages and is more than double the size of the previous theater. Layton Construction served as the general contractor for the project. It is the most technologically advanced theater in the world.

Project Name: Market City Center Location: Chattanooga, Tenn. Designer: Stevens & Wilkinson Developer: The Simpson Organization Contractor: EMJ Construction Market City Center is expected to play a key role in the continuing revitalization efforts of downtown Chattanooga. The building is the tallest to be constructed in nearly 40 years. A concrete podium structure offers 21,000 square feet of ground-floor retail and restaurant space and 21,000 square feet of office space on the second floor. Floors three through 10 hold 125 apartments and parking.

Project Name: M arriott and Residence Inn Columbus (University Plaza) Location: Columbus, Ohio Designer: PFVS Architects Contractor: Continental Building Systems This project faced unique design challenges and was one of the first full-service and select-service dual-brand projects to open in the country. It has a new M-Club design concept, with the club directly adjacent to font desk and restaurant, and more than 12,000 square feet of meeting space. It has 240 Marriott rooms and 114 Residence Inn rooms.



Congratulations to Fortney and Weygandt on a job well done! MELT BAR & GRILLED - AvON, OH

Herschman Architects, Inc. is now Onyx Creative, a national architecture, engineering and brand experience firm. Onyx Creative designs memorable spaces for Melt Bar & Grilled and other restaurant and retail clients.



Architecture | Engineering | Interior Design | Branding Cleveland | Tucson | Los Angeles CIRCLE NO. 39

PROJECT PROFILE AWARDS Project Name: Marriott University of Dayton Location: Dayton, Ohio Designer: Thomas Hamilton & Associates Contractor: Philmac Inc.

McLeod Health ICU Tower Florence, SC

The Marriott University of Dayton is a departure from the prior hotel, which had separate bar and restaurant areas. The hotel’s great room presents a vibe that immediately connects the customer with the area’s energy and activity. These elements are captured through design and execution.

Project Name: McLoud Health Center for Intensive Care Location: Florence, S.C. Designer: D esign Strategies Architects and Engineers Contractor: KBR Building Group When McLeod determined that a majority of beds within its geographic area would need to be ICU beds, an ambitious program required a 160bed ICU tower to be built between two existing bed towers. Site logistics were paramount in order to minimize impact on the current hospital circulation of patients, ambulances, visitors, physicians and staff, while maintaining a safe and secure environment in which to work.

Project Name: Melt Bar & Grilled Location: Avon, Ohio Designer: Onyx Creative / Herschman Architects, Inc. Contractor: Fortney & Weygandt Inc. This location of Melt Bar & Grilled has 6,000 square feet of space that can serve 270 guests. A remodeled existing restaurant, the new eatery includes a private space, featuring garage doors and an outdoor patio. This project had a tight schedule of about six weeks to meet the owner’s opening date.



Taylor Bros. would like to

CONGRATULATE all the winners of the

Commercial Construction & Renovation Project Profile Awards

National Contractor

Construction Manager Self-Performing General Contractor Fixture Installation

MBE - Minority Business Enterprise


PROJECT PROFILE AWARDS Project Name: NordHaus Luxury Apartments Location: : Minneapolis, Minn. Contractor: Weis Builders Underlayment Supplier: Hacker Industries Inc. NordHaus Luxury Apartments sit on 3.2 acres just east of the Mississippi River in Downtown Minneapolis. The $75 million project broke ground in August 2016. The entire structure is scheduled for completion in 2018. The apartments will include a wide range of amenities, including quartz countertops, in-unit washers and dryers, and stainless steel appliances.

Project Name: One Legacy West — Tenant Amenity Areas Location: Plano, Texas Designer: Building Architect: Morrison Dilworth + Walls; Interior Architect: lauckgroup Contractor: Austin Commercial One Legacy West is a minimalist, high-spirited amenity area that mirrors the building’s professional tenants. A multipurpose space includes conference rooms, lounge areas, an outdoor deck, a fitness center, a locker room and a 50-seat eatery. The project required ample coordination between all parties to assure the final space was pristine.

Project Name: Peter Strauss Ranch House Location: Agoura Hills, Calif. Designer: Wiss, Janney, Elstner Associates Inc. Contractor: Anderson Burton Construction The Peter Strauss Ranch House renovation project is an example of an efficient government project designed to preserve a historic structure and improve access to the public. The renovation returned the structure to great condition, while adding universal access. It is now used for school programs, music festivals, and interpretive programs, and is available for weddings, graduations and retreats.





Project Name: Signal Mill Location: Chattanooga, Tenn. Designer: Hefferlin & Kronenberg Architects Contractor: EMJ Special Projects Originally constructed in 1916 as a textile manufacturing facility, this 2 1/2-story structure in Chattanooga’s North Shore District was renovated into an urban, mixed-use retail, restaurant and office development. The building’s first and second floors are repurposed into a spaces for boutiques, specialty food shops, offices and Edley’s restaurant, at the opposite end of a second restaurant, Food Works.

Project Name: Slipstream Location: Washington, D.C. Designer: //3877 Washington D.C.’s second Slipstream location mirrors the coffee-to-cocktails concept for which the establishment is known. Design details include wood-paneled ceilings and copper pendants, but the restaurant is a departure with regard to flow. Two concise paths allow customers to order takeout with ease or choose to dine in house in the dedicated eat-in section.



Project Name: Fort Worth Tanger Outlets Location: Fort Worth, Texas Designer: A dams + Associates Architecture Contractor: MYCON General Contractors The new Fort Worth Tanger Outlets $50 millionplus project’s duration was fast-tracked by three weeks. It includes 10 separate buildings and all required site work. Out-of-the-box thinking regarding the civil package was implemented, and lime was used to make select fill, saving the owner/client money and time.

Project Name: Super Target Location: Fort Worth, Texas Designer: RSP Architects Contractor: T aylor Brothers Construction Co. Inc. The Fort Worth Super Target project was a 20-week renovation that incorporated Target’s Next Gen prototype, including a raised bulkhead with indirect and track lighting throughout the store. The renovation also included a grocery makeover, a new beer and wine area, a renovated guest service area, new check lanes, new automatic entrances, and a new exterior.



The Art of

TRIAL & ERROR E By Grace Daly

very leader knows that tolerating failure is an essential

key to success. The only way to achieve a desired result in any endeavor is through trial and error. Leaders see

failure as a simple trial and error process with varying degrees of risks and results.

The majority of people fear failure and will always stay in what they feel is their “safe zone,” therefore never really allowing themselves the possibility of embracing just how great of a success can be achieved. So, what happens when we’ve had a couple of trial and error episodes? How do we keep our drive, our spark? The best way to push forward past this hump is simply to stay focused on the goal. If we can remind ourselves to recognize that the benefits of the goal achieved far outweighs the calculated risks of failure – this energy of a greater good will keep us pushing forward. Here are some additional tips for the best way to start moving forward again:



1. C hange your perception of “failure” as simply a trial and error process, a live experiment, if you will. This shift in perception encourages creativity to kick in, opening up untapped, unlimited resources.

2. W e get wiser with each trial and error when we learn to not repeat a specific action that may have been the direct reason for the undesired result. We’re all human and will make mistakes from time to time but if we can ensure we don’t make the exact same mistake twice – then that’s a huge takeaway.

3. Realize that each and every one of us works through our own trial and error processes – whether on a personal or business level. There are no short cuts here. We usually only hear the success stories but the truth is behind every success there are dozens, if not hundreds of trial and error processes that finally lead to the desired result. 4. Lastly, similar to quotes of many great leaders – failure is not in the falling but rather in the not getting up. So be sure to get up fighting.


Check In/Breakfast

8:30 am – 9:00 am

Welcome and Ice Breaker Activity

1:30 pm – 2:45 pm

Workshop Options • Mentors, Sponsors & Networking • Colleen Biggs, The Little Gym • Gender and Generations in the Industry • Peggy Newquist, Constructing Opportunity, LLC

2:45 pm – 3:15 pm

Break w/snacks

3:15 pm – 4:30 pm

Panel Discussion Building Connections to Drive Success • Greer Gallagher, VP, Interiors, Holder Construction • Lu Sacharski, Sr. Director Project Manager, Interserv Hospitality • Ana Maria Taroco, Sr. Project Manager, Balfour Beatty • Katie Leonard, Vice President, BDR Partners • Hannah Hieu, Sr. VP Design & Architecture, Westfield

4:30 pm – 5:00 pm

Wrap Up and Closing

9:00 am – 10:15 am Communicating with Influence • Maureen Keane, Keane Communications 10:15 am – 10:45 am Break w/snacks 10:45 am – 12:00 pm Workshop Options • Negotiating for Yourself • Jessica Murphy, Mirick, O’Connell DeMallie & Laugee, LLP • Culture & You • Michaelann Agoranos, Constructing Opportunity, LLC 12:00 pm – 1:30 pm

Lunch w/Keynote • Nancy Juneau, President, Juneau Construction


1170 Peachtree Street NE, 3rd Floor, Atlanta, GA 30309 Produced By

For information and to register visit: CIRCLE NO. 42

Each person has her varying degrees in tolerance for how much failure she can accept before it becomes debilitating mentally, spiritually or financially. Business failures that drain you mentally, break your spirit or financially crush you are hard to overcome – but they are surmountable. All experiences are surmountable if you continue to learn and improve from it. A great example of this is a very well known American business woman who was found guilty in 2004 of felony charges: conspiracy, obstruction of an agency proceeding and making false statements to federal investigators. She was sentenced to serve a five-month term in a federal correctional facility and a two-year period of supervised release, including five months of electronic monitoring. Many people, including myself, thought that her business was over. This conviction was going to negatively impact her product line and her overall brand. But we were all wrong. After serving her sentence – she publicly announced a comeback and boy did she come back. Her success came back with a vengeance; catapulting sales of her new brands in major retail chains and opening up other media channels of her business. For business situations – emotions play a double edged sword. Emotions can sway good business judgment but yet emotions can also create the fire and drive to push through hard times. Emotions can also give people blinders by attaching to a certain process or outcome.

Because it’s so hard to remove the emotions, at the very least, we should be aware to manage our emotions. And let’s note an important clarification between emotion and intuition.

Because it’s so hard to remove the emotions, at the very least, we should be aware to manage our emotions. And let’s note an important clarification between emotion and intuition. Emotion may be affected by our egos, where as intuition is innate. If you can manage your emotions and trust your intuition your success rate in your endeavors will increase dramatically. As leaders in our industry – we have a duty to inspire our teams to grow. Here are some ways to implement that: 1. C reate a flourishing work environment that promotes creativity and healthy risk taking by acknowledging team members for their suggestions and efforts, as well as, their successes. Try to limit the use of the word failure. Failure implies a complete dead stop. Nobody wants to be known as a failure or associated with one – so why create that negative energy? Instead try to use the terminology trial and error. In fact – make it a challenge. Every time someone says fail or failure – they have to put a dollar into the cookie fund. 2. N ow that there is a flourishing work environment, continue to make the time to listen to your team members. Very often, I’ve seen business owners or senior management completely outsource to consultants for a new pair of eyes instead of tapping the resources within – their own employees that intimately know the company culture, day to day operations and the clients’ needs of the business. If you do work with consultants please be aware to envelope your team members in the process so there is a clear understanding that there is just one team. 3. H ave a formal process to follow through and track ideas and programs suggested from within. Have fun with it, make it a contest and discussed as part of the quarterly company breakfast meetings. It's important to follow through and take action so that the team members know any viable suggestions will be tested and engaged with. Overcoming undesired business results (see, I don’t have to put a dollar into the cookie fund.) is all based on the individual’s bounce back stamina. What’s your bounce back stamina? At the end of the day – remember – it’s just business. Learn from it, grow from it, while always maintaining your fiscal responsibilities. If you are fortunate enough to have your health and your loved ones – only unlimited possibilities exist for everything else. WC

Grace Daly is the founding host of, the industry podcast show. With more than 20 years directing design, construction and facilities for national retail brands, Daly’s current role as interviewer, author and business coach celebrates the leaders in our industry she fondly refers to as her family. Please feel free to reach out to her at





Bldg. 101, a new modern 48 person dormitory for housing unaccompanied enlisted personnel stationed at Thule. Photography by: USACE


All points north Things are looking up at Arctic air base

A special supplement to:


Facility improvements enhance learning environment for multiple school districts across country

All points north

Things are looking up at Arctic air base

By JoAnne Castagna

M-Plant, Thule’s main power plant that houses the latest energy efficient exhaust gas boilers. Photography by: USACE.




ecent missile threats to the United States has the U.S. Military looking up to its northern most installation in

Thule Air Base, Greenland. It's there that the U.S. Air Force monitors the skies for missiles from its Arctic location strategically positioned at the halfway point between Washington, D.C., and Moscow.

Bldg. 101 in construction, note the raised footing for proper ventilation to maintain the permafrost conditions, steel frame to be enclosed with a pitched metal roof & insulated exterior panels. Photography by: USACE.

"Thule's unique location makes it a key asset to the United States, however its unique environment makes it a difficult asset to maintain," says Dan Rodriguez, acting-Deputy Base Civil Engineer, Peterson Air Force Base. The U.S. Army Corps of Engineers, New York District, is doing something to address both of these areas. They are performing a major base consolidation that will save energy, tax-payer money and most importantly improve U.S. Air Force readiness. 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. For over half a century, the base has been home to active-duty Air Force members who live and work in this remote and harsh environment to perform National security. Throughout this time, the Army Corps under extreme arctic weather conditions, has helped the base fulfill this mission by constructing many structures including several dormitories, an aircraft runway, taxiways and aprons and even a medical facility. Now the Army Corps is consolidating and modernizing the base.




Built for need

In the early 1950s, the base's main mission was to be an aircraft refueling stop. It was home to 10,000 U.S. military airmen and there were many buildings spread throughout the entire base. During the Cold War Era, the base's mission changed and it is now performing missile warning and space surveillance for the United States. Today, the base is home to 650 personnel – 200 are U.S. Military, and the rest are Danish and Greenlandic residents.


During the Cold War Era, the base’s mission changed and it is now performing missile warning and space surveillance for the United States.


Many of the original buildings are still in use, but have become severely weatherworn, energy and fuel is being wasted to heat them and they are a distance to travel to. These buildings are also a distance from the base's central heat plant. This requires maintaining long pipes to transport heat to these old buildings. The U.S. Air Force, as the rest of the U.S. Military, has been on a mission to save energy. Because of this, they decided to call on the Army Corps to consolidate the base. "Much energy and money will be saved by not heating those archaic facilities," says Stella Marco, project manager, New York District, U.S. Army Corps of Engineers. The consolidation effort will reduce the size of the base by 40 percent. The Army Corps is doing this by demolishing 31 old buildings and building new structures closer together in the central area of the base where essential services are located including the airfield and hangars, dining facility and hospital. The main structures that are being constructed are dormitories for non-commissioned officers who are visiting or on temporary duty at Thule. Presently, the Army Corps is working on five dormitory projects. This includes constructing flattop and high rise dormitories and renovating 636 existing dorm rooms.





May 8 – 10, 2018





The Army Corps is also constructing a base supply and civil engineering shop and a vehicle maintenance and pavements and grounds facility. Other possible projects include expanding the base's air passenger terminal and air freight terminal. These new and renovated buildings are going to be heated with an upgraded heating system. The base's heating plant is receiving new more energy efficient exhaust gas heat recovery boilers and engines. The new system will recover waste heat from the engines for production of steam to the steam distribution system that is being converted to a hot water system. Performing construction in an Arctic environment is challenging and the Army Corps is an expert on this after having performed work for the base for over half a century. Consolidation is always good as a way to save energy and money, but it is even more important in the Arctic.

“It’s estimated that there will be an energy reduction of 35 percent. Since 2009, when the consolidation was starting up, the base has saved almost $37 million in energy savings and in base operating costs.” – Dan Rodriguez, Acting-Deputy Base Civil Engineer, Peterson Air Force Base

"At such a remote and cold location, construction, maintenance and utility costs are very high," says Markus Tyboroski, Site Support Engineer, Thule Air Base. "For example, it costs three times as much to build a new facility at Thule as compared to an average location in the United States and annual fuel costs for power and heating are $12 million." This consolidation, will result in reduced base operation and maintenance costs and will provide energy savings," said Rodriguez. "It's estimated that there will be an energy reduction of 35 percent. Since 2009, when the consolidation was starting up, the base has saved almost $37 million in energy savings and in base operating costs." Ultimately, the consolidation effort is to benefit the Airmen protecting our Nation. "The consolidation will provide airmen improved support because they are receiving modernized facilities and the buildings will be closer together," Rodriguez says. "It's great to see the project funded and in the works." FC

Construction challenges in the Arctic Construction in the Arctic 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 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 three 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 Fahrenheit. In the winter, temperatures can be as low as minus 30 degrees Fahrenheit. It is also during this time of year 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 warmer weather makes it possible to break up the iced in shipping lanes. This allows cargo ships into port that are supplied with fuel and building materials. Building materials include prefabricated parts so that the workers can perform construction rapidly. Materials include concrete foundations, insulated steel and metal walls and roof panels. When winter arrives, workers begin interior construction. This work includes constructing mechanical, electrical, plumbing and fire protection systems that are designed to withstand extreme frigid sub-zero temperatures.

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







Facility improvements enhance learning environment for multiple school districts across country By Dan Dowell


oday’s schools face unprecedented challenges as they strive to prepare students to

compete in a dynamic global market place. While innovation and technology are at the forefront of education principles, many schools are faced with choosing between funding needs. According to the U.S. Green Building Council (USGBC), $542 billion is required over the next 10 years just to modernize our pre-K through 12th grade educational infrastructure, which doesn’t include the need to fund technology upgrades in the classroom or new construction to cover average daily attendance growth. As we compare facility funding investments from 1995 to 2004 versus 2005 to 2008, several troubling trends are revealed. According to the U.S. Census of Governments, we spent approximately $7.5 billion on facilities annually between 1995 and 2004. But between 2005 and 2008, we only spent approximately $3 billion annually. While government data on facility spending is not currently available after 2008, what can’t be missed is that since the financial collapse of 2008/2009, there is an increasing demand on decreasing school revenues. So, basically, since 2005 we have seen a significant increase in deferred maintenance and postponed improvements due to decreased revenues. Soaring utility costs only add to the funding problems. Energy has become an enormous expense for U.S. K-12 schools – approximately $8 billion each year per the U.S. Environmental Protection Agency (EPA) and U.S. Department of Energy (DOE), which is 30 percent more than necessary according to ENERGY STAR reports. This exceeds what is spent on computers, textbooks and other educational materials. This cost eats into the operating budget, and negatively affects spending for technology and other educational needs and limits the programs schools can offer.




Creative energy solutions

The EPA and DOE estimate that by improving energy efficiency, K-12 schools can save $2 billion annually. As a result, many school districts across the country are taking dramatic steps to increase the energy efficiency of their buildings, with the most innovative turning their wasted energy into funding for mission-critical facility improvements. Through creative energy retrofit packages, schools are beginning to find ways to fund major technical infrastructure upgrades, reduce energy use and operating costs, and meet sustainability goals and requirements – without any negative impact on the education budget or increasing the burden on taxpayers. Specialized energy services providers, such as ABM, offer a comprehensive suite of high-efficiency conservation, facility modernization, and HVAC services that create a solution to schools’ facility funding needs. This process includes an assessment and analysis of a building’s infrastructure needs, innovative operating


Through creative energy retrofit packages, schools are beginning to find ways to fund major technical infrastructure upgrades, reduce energy use and operating costs, and meet sustainability goals and requirements.


cost profile, and long-term capital needs so a customized funding plan is prepared. This approach is ideal for schools starving for capital because it packages the equipment, installation, and ongoing maintenance costs into a single turnkey project that produces guaranteed energy savings and often general fund relief. That newly created funding can plug budget gaps or pay for other educational programs.

Harris County (Georgia) renovation saves millions in energy costs

Harris County, Georgia is a scenic, rural community 90 minutes from Atlanta. Like other school districts across the nation, the Harris County Public School District is dealing with serious energy infrastructure issues. While committed to providing a high-quality learning environment to students and staff, it has struggled to maintain campus building standards in the face of unprecedented financial challenges. Knowing studies have shown a better a physical environment – including indoor

comfort, air quality and lighting quality – impacts learning, productivity and achievement, Harris County officials wanted to upgrade facilities and improve energy efficiency without increasing budget or sacrificing curriculum. Harris County worked to find a tailored solution that allowed its schools to make significant technical renovations without burdening an already tight budget. The solution included major facilities and energy upgrades to seven elementary, middle, and high schools, as well as three administrative buildings. Upgrades included: • Replacing over 70 pieces of heating and cooling equipment with state-of-the-art systems for enhanced comfort and indoor air quality as well as lower energy and maintenance costs • Installing thousands of new high-efficiency LED lights and 700 occupancy control devices to reduce energy and maintenance costs while improving lighting quality and safety • Retrofitting more than 300 water consuming devices, such as toilets, urinals, and sinks to reduce water consumption • Implementing an energy management control system to conserve and monitor energy use As a result of the improvements, Harris County anticipates savings of more than $10 million in energy and operating costs over a 20-year period. The project is expected to reduce the school’s utility costs by 36 percent annually. In addition, the project has no incremental capital cost and does not require additional tax demands on the community or programmatic cuts for the school. The improvements are 100 percent funded through the existing operating budget and the results are guaranteed.

Other schools take action

Harris County is one of the latest school districts to discover the many benefits of a comprehensive energy retrofit program, which can include: • Guaranteed energy use and cost savings of up to 50 percent • Reduced equipment downtime and repair costs • Reduced environmental impact • Minimized taxpayer burdens • Enhanced governmental compliance • Increased student and staff performance • Improved comfort, health, and safety of staff and students Around the country, other school districts are leading the charge. In Tucson, Arizona, the Altar Valley School District encompasses nearly 600 square miles of high Sonoran desert and mountains just outside of the city. Summers can be extremely hot and students often face outdoor temperatures in excess of 100 degrees at the beginning of the school year. ABM had been providing custodial services to the Altar Valley School District for more than a year when it became aware of the HVAC, energy efficiency and budget concerns confronting the school. Foremost among them was new budget cuts, which were set to hit in the 2014-2015 school year with an estimated budget decrease of $147,000. Cuts across the board were imminent. After six months of careful analysis, Altar Valley tailored a solution that allowed its schools to make significant technical renovations through a creative retrofit package without burdening an already tight budget – since the energy savings were guaranteed by their provider, the solution would be budget neutral. Altar Valley was able to make $430,000 in facility upgrades. In fact, the customized program is guaranteed to save more than $732,000 in energy and operating costs over the next 15 years.




“This guaranteed energy performance contract could not happen any other way,” says Dr. Nathan McCann, Altar Valley School District Superintendent. “In our district, it is unfeasible and unrealistic to bond or have a capital override. But this is work that has to be done now, particularly on the HVAC side.” Energy-efficiency improvements included installing a web-based, automated energy control system to better manage energy use, reduce repair costs to HVAC equipment and notify staff of problems as they arise at Robles Elementary, the district’s administration office and transportation buildings. ABM installed state-of-the-art LED lighting in Robles Elementary’s library and cafeteria, and of significant benefit to the district are the HVAC equipment upgrades at Altar Valley Middle School’s library, the district’s administration office and transportation buildings. An abandoned well was also put into working order, enabling irrigation of

Transforming waste into efficiency and using the savings to overcome financial challenges and improve student learning is a great legacy for today’s schools.

campuses and athletic fields across the entire district. This one change alone provides annual savings of approximately $23,000.

Lasting legacy

Transforming waste into efficiency and using the savings to overcome financial challenges and improve student learning is a great legacy for today’s schools. The projects promote energy management and reduced utilization, aid school infrastructure modernization, help meet government sustainability regulations, and teach students about being socially responsible and positively affecting the environment through conservation and recycling. The results of these types of energy retrofit solutions can be equated to saving millions of kilowatt hours, eliminating thousands of tons of CO2 emissions, taking thousands of cars of the road, preserving thousands of acres of forest and powering thousands of houses without additional power plants. FC

Dan Dowell is the VP of ABM's Bundled Energy Services. With more than 22 years in HVAC construction, facility maintenance and energy performance contracting experience, he has helped hundreds of K12 school districts, municipalities and universities across the country create the funding required to meet their mission critical needs.




An inside look 10 construction executives share their insights into UTHealth's recent expansion efforts


ith the expansion for UTHealth’s Education and Research Program (ERP) expansion underway, the construction and project management teams behind the effort wanted to share their insights into what goes into a project. As part of the University Center Tower Education and Research Program (ERP) expansion, the most recent project will add a two-story, 45,000-square-foot addition over the parking garage. The new building expansion will be occupied by UTHealth School of Biomedical Informatics and will include classrooms, conference rooms, dry lab research, a stairway that joins the two floors and a lounge/collaboration area. Access will be provided directly from the UCT level six and level seven elevator lobbies. UTHealth’s main campus is located in Houston’s Texas Medical Center. It is composed of 13 main campus facilities and six Auxiliary Enterprises facilities for a total of more than 6 million square feet. It is composed of six schools and administrative, biomedical research and patient care facilities.


The following is a snapshot of how each team member handles their responsibility: Julie Lucas, Director, Project Management Team: The UTHealth project management team is a branch of the Department of Facilities Planning & Engineering team. The team’s mission is to manage renovations in buildings owned by UTHealth as efficiently as possible, bringing best value to the university while following applicable procurement laws and insuring code compliance. The team consists of a director and seven full time senior project managers and one senior support assistant. UTHealth project managers are currently managing 112 projects that total more than $273 million. These include the management of Tuition Revenue Bonded Projects (TRBs) that total more than $111 million and also the Jesse Jones Library Projects that total over $23 million. Project requests are received by the director, and then assigned to a senior project manager, who then develops an accurate and detailed scope of work.


UTHealth project managers are normally assigned to specific buildings so they become familiar with the facilities, procedures and occupants. Once the funds required to design the project are approved, the project manager will work closely with the customer, design team and other internal stakeholders to professionally design and bid the project. Once bids are received and the baseline budget is approved, construction contracts and other associated purchase orders will be issued. The project manager is responsible to manage and maintain the project budget and schedule. In addition, the project manager is solely responsible for the project integration, scope, time, cost, quality, human resources, communications, risks and procurement of the project deliverables. Clinton “Brooks” Herman – Office and Lab Remodels: Most office remodels occur with occupants all around who need to continue to work. This may require relocating of the tenants temporarily, and must be

determined at the start of the project. Being a higher education institution limits the capabilities of contractors during heavy noise activities or may not even allow power actuated devices, due to potential safety hazards or exams being administered during normal working hours. Proper coordination with the building manager and maintenance lead will prevent unnecessary disruptions to the occupants during prominent timeframes. Other key parties include end users, Environmental Health & Safety, controls, other project managers, sponsors and building occupants. Research laboratories require a unique atmosphere of controls to follow in order to properly allow experiments to take place by the researchers after completion of work. Active experiments are ongoing around the construction premise, so dust and noise must be minimized. Investigating the current positive/negative air pressure, med gases, power requirements are paramount for the end user’s research and proper execution of the project. The last piece is making sure the lab or equipment is completely decommissioned prior to getting contractors started.

Laura Berbel – Cizik School of Nursing Simulation Lab: UTHealth is an ever-evolving campus. The dean for the Cizik School of Nursing at UTHealth, Dr. Lorraine Frazier, began planning for the Simulation Lab renovations in October of 2015 to improve their already highly accredited nurse training program. The goal is to “differentiate” the UTHealth simulation lab from others in the Texas Medical Center. The current simulation lab is approximately 19,000 square feet and the faculty participated in a study to update their current academic program along with the renovation plans for the Simulation Lab. The entire program was innovated to enhance the learning experience for the Cizik School of Nursing students. The project is supported by UTHealth President Dr. Giuseppe Colasurdo for its promise of increasing student experience and school enrollment. The renovation will be a challenge to complete while maintaining the academic programs underway. The project renovation plan is currently to stage the entire existing program on half of the floor while the other half is under

construction. The building is a LEED Gold structure, which utilizes underfloor air distribution and natural lighting. The design team has currently planned to maintain the integrity of the building design while providing a state-of-the-art simulation lab. Early programming plans for the space identified that the fourth floor of the Cizik School of Nursing building is a data HUB for buildings nearby. Coordination with UTHealth Information Technology was required in order to obtain square footage from the IT room for maximum utilization of the square footage of the floor for the new nursing program. Monica Haley – Continuum of Care Campus: In order to identify the stakeholders, we met with the current leadership for UTHealth Harris County Psychiatric Center. With their help, we identified the best person from each group within the hospital (nursing, admitting, facilities, human resources, etc.). Based on that list, we had our first round of programming meeting. During these meetings, it was identified that there were a few people missing from our list. We were able to update our list and invite those people to the next programming meeting.



Since the funding for the new hospital was being routed through the Health and Human Services Commission, we have kept them involved with every step of the process. Their representatives attended the interviews for architectural firms, they have been sent a copy of each iteration of the draft program thus far and have been requested to provide comments on the program, and we are currently working with them on processes to ensure that they remain involved during the design and construction of the new facility as well. Monica Haley – UCT AHU Project: For the University Center Tower (UCT) AHU Replacement Project, we had to consider how to replace 33 air handlers in a fully occupied building without disrupting

occupants and operations. We worked with the engineers on this project to determine that we could replace one (or potentially two) air handlers over a weekend, starting at 6 p.m. on Friday and having the new AHU running by 6 a.m. Monday morning. This work entails taking down and tearing out the existing unit and assembling and connecting the new unit in a matter of roughly 60 hours. Since the AHUs on each floor are generally the same, we think that after the first few AHU replacements the contractor will have a process down that will allow us to potentially replace two AHUs over a weekend, thus speeding up our overall schedule to complete the project. Along with the tight timeline to replace the units, the contractor will also have limited laydown space in the area for their materials. During the pre-bid walk, we showed the potential contractors a small area that could be used to “stage” an AHU before it is installed, but it would not be allowed to remain in that area for an extended period of time. The contractors would need to bring the AHU(s) to the building as needed for that weekend installation. All other AHUs that are waiting to be installed would need to be housed in a fully insured and bonded warehouse.

Proper coordination with the building manager and maintenance lead will prevent unnecessary disruptions to the occupants during prominent timeframes.

Ginger Williams – University Center Tower (UCT) Education Research Program Expansion: The initial idea for the expansion consisted of a single floor building that would be a permanent – Clinton “Brooks” Herman, home to a designated Office and Lab Remodels department or function which needed to be close to the administrative offices at the university in the future. The space was needed as “swing space” to temporarily house those who may be displaced by other Tuition Revenue Bond (TRB) projects in the building. This single floor would match the footprint of the existing tower at approximately 29,000 square feet. As the schematic design phase progressed, leadership and others began to discuss the possibility to expand the designs to a two-story facility given the need for space identified by the university’s Space Committee. We are building a two- story facility totaling gross square footage of 44,709 and usable space of 39,259 with an efficiency ratio of 80 percent for UTHealth School of Biomedical Informatics.



This school is the only one of its kind with a mission to educate health science professionals, discover and translate advances in the biomedical and social sciences, and model the best practices in clinical care and public health. The deadline for this project is December 2018. To meet this deadline, we have partnered with the school to design six packages to be formally bid to the public. Currently, we have awarded the core and shell package which is under construction with the interior package bids due this spring. The furniture, signage, security and information technology packages are still in design to be awarded this June. Building on top of an existing structure built in the 1970s has proven to be a challenge. Load capacity, column placement on top of existing columns, existing concrete depths, and occupied space limitations required additional attention that would not be present on a ground up build. The load capacity requires laydown of materials in specific locations. The columns must align with existing columns for adequate structural support. Concrete depths restricted the amount and type of concrete to be poured for the new level six foundation. Occupancy in the garage below the construction has been limited on nights and weekends. We are closing portions of the garage and changing entrance locations regularly which is inconvenient to those who park in this facility, but at all times safety is our No. 1 concern. Steven Bennett – Medical School Mid-Cycle Renovations (TRBs): The McGovern Medical School Building has been serving students and supporting research since 1977. In 2014, planning began to replace aging infrastructure serving the facility such as electrical switchgear, air handler replacements, and plumbing system upgrades. After nearly 40 years of operation, these systems were in desperate need of replacement. These building system componentized replacements aim to provide 20-plus more years of service to the building, while providing reliable operation. Replacement of these systems became challenging due to the fact that the building would remain fully operational with normal activities ongoing. Partnering with our internal maintenance and operation personnel, and design teams familiar with the Medical School Building, the Facilities Project Management team coordinated a sequence for the replacements of the Mechanical, Electrical and Plumbing (MEP) systems with minimal planned interruptions.

Working in a fully operational building, with the expectation that normal operation and all planned events continue, has required extraordinary coordination. With the additional building occupancy load of contractors, we had to define specific restrooms and elevators for their use to minimize congestion and reduce impact on UTHealth employees. Along with the additional personnel, material delivery and staging was also augmented to prevent disruptions from normal building activity. Restrictions on available storage space and an extremely busy loading dock presents challenges for large deliveries. We’ve also had to schedule heavy equipment such as cranes to deliver large components that would not fit in the service elevators.

Communication must remain constant and concise. The distribution of information doesn’t stop with building administration and occupants, it extends out to other internal support groups of the university such as Environmental Health and Safety and the UT Police Department. In consideration of our neighbors in the world’s largest medical center, we also maintain communication with Texas Medical Center staff and Memorial Hermann Hospital System staff to inform them of upcoming traffic disruptions in the area related to construction events. Brady Smyth – School of Public Health Mid-Cycle Renovations (TRBs): The original School of Public Health was constructed in 1973. Most of the existing infrastructure is still in place and functioning due to a very comprehensive maintenance program. Aging equipment, however, presents ongoing challenges. An engineer completed a review of existing MEP systems and



projects, and have been hired as staff augmentation through Hill International Inc. (a construction consulting firm) to provide additional project management support. My first day was a little over a month ago, and I’m very happy with this opportunity to work with the project management team at UTHealth. There is always a learning curve starting at a new office with site specific policies and procedures to learn. But the project management team at UTHealth has been very helpful in pointing me in the right direction and making my transition very smooth so I can hit the ground running. First impressions are important. And it usually works both ways. For example, aside from the regularly scheduled staff meetings. I find it refreshing – Ruben Gonzalez, the whole group makes time to have lunch together JJL Building renovations at least once a month (very impressive in today’s industry). This proactive and team building approach encourages communication on how our projects are going, if anyone had similar experiences they would like to share with an active project, Ruben Gonzalez – JJL Building Renovations: I am the newest and even how the new family pet is adjusting to his new home. This is member of the project management team. I come with over 22 years a nostalgic nod to “the family who eats together stays together.” of experience in project management in commercial and health care presented recommendations for what needed to be replaced, repaired or left in place. We developed a scope that emphasized efficiency. This new equipment will allow more efficiency, which in turn lowers energy usage and would allow the maintenance staff to focus primarily on preventative maintenance instead of reactionary maintenance. Documents were submitted to all parties in the building for review and input on the design. Given that the school is occupied during all hours of the day and weekends, we have started working during early morning hours in an effort to limit noise disruptions. This MEP upgrade project will provide an internal facelift for a building that is over 40 years old. We’re looking forward to energy savings, equipment efficiency, newer technology and a building that functions at optimal levels when this project is complete.


The directorship and executive leadership at UTHealth are very hands on and stay engaged in their teams’ projects, they have the helm.


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Who is driving the ship? Of course, a senior project manager is expected to be responsible for their own projects’ health. Our existence is to ensure they are completed on time and within budget. This core mission is the goal of the entire project management team. In my short time here, it is clear this mantra is embodied by the example and actions of our leadership. The directorship and executive leadership at UTHealth are very hands on and stay engaged in their teams’ projects, they have the helm. Regularly scheduled staff and team meetings are concise and impactful. The streamlined processes are not by accident, they are well thought-out methods of cultivated design. The honeymoon period is over for me, I have received my site training and am now familiar with UTHealth procedures, systems,

and living metrics. I am part of the team and fully engaged in the local culture of keeping current with the latest health care design and construction standards, and becoming a technical resource for our internal clients. I look forward to being assigned and completing new projects here at UTHealth. Robin Murtishaw – Senior Inspector: As inspectors for UTHealth projects, we conduct QAQC inspections by verifying installation of AHU’s, heat exchangers, pumps, exhaust fans, ductwork, piping, plumbing, BAS controls and subsequent testing and commissioning of the MEP systems to deliver quality, properly documented projects to our customers. We help with shutdown investigation and planning to try to minimize downtime and disruptions. We also provide expertise in drawing and specification reviews on projects to help lessen the need for changes and project slowdowns due to incomplete or lack of information and submittal


reviews to verify that the contractors and their subcontractors are providing equipment and materials that meet specifications. Jason McDaniel – Senior Inspector: As the UTHealth senior construction inspector, my main role is to ensure that the project contract documents are enforced from the beginning, verifying via inspection process that the installations are done in accordance with the specifications, applicable codes and UTHealth standards. I have the privilege of working on one of the most complex and challenging projects in my career at the McGovern Medical School Building. The Tuition Revenue Bond funded project included the replacement and relocation of the existing switchgear in the penthouse of the building. This project also includes the addition of a generator load bank and the replacement of an existing diesel generator. A new natural gas fueled generator is to be installed in the penthouse. This building supports education, critical research, and administration and must remain fully operational for the duration of the project. An extensive amount of coordination before, during and toward the end of this project has been vital to keep track of scope, budget and schedule. I have to keep daily communication with my senior project manager, Steven Bennett, Construction Superintendent Francisco Turrubiartes, as well as the Medical School Facilities team. Our team has done a great job in resolving potential issues without impacting the goals of the project. Coordination has also been key in the transferring electrical power services from old electrical components to the new. To accomplish this, late night, weekend power outages have been scheduled in a timely fashion with the researchers and faculty. I am also involved in the Campus Electrical Switchgear Preventative Maintenance Project. This includes seven of UTHealth’s buildings. This process helps identify and prevent potential failures to the primary electrical systems through a series of testing and verifications. Cleaning, torqueing, resistance testing, certifying that equipment meet NETA and manufacturer standards. This requires a thorough knowledge of each building, which would not be possible without the maintenance team in each building. Their indepth knowledge of the buildings has been vital in the successful completion of buildings with critical research, vivarium, BSL’s and classrooms, with minimal intrusion or impact. I assist in the coordination of these power shutdowns with the maintenance team, the certifying contractor, with oversight from my Senior Project Manager, Ginger Williams, Facilities Planning & Engineering Director Julie Lucas and William “Wes” Stewart, VP for Facilities Planning & Engineering at UTHealth. HC


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Canada strong Heating pros brace Maritime multi-family, seaside units for the cold By Dan Vastyan



anada’s Maritime Provinces saw a considerable surge in condominium construction between 2010 and 2012. New luxury units were going up in every town that boasted a view of the water. While residential growth in New Brunswick, Nova Scotia and Prince Edward Island has since slowed to a degree, the condo boom brought some changes to the small provinces. Heating professionals noticed a trend. High-end, multi-family structures - whether vacation rentals or primary residences – are a relatively new element to the housing market in most of the Maritime region. In an area dotted by 150 year old Victorian homes, modern condos stand out architecturally, and from a design perspective, as well.


With condos came a few new climate-based challenges to “Individual metering was probably the biggest consideration property owners, developers and HVAC professionals. for this project,” says Provident VP David Hilchey. “Both the VRF Individual energy metering became a consideration with new, approach and individual unit approach provided that capability. Ultimulti-family dwellings, especially considering that many of the spaces are mately, the mini splits provided a more cost-effective solution.” often unoccupied for months at a time. While this may be true with any By the end of the project, a total of 79 Fujitsu RLXFZ units were multi-unit buildings, the northern coast’s dramatic freeze/thaw cycles, used for the condo units and one common area. Depending on the coupled with year-round high humidity, become an obstacle for air-to-air floor plans – which range from 1,100 to 2,150 square feet – dual-, heat pump technology – often high on the list of condo HVAC solutions. tri- and quad-zone systems were installed for maximum flexibility, “Keeping condensing units defrosted is the biggest issue here,” comfort and efficiency. says Dale Comeau, GM, Comeau Refrigeration. The five-person comInside, wall-mounted evaporators and slim duct evaporators are pany, based in Annapolis Royal, on Nova Scotia’s northwestern coast, both used. Greentek HRV systems were tied into the slim duct units focuses on ductless heating and cooling systems. It also installs to eliminate redundancy and reduce costs. Comeau collaborated with ducted equipment and geothermal, as well as commercial refrigeraa sheet metal subcontractor to complete the ventilation system. tion sales and service. In the maritime climate, high outdoor humidity exists even below freezing temperatures. Condensing units can quickly become covered with frost, meaning air restriction and a drop in net heat output. “I’ve actually had homeowners ask me how often they should expect to defrost their new unit,” Comeau says. “Their concern is based on past experiences or horror stories they’ve heard. So they’re a bit skeptical when I tell them that they shouldn’t ever have to defrost it manually.” Comeau Refrigeration has a local reputation for making ductless systems work despite the weather. Its accountability ultimately helped land one of the largest single Dale Comeau, GM of Comeau Refrigeration, checks the refrigerant charge on a mini-split jobs they’ve completed to date. Fujitsu multi-zone heat pump installed at a luxury condo.

Dockside ductless

Provident Developments found Comeau Refrigeration on Fujitsu’s “Find a Contractor” webpage. After checking its reputation locally, Provident called to explore the possibility of a system for Dockside Waterfront Drive, a recent project in Bedford. Three meetings and one proposal later, plans were set to install multi-zone, high efficiency ductless heat pumps at the property. Two towers, one five-story and one six-story, include a total of 78 luxury condos overlooking a finger of Halifax Harbor. They offer quiet waterside living just 20 minutes from downtown Dartmouth and Halifax. Comeau’s individual heat pump design trumped Provident’s initial approach, which was based on a large VRF system.

Jeff Shearer-HVACR apprentice



Frost free

To keep units free of frost in Maritime Canada, every detail must be considered during installation, and selection of proper equipment is a must. “We began installing ductless equipment in 2000, but we standardized on Fujitsu units about five years ago,” Comeau says. “We’ve consistently found that their line of equipment handles our constant freezing and thawing better than others we’ve used and serviced. For us, that’s the number one deciding factor.” In addition to taking the weather in stride, the heat pumps are covered by a fiveyear parts and labor warranty, and seven years on the compressor, The Master Group. But careful installation is equally important as using the right units. “If we can shelter the unit from prevailing wind it helps, but that’s not always an option,” says the Master Group’s Darcy Campbell. “Refrigerant charge is the most prevalent issue we come across when servicing incorrectly-installed equipment. If the unit is defrosting too often, chances are there’s a leak. A leak-free refrigerant system isn’t an option.” The condensers at Dockside, which are a mix of two- and three-ton units, are each located on decks outside the living space they condition, so disposing of defrost condensate was a challenge. To prevent units from freezing, base pan heaters are installed under each condenser, and condensate lines are piped through the building envelope and terminated in the storm water plumbing.

Old towns and old systems

Single-family residences in Nova Scotia present the same climate-related challenges as condos, but with the added task of maintaining historic integrity. “Most of Nova Scotia is an architectural museum in its own right,” Comeau says. “We’re constantly playing ‘hide the condenser’ to keep homeowners and historic societies happy. But we do this well because we’re picky by nature.” In respect to sizing systems, Comeau Refrigeration has found that there’s really two



ways to design residential heating applications in Nova Scotia; as the primary source of heat with an existing wood or oil system as backup, or as the stand-alone, sole source of heat for the home, which is most often the case. “In single family homes, we’re typically installing ductless systems that’ll hold their own at true design conditions, which is 0 degrees F, or -18 degrees C,” Comeau says. “If there’s a backup system, we can shave down the capacity a little. Environmental Canada says that the Maritime average design is 32 degrees F, but even with backup heat, we never design for less than 14 degrees F.” “Technology has evolved and we know how to handle the climate challenges here, but we’re still dealing with clients adapting to the new systems,” Comeau says. As was the case at Dockside, many homeowners need help getting over the learning curve that can result from exposure to a completely new technology. Many of the homes in Nova Scotia use wood as the primary source of heat. Because of this, occupants are accustomed to indoor temps of 80 degrees F to 85 degrees F through the winter months. They make the switch to a ductless system so they don’t have to cut, split and stack wood all summer, but are surprised at how much they spend on electric throughout the winter to keep the home at the same temperature. “Other than wood, it doesn’t matter what fuel source you’re heating with, it’s going to cost you a lot to keep an old house that hot all winter,” Comeau says. “After just one winter, they usually come to love the consistent temperature and hands-free heat. And they sure do like air conditioning in the summer.” In almost every case, one winter with a ductless system is all it takes to convince even the most skeptical homeowners. They’re happy to have traded their old system for the convenience offered by hi-efficiency heat pumps. MH

Many of the homes in Nova Scotia use wood as the primary source of heat. Because of this, occupants are accustomed to indoor temps of 80 degrees F to 85 degrees F through the winter months.

Dan Vastyan is a regular contributor to Commercial Construction & Renovation magazine. Common Ground is a marketing communications brokerage that covers the commercial construction market.



Millennials on the move An inside look at the places – and why – they are going By Jeff Geiger

Migration from major cities


illennials love city life. The streets are active, shopping is walkable and their friends are close. It is easy to live a fun and interesting lifestyle. But this way of life may now be evolving as the pace of household formation starts to increase for this generation. A recent report from the Urban Land Institute projects that millennials will create 14 million new households over the next 10 years. Where will these new households go? Will they remain in the cities or will typical family housing desires pull them to the suburbs?

ULI's report provides some insights. Migration studies show millennials are leaving the tier one cities - such as New York, Washington, D.C., and Chicago - and are heading south for more affordable communities and lifestyles. Saddled with college debt, millennial households seek communities with more affordable housing choices and a lower cost of living. Millennials, in general, want to continue living fun and interesting lives, while raising a family and managing their debt. In determining where to live, millennials are not letting potential employers drive their decision. Instead, they identify a desirable commu-


nity and then seek job opportunities based on what is available in that area. These trends portend continued growth, both for population and economic development opportunities, for tier two and three cities – like Richmond, Virginia, Charlotte and Nashville, Tennessee – as the trend of employers following the employee continues. Another recent report by The National Association of Realtors, discusses Millennials' desire for space, which housing choices in the urban core cannot provide. They also want to pay less for housing as expenses rise with family formation. Schools will also become a driving factor that influences the housing choices they will make.


mixed use communities can be rejuvenation projects within a "surban" area or a means for typical suburban localities to draw these new Millennial households to the suburbs. Within these "surban" communities, many of the new Millennial households will choose to buy. But, a much higher percentage of these new households, when compared to past generations, will continue to rent. As a result, inclusion of for-rent housing choices will be an important component of these "surban" communities. Successful communities will include for rent single family housing choices along with multi family housing.

What this means for the real estate industry

The movement of Millennial households creates new opportunities for the real estate industry, particularly in the secondary cities. These opportunities center around reinvesting in and rejuvenating existing housing products and retail establishments The in "surban" areas. movement Small in fill projects, single lot projects and existing of Millennial home rejuvenation and expansion projects will be the primary development and reinvestment opportunities. households creates new Adding to the diversity of housing choices with zero lot opportunities line homes, row houses, town houses and duplexes will also provide additional economic opportunities to capture for the this growing Millennial demand. real estate With the rise of reinvestment into the existing "surban" industry, areas, traditional suburban greenfield development does not particularly in have to stop, but, it must be more intentional. New suburban the secondary mixed use communities must create the "surban" feel internally. From an external perspective, they must be located cities. near major road infrastructure or near suburban economic centers to provide the conveniences Millennials seek. Best of both worlds Millennials do not want to live in suburbs where jobs, entertainment and These new communities will also need to have an experiential homes are separated and life is car-centric. They want neighborhoods flair to help attract millennials out of the existing "surban" areas. This experiential flair may be created by a commercial center focused on that retain the urban energy and still provide the lifestyle they enjoyed. unique or local establishments, not the traditional suburban franchise Pedestrian oriented neighborhoods with walkability can provide that or strip center retail businesses. feeling. Neighborhood retail, recreational opportunities and amenities that It can also be created by adding in natural recreational amecontribute to an active lifestyle are also important characteristics. nities that may not be found in a typical urban or "surban" setting. "Surban" is the new term being promoted for the types of New suburban mixed use communities that create an active, fun and neighborhoods or communities that new Millennial households seek. interesting lifestyle can stretch the "surban" to the suburban. "Surban" communities can be existing neighborhoods or communities, or new mixed use communities. Existing "surban" areas are generally The next 10 years creates an exciting opportunity for reinvestfound between the urban core and the suburbs. These neighborhoods ment in existing "surban" areas and for new intentionally designed typically have smaller lots and neighborhood retail provided at com"surban" communities in our suburbs. Tier two and three cities that mercial intersections or neighborhood shopping centers. recognize this opportunity and promote the communities and housing New "surban" communities need to be intentionally planned to choices favored by Millennials will continue their growth trend and create urban energy, walkability and an active lifestyle. These new retain and attract the workforce their economies require. MH Jeffrey P. Geiger is a shareholder and land use lawyer at Hirschler Fleischer P.C. in Richmond, Virginia, where he provides strategic legal and business counsel to real estate developers. He can be reached at




P E O P L E 2018 SCHEDULE: February 20th (Tuesday) in Atlanta GA

March 13th (Tuesday) in Dallas, TX

April 17th

(Tuesday) in Charlotte, NC

May 17th

(Thursday) in Minneapolis, MN

June 14th

(Thursday) Philadelphia, PA

July 12th

(Thursday) in Boston, MA

July 26th

(Thursday) in Cleveland, OH

August 23rd (Thursday) in Nashville, TN

September 13th ( Thursday) in New York City, NY

October 18th

(Thursday) in Los Angeles, CA

November 29th (Thursday) in Scottsdale, AZ

For information about membership or events, contact Kristen Corson, • 770.990.7702 For information about co-sponsoring an event, contact David Corson, • 678.765.6550 CIRCLE NO. 48


For the Craft Brewing Professional

Livin’ the Yazoo life Why even Germans say Yazoo has a really good hefe

PLUS: What if customers were fish? Crafting a destination Update on... Night Shift Brewing

The Yazoo team


Book Rec

Never Lose a Customer Again: Turn Any Sale into Lifelong Loyalty in 100 Days By Joey Coleman Your customers experience a wealth of experiences when they try your beer: joy, euphoria, and excitement. And while these feelings can quickly help your customers buy, they can turn on you, too. Across all industries, somewhere between 20 percent-70 percent of newly acquired customers will stop doing business with a brand with the first 100 days of being a new customer because they feel neglected in the early stages of customer onboarding. In “Never Lose a Customer Again,” Joey Coleman offers a philosophy and methodology for

53 The percent of consumers who begin their shopping research via digital as opposed to 48 percent who browse in physical locations, according to Murphy Research’s “2018 Shopper Trends Report.” In addition, 69 percent of online users make in-store purchases in a given month, considerably more than the 22 percent who do the same online.



dramatically increasing customer retention and as a result, the bottom line. Understand and anticipate your customers’ emotions, and you can apply myriad tools and techniques to keep them coming back. Drawing on nearly two decades of consulting and keynoting, Coleman provides strategies and systems to increase customer loyalty. Working with well-known clients like Hyatt Hotels, Zappos and NASA, as well as mom-and-pop shops and solo entrepreneurs around the world, Coleman’s customer retention system has produced incredible results in dozens of industries. His approach to creating remarkable customer experiences requires minimal financial investment and will be fun for owners, employees, and teams to implement. This book should be required reading for today’s craft brewer looking for easy to implement action steps that result in lasting change, increased profits and lifelong customer retention.

Read this now – 5 email headers you should use You send a lot of emails to your customers. Maybe too many. The question is, are you using the right words to get their attention? Boomerang decided to study 300,000 emails looking for the best way to get people to open them. The findings were curious. The five words that garnered the most opens for at least 1,000 of the messages were: Hey (64 percent), Hello (63.6 percent), Hi (62.7 percent), Greetings (57.2 percent) and Dear (56.5 percent). From there, the numbers dropped off. While the data doesn’t suggest tagging every email so informally, there are ways to incorporate these words into your strategy, including using the recipient’s name in the greeting (at least sometimes), and writing in an emotionally intelligent manner.



MEET LANCE One of Boelter’s regional Field Sales Managers. His favorite beer style? German dark lagers.


“It’s all about learning each brewery’s unique story and providing innovative, affordable, quality products to match.”

YOU BREW BEER. BOELTER GROWS BRANDS. Lance loves helping breweries and distilleries spread their craft and grow their brands through custom glassware, promotional products, and brand fulfillment services.



TA L K B R A N D I N G & M O R E W I T H O U R D E D I C AT E D S A L E S M A N AG E R S C A L L (80 0) B E E R C U P T O D AY O R V I S I T TA P.B E E R C U P.C O M / C B A M - M A G T O L E A R N M O R E .

Livin’ the Yazoo life Why even Germans say Yazoo has a really good hefe




By Michael J. Pallerino


You never know what you’ll find when you really look at those classified pages in the back of your favorite magazines. Just ask Linus Hall. While sifting through the back pages of Rolling Stone, Hall noticed an ad for a home brewing kit. It gave the admittedly cash-poor college student living in an old farmhouse in Virginia an idea. While his other roommates were dabbling in an illegal pot-growing operation, making his own beer seemed a little less risky. Before long, Hall became infatuated with the tastes he was able to create. And as his fascination grew, so did his prowess. After graduating, getting married and returning home to Mississippi with his wife, Lila, and then off to Nashville, Hall’s beer making bug continued. It was October 2003 that Hall began selling kegs of Yazoo Pale Ale, Dos Perros, Spring Wheat, and Onward Stout to local bars and restaurants in and around Nashville. His cult following began to grow. In 2004, during the “Great American Beer Festival,” Hall replaced the Spring Wheat with its Hefeweizen after winning a Gold Medal. Yazoo began bottling its beers in 2005, adding other local favorites like its Sly Rye Porter and Hop Project. In 2009, Yazoo became somewhat of pioneer when it brewed Tennessee’s first legal high-gravity ale, Yazoo Sue, after managing to get a distillery license. Today, Yazoo can be found in most of Tennessee and Mississippi. It even revived Gerst beer, a legendary Nashville before Prohibition. And as the Yazoo brand continues to grow, CBAM sat down with its founder and owner to get his take on where the brand is heading in 2018 – and beyond.

Taprooms are the best marketing a brewery can do, hands down. We treat our taproom as our best chance to turn people on to our beer.

Give us a snapshot of today's craft brew market from your perspective. My perspective is probably similar to a lot of breweries our size and age. We are seeing a lot of competition from larger craft brands, many of that are now owned by larger brewers, and that are able to get immediate wide distribution and that have a lot more marketing dollars to throw around. We’re seeing a lot of competition from smaller, newer breweries, that with their taproom-focused business models, are taking the place of lot of traditional neighborhood bars and restaurants. It's getting harder and harder to grow, without constantly opening up new markets, which has its own set of risks.

What trends are defining the space? Well, you would think that the new hazy IPA craze is what is leading the way. But in Tennessee, the trends are that Blue Moon has now taken over the top "craft" beer spot in IRI scans and Michelob Ultra is now the No. 1 selling six-pack overall. So, I think the trend is toward more seasonable, lighter styles and more recognizable brands.

What is the Yazoo story from a brand perspective? The South has always lagged behind the rest of the country in embracing craft beer, but I knew it would catch up someday. I thought that the way to get people to try our beers was to make them great pairings for the wonderfully diverse flavors and traditions we have down here in our cooking, to make beers that paired really well with food. So, our core



beers are flavorful, but are ones you can sit back and enjoy three or four pints without wanting to switch to something else. It all starts with the beer, as it should. Then we wanted our brand to resonate with my first home, the Delta. My wife created all of our original artwork, with the goal of giving each label a Delta folk-art feel and telling a little story about some part of our life – our Pale Ale has an old pickup of mine on the label, Dos Perros has a painting of our two dogs howling at the moon. Finally, we've always tried to be a big part of our community, donating a lot of beer and time to local charities and community events.

in purchasing the beer, whether that is their idea of a healthy lifestyle, being a connoisseur or supporting local businesses.

What is the one thing that every craft beer brand should be doing in the way of marketing? Engaging your customers on social media, not just marketing to them. If they tag your brewery on social media, ask them how they liked the beer. Thank them for coming to your taproom or buying the beer. It should be like having a conversation with someone at the brewery, not an impersonal promoted ad.

We’ve always tried to be a big part of our community, donating a lot of beer and time to local charities and community events. What's the biggest issue today related to the marketing/sales side of the craft beer business today? There are two big issues I see. On-premise, it is very tough to build a brand and get consistent sales. Rotation Nation is a big problem. I understand why bars build their models around it – a brewery will offer a free keg, glassware, promotion of a "Pint Night," and the bar can sell it for $6-7 a pint, and then move on to the next brewery trying to get in the door., Off-premise, at retail, it's the explosion in the number of SKUs out there, and the lack of date-coding and proper rotation of stock.

What is the secret to creating a branding story that consumers can buy in to? I don't think it is a secret. It starts with great beer, and consistently great beer. The packaging needs to be engaging, and give consumers a reason to stop and consider it. The branding and message should validate the consumers’ choice




What do you see as some of your biggest opportunities moving ahead? I hope I am wrong, but I think we are in for a period of consolidation for the next few years. There will be opportunities for brands that make high-quality, consistent beers and that have strong local followings, which we believe we do.

What's the biggest item on your to-do list right now? We are in the long process of building another brewery outside of downtown, putting our current building up for sale, and moving all the equipment over. So that's the highest thing on my priority list right now.

Anything interesting you’re cooking up in conjunction with the upcoming Craft Brew Conference? Yes, we have a lot going on. The Sunday before will be our annual Funk Fest, where we open up our barrel cellar, invite a lot of our sour and wild ale brewer friends and throw a great party. We have a couple


of collaboration beers we will be releasing that week, as well as some CBC-only brews we are brewing ourselves. Our taproom will be open all week, with a couple of really cool events lined up that I can't reveal just yet.

How do you feel about collaborations with other brewers? We enjoy them, but mainly it gives us a reason to hang out with other brewers we admire. I’m not sure how much collaborations really accomplish on the marketing and branding side. Sometimes you hit a home run. We did a collaboration with Calfkiller Brewing here in Tennessee, called "The Beacon – A TN High Tax Ale, now with more taxes", as a way to shine the light on how ridiculous beer taxes were in the state before we got some laws changed. Handing legislators a bottle of that beer seemed to really get the point across.

Does music and/or other arts playa role in your overall brand strategies? Yes, as far as our overall branding of our labels and packaging. We want each label to look as though it is part of family, but to be a stand-alone work of art itself. When we were designing our brands, we were struck at the time by how boring and generic some beer branding was, but when you walked down the wine aisle, it was all fun and colorful. Starting a brewery is stressful and risky enough, you should have fun with your packaging. The artwork on the bottle should make you smile at the end of the day.

I think we are in for a period of consolidation for the next few years. There will be opportunities for brands that make high-quality, consistent beers and that have strong local followings, which we believe we do.

Your thoughts on how taprooms fit into branding and market-building? Taprooms are the best marketing a brewery can do, hands down. We treat our taproom as our best chance to turn people on to our beer. So we offer lots of samples and flights, give lots of tours, and don't have any TVs or loud music. It's a place where you can enjoy all the beers we make, over a conversation with friends, and then hopefully walk out with a great feeling for our brand, ready to order another Yazoo next time you see it.

Linus Hall, owner, Yazoo Brewing Company What’s the most rewarding part of your job? Working for myself. I could never go back to working for the man again.

What was the best advice you ever received? “Cash Flow is King.” You can grow so quickly that you can run out of cash.

What's the best thing a customer ever said to you? I love when Germans tell us we have a really good hefe.

What is your favorite brand story? We were the first brewer in Tennessee to (legally) brew a beer over 6.2 percent abv, which was the cutoff between "beer" and "high-gravity beer." We had to convince the ABC to grant us a Distillery License to brew it. We made a rich, smoked porter called "Sue" in honor of the Johnny Cash song.




Turn on your 'Nite Lite' Massachusetts' brewery's craft light lager adds new twist to light beer So, you think you know your light beers? This spring, Night Shift Brewing (NSB) is asking beer drinkers to rethink their expectations. Thanks to Nite Lite, a craft light lager returning as a year-round offering, NSB is introducing a new standard within the light beer category. With Nite Lite, NSB is offering consumers something new, different and better. The beer’s recipe aims to deliver a full-flavored, easy-drinking beer experience. At 4.3 percent ABV and 120 calories per serving, Nite Lite fits the bill of a typical light beer. But, unlike most light beers, it has a high malt-to-corn

ratio, is unfiltered, unpasteurized, all natural, and excludes any preservatives or additives. CBAM sat down with marketing director Kim Currier to get us their take on the new style. With a launch of this significance, what branding strategies did you consider? Where does this fit versus competition in the retail environment? Whenever we're up against a new challenge, we think back to the core of our company purpose which is “create better.” This is our strategic backbone since day one so we focus on opportunities that allow us to stay true to it.




The biggest opportunity for us right now isn’t in the typical “craft beer styles.” We noticed that the light beer category has been unchanged for same time and it was primarily owned by big beer companies. The Nite Lite recipe is different from the competition (high malt-to-corn ratio, unfiltered, unpasteurized, all natural, and excludes any preservatives or additives), so we wanted to ensure our branding reflected a difference as well. It was also clear the majority of the options had a familiar look: white, blue, red, simple design, big bold lettering, etc. Our offering had to stand out from that sea of sameness. Since we knew we were going against the macro breweries, we made a conscious effort to include the independent seal on multiple sides of our packaging. It’s a mark we are proud to share - we represent a heavy craft minority in the light beer section of any store. We hope consumers start to recognize the seal more and more so when they are looking for independent craft options, they know what to look for without digging for their phone to look up each brewery and its ownership. Once you had your overall marketing concept and release strategy, what choices did you make for visual branding? For example, we see consistency with Night Shift’s history, but we also see different. We knew that no matter what we did, our Owl would continue to be the central part of Nite Lite’s visual story. It’s the core of our brand and we are continually focused on growing its recognition across all of our products. With Nite Lite, first and foremost, we wanted to stand out. The Nite Lite look that we had established


when we first released it in 2016 was unique. We decided to take another look at it to see if we could make it even better with our new challenge at hand – launch a craft light lager in the wholesale market. By taking the original label up a notch with full printed matte black can designs we knew Nite Lite would make a visual impact and get a shopper’s attention.

We knew that no matter what we did, our Owl would continue to be the central part of Nite Lite’s visual story. It’s the core of our brand and we are continually focused on growing its recognition across all of our products.

How about logos, colors, and type styles? Would you share how you got to where you are? Our creative designer, Tim Oxton came up with the Nite Lite design. He said that the impetus for the original 2016 Nite Lite release was our own fun and self-imposed challenge to see if we could make a light beer that still tasted fantastic – and the label needed to reflect a similar mindset: fun and adventurous. It’s a simple and overlooked style, especially in the craft marketplace, but despite that, the “first beer” we’ve each had is often a macro lager so that taste is inherently nostalgic. With Nite Lite, it recalls that memory of fun and youthful experiences - but contrastingly lives up to the hype – and the design reflects that. The main font is reminiscent of a 1980’s movie title and the logo of the Night Shift Owl reminds us of toy from a our childhood; it plays on our own youthful memories but with a modern and colorful twist. From Tim's experiences, people are drawn to nostalgia – there’s something wonderfully comforting about the familiar, and the style is familiar to most drinkers. “Using these elements encourages that familiarity – but in a form that breaks down our own expectations of a nostalgic beer label: script font, soft edges, soft colors. It’s bold, bright, and isn’t afraid to call attention to itself. The black background really allows for the colors of the owl to almost iridescently glow. Nearly all light lager cans have a white or light color palette so we felt that going the opposite direction allows for our can to stand out all the more.”

Packaging. We know your brews. We love your 16-ounce cans. Serious stuff. We're a 4-pack beer drinker. A 12-pack of 12-ounce cans is a departure. Might you share with us how that came about?

While we love the 16-oz cans, providing two formats for Nite Lite offered us an opportunity to reach a wider audience. From IRI research on light beer, we discovered that 12-packs of 12oz cans are No. 2 in Massachusetts, holding about 15 percent of the retail market. Nite Lite is a true occasion beer – beaches, parties, barbecues – and the 12-pack "suitcase" really enables that. However, the four-pack is more familiar to our typical customer, so we wanted to make sure that when they are looking for something a little bit lighter in the craft beer section they can choose Nite Lite, too.

Market rollout. Any plans you can share? Nite Lite has some serious potential to expand your reach. The visuals are great. Introduces the product well. Could Nite Lite be the next All Day IPA? We are really excited about the launch, too. It kicked off with a party at the Sinclair in Cambridge. We wanted to celebrate our official venture into the light beer market in a big way. What’s better than having a party with 500 Night Shift fans and with some great music? We are also planning to feature Nite Lite at an event in the taproom this spring. We are finalizing those details now so more to come in the very near future. Overall, Nite Lite is the perfect light beer for a variety of occasions – a concert, the beach, a tailgate – so we'll be focusing our efforts on ways to get Nite Lite into consumers hands for these events. Everyone needs a craft light beer for the summer.




By Brian Grafton

Crafting a destination Bringing brand to the building Atmosphere impacts experience, and it can change everything. Take stouts, which have a nostalgia surrounding them that dictates they are best served with a side of snowy landscapes and a warm fireplace. IPAs and lighter beers, on the other hand, go great with patios and cooling off on a hot summer day. The space and experience you create with your building and beer can be just as important as the quality of beer you produce. As an architect experienced in the beverage industry, we view the building as an extension of a breweries brand. We look for opportunities to market and reinforce that brand in the design and layout of the facility. In many cases, expressions of brand can start before a customer ever even steps in the door: • What does someone see as they drive by the building? • What do they see, hear, and smell as they walk to the front door? • What is their first impression as they walk in through the door?

for your customers and a reason for them to keep coming back. To get started, ask yourself, “What is my brewery’s story?” This might be history in the name, your logo or an entire imaginary tale you craft around the alias of the brewery. Once you have the kernel of your brand formed, drive those aspects into the development of your building through actual features and experiences. Studio Brew, located in Bristol, Virginia, found its roots in the owner’s photography studio. He’s a passionate photographer who took a strong interest in home brewing, scaled up quickly and brought that passion for capturing moments with him. Using its signature motto of “Beer is an Art, a Very Tasty Art,” the brewery’s brand and identity expressed itself in a historical brick warehouse by

In these three moments alone, you have the opportunity to highlight who you are, what your brand is, and set the tone and expectations for what your brand delivers. The experience and sense of place you create is an integral part of the value you create





showcasing different moments and activities as part of the “art” of the brewery. One of the primary ways this was accomplished was by designing the brewery area like a gallery behind glass, so that guests can safely watch the brewing process from start to finish, but still allow the brewers to operate efficiently and keep the area sanitary. A second example of brand exposure was to use the exterior of the building as a canvas. Whether guests are driving down the road toward the building or at the park across the street, it’s difficult to miss the name of the brewery on the sides of the building. At night, these are illuminated to “act like a beacon to beer.” By taking advantage of moments like these, Studio Brew has been able to leverage its building as part of its brand and, in the case of carefully developed interior features, add value to the overall experience for their customers.

scale, it’s important not to forget about who you are and what the five senses of your brand are.

Sense No. 1 – Touch Is your brand rustic and industrial, or posh and lavish? Think about how this can translate to the finishes and furnishings in your tap room. Touch also includes sense of temperature as well. Consider how someone may feel in a wide open room with raw concrete floors and steel beams compared to a room that has smaller recessed areas off to the side with warmer finishes and accents. As far as finishes are concerned, they should interact with your concept and brand, but also be easy to maintain and clean. An area that can be easily overlooked is selecting materials for a great looking bar that don’t hold up and can’t be easily cleaned.

Any project, any scale The methods you can use to take your branding to the building scale aren’t just reserved for large and expensive new buildings, but are for any project at any scale. Leverage every opportunity you have to showcase who you are and what your brewery has going on in order to enhance the customer’s experience and reinforce branding. Sound and lighting are important, but are only a small part of the overall design. At a deeper level, consider more intimate experience such as intentional views to interior or exterior features, movement and the way people can circulate and experience your space, and the way people directly interact with objects such as door handles, glasses and other tactile surfaces. An increasingly popular trend as breweries continue to grow is to purchase or lease a large building and fill it with equipment, but even at this

The value a customer places on a great looking space can quickly diminish when he’s prying his feet off the floor or hands and glasses off the bar.

Sense No. 2 – Sight Does your brand represent a sense of rebellion? Are you whimsical and free spirited, or do you want to give off a sense of being more inclusive such as that of a speakeasy? What about being a great place to work? Explore ways in which you can highlight this facet of your brand in an efficient




way. Tanks are always great to see, but if you have to shut down just to brew, is it worth it? Consider window size and placement to not only allow natural daylight into the space, but also expose or showcase an aspect of your operation. Visually experiencing large open areas and small compressed areas is part of the overall experience, and can be crafted to make one or the other even more dramatic. At Frisky Brewing Company in Odessa, Texas, you enter through a typically sized door, but as you pass through the vestibule, the room opens up to tall cathedral ceilings inviting and pulling you into the space subconsciously.

Sense No. 3 – Sound Sound is a consideration often overlooked, and can have a significant impact on the experience you deliver. Designing a building with flat ceilings and hard surfaces may look cool, but it does nothing to control sound and can make having a basic conversation difficult. Where a facility is limited due to existing constraints or funding, there are specialized products that can help address this. Even provide an opportunity to display your branding and logo on them. Where conditions are more favorable – consider utilizing ceiling clouds, sloped ceilings, and porous

wood accents to help capture and control sound architecturally.

Sense No. 4 & 5 – Taste and Smell Taste and smell can be interacted with by designing open concept style kitchens and breweries. The aroma of fresh beer and food can entice others to grab the entrée they told themselves they weren’t going to get or order that great beer they can smell a batch fermenting nearby. In the opposite spectrum, it’s important to also be aware of and avoid the less pleasant smells. Make sure that restrooms are properly ventilated and easily cleanable. Walking into a new facility with dirty restrooms can change a personal opinions of the brand faster than you’d expect. Fresh air is also important, and if the plan allows for it, having operable windows and overhead doors are great ways to bring those warm summer breezes inside to pair with that delicious IPA on tap. There is no magic rulebook that documents the do’s and don’ts when it comes to building scaled branding, but whether you’re just beginning your journey into craft brewing or are expanding, always start with a list of values that represent your brand. Work with your design team to prioritize and establish different methods and approaches to express these in and on the building, and make sure you have fun along the way.

FMD Architects is an architectural firm with national reach who specialize in designing breweries, wineries and distilleries. Mark Moore and Melanie Friedman are the founding principals, and Brian Grafton is the VP of the Beverage and Hospitality Studio. For more information, reach out at





We Help Breweries, Distilleries and Wineries with… • New Construction • Master Plans • Renovations • Additions • Tasting Areas

We best serve clients that demand similar detail in the design of their facility as they do in the creation of their custom-crafted beverages. We are most proud that nearly all of our clients have not only become our friends, but we’ve also become their customer. We realized years ago, that we are in the long-term relationship business! We provide an affordable, full-day consultation to help new clients avoid potential landmines, narrow down options, answer their questions and educate them about the design/ build/occupy process. Lastly, we happily introduce our clients to financial groups, equipment suppliers and builders that have proven track records of success within the beverage industry.

“Our clients appreciate our careful attention to detail as we explore their immediate needs as well as preparing for future expansion, succession or sale of the facility.” Melanie Friedman & Mark Moore

2841 Riviera Drive • Suite 200 • Fairlawn OH 44333 p: 330.836.2343 e: CIRCLE NO. 50


By Eric Balinski

What if customers were fish? A inside look into how to reel in your community of beer drinkers Fishing is a passion and helping clients make sense of customer input and behavior is work I’m passionate about. Combining both back in the mid90s led to a revelation for me and many clients when I asked them this question: “If your customers were fish, would you try to catch them all the same way?” Craft brewers love to interact with their customers. It’s a source of inspiration, a route to new ideas and, often is one of those gratifying experiences when the brewer learns all their dedication is appreciated by their fans. Generally speaking, customer feedback and input is considered a good way to improve a company and a building block for future growth. While often true, customers can mislead a brewer or any business. It is not the fault of the customer, as they are giving their genuine input on what they think, believe and feel. Rather, problems occur when the business team has failed to organized these comments into recognizable patterns and customer types. Compounding the problem is typical customer experience and satisfaction advice leads a company to believe all input is good input in today’s




world of personalized customer experiences. This just isn’t reliable input without a way to put context to the input. Without context it can lead a brewer down the path of being compelled to do anything customers suggests so the brewer earns a happy face on social media. While it's nice to please people, it can result in poor financial performance. Here’s how things go haywire. Consider if one of your regular customers asked you to go fishing. You eagerly accept because you know he is a heck-ofa-fisherman, and you have not had a day off in six months. He shows up the day of the fishing trip, takes one look at you and your fishing equipment and says, “You’re bringing the wrong gear for what we’re doing.” One question would have prevented this misunderstanding – What are we going fishing for? You may be tempted to believe a good approach is catching any and all you can. This is where customer feedback can start to misdirect what your business does. Simply put, how one catches a 24inch brown trout on a fly is much different than how one catches a 100-pound tarpon on a fly.


Both are prized fish, but to catch either, one needs specific understanding of the exact species of fish to effectively focus your knowledge, skills, equipment, trip plan and to not waste time, money and resources fishing for the wrong fish with the wrong technique. Too often, most businesses want to catch any fish possible. This is especially true for a start-up brewery. With little money, start-up brewers draw upon friends and family as their customer base. At the point the brewer has tapped everyone they know and those people’s circle of friends, the real challenge to growth starts. This is when a brewer must of its customers as fish to discover the different fish coming through the door and how to best catch each different type. Doing so will speed growth as you just need to look for more of the same type of fish to cast marketing efforts toward, whether in your neighborhood or in other regions. This is not unlike an angler who to starts out fishing local ponds and lakes for largemouth bass, but as their expertise increases, the range of territory they seek for largemouth expands. Each new lake or area fished is built upon their prior expertise in understanding the behavior and patterns of largemouth bass habits and habitat. As obvious as the question of what are you fishing for may be to fishing, are you asking this same

question about your customers: What customers do we want to catch? Likewise, assuming you already know what you are fishing for, without objective analysis to identify and quantify customers, there is a danger you are randomly winging efforts and left wondering why you don’t achieve expected results. While it is visually easy to distinguish different fish species, different customer types may not be so easy, as two different looking people can often be quite similar. But you can figure this out. In the May/ June 2017 issue of Craft Brand and Marketing magazine, the methodology was in my article, “New game Board for Craft Brewers.” Here's quick review: Step 1 – Select a team of your people who spend face time with your customers. Step 2 – Ask each person to describe what they "see" and "hear" when watching customers enjoying, buying, or talking about your brew. Create exact descriptors of what everyone sees or hears. Make no interpretations as to what anything means. Don’t let people interpret what they think they saw or heard. Force them to use “memory playback only.”

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Step 3 – Summarize the descriptors of each type of customer (the specific fish), and then create a name that everyone on the team identifies as that customer type. Example: Beer Snob – the person who painstakingly tastes a beer. Or maybe Party Person – the one who seems to go from beer to beer with little deference for what they are drinking. Likely you will have three to five different customer fish types. Step 4 – Identify unique insights with what you learned. Looking separately at each group, ask these questions: • What really matters to these people? • Why does it matter? • How well do we currently deliver what matters most to them? • What can we do to make their life better? • Why would they be better if we did this?

This exercise will result in meaningful insights you can act upon to make better business decisions. It takes work, candid conversation, and your willingness to honestly categorize people who behave and are motived in the same way, regardless of how they appear or what they say. It is likely to take multiple iterations to fine-tine the descriptors of your customer types. Here is an example from a company who identified the fish in their pond. They sell services to the beer, wine and spirits industry, including craft brewers. This has been edited to preserve client confidentiality. When the customer type model is completed, actual customer names are assigned to the




type that fits them best. (This has been eliminated from the table for confidentiality reasons). The more customers you can populated into the model, the more it will give you a sense of who is currently important, as well as who you may be ignoring that you should not be. Ultimately, a statically populated model of customers in your market area is built revealing the ecosystem of species and population of your pond or lake. As you see from this table as well, there are some commonalities, but more important there are distinctive behaviors and thought processes of different customers types that make each its own species. With this model created, it provides an immediate reference point and context to any customer input. For example, if someone who fits the Mad Dog category tells you how much they value new or unique products, in all likelihood they will be more interested in an established product at hot deal pricing. Completing Steps 1-3 gives you the basis to answer the questions in Step 4. Once these questions are answered, you can now make trade-off decisions, create priorities and, more effectively satisfy the customers you feel will grow your business. This insight is critical for any business because no matter its size, every business has limited time, money and resources. The more varied your customer base, the more likely the business is spreading thin its precious time, money and resource. Attempting to satisfy all customers too often means not delivering the right value to the customers most critical to growing. In other words, if I choose to become a skillful angler of migratory saltwater striped bass, all my effort, learning, and equipment will be focused on that species, not resident largemouth bass who live, eat and behave differently. As with any accomplished angler, many have quite a knack for catching any fish, but the truly master anglers, tend to specialize in a just a few they are most passionate for, assuming there are enough still left in the world to catch. TightLines. Eric Balinski is the owner of Synection, LLC, which is a strategy and growth consultancy firm. For more information, visit:





Commercial Construction Data


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






Chicken Express

Sealy, TX



New Construction

Q2 2018


Mesa, AZ



New Construction

Q2 2018

Taco Bell

Tempe, AZ



New Construction

Q2 2018

Subway #50409

Killeen, TX



New Construction

Q3 2018

Lidl Grocery Store

Wylie, TX



New Construction

Q3 2018



O'Reilly Auto Parts

West Columbia, TX



New Construction

Q2 2018

Marshalls - Marisposa Mall

Nogales, AZ




Q2 2018

AutoZone #6854

Oklahoma City, OK




Q2 2018

The Backyard/Terrace at Bee Cave

Bee Cave, TX



New Construction

Q1 2019


The Atresia

Scottsdale, AZ



New Construction

Q3 2018

The Heights

Houston, TX



New Construction

Q4 2018

Robison Terrace Apartments

Texarkana, TX




Q3 2018

Hyatt Place at Center Park

Jonesboro, AR



New Construction

Q1 2019

TownePlace Suites - Gulf Freeway

Houston, TX



New Construction

Q3 2018

Highland Elementary School

Clovis, NM



New Construction

Q3 2018

Tisinger Elementary School Addition - Phase 2

Mesquite, TX



Addition / Renovation

Q2 2018

New Mexico Institute of Mining and Technology (NMIMT) - Jones Hall Renovation

Socorro, NM




Q3 2018

New County Courthouse - Hidalgo County

Edinburg, TX



New Construction

Q3 2018

Emergency Call Center

Bentonville, AR



New Construction

Q3 2018

West Valley Primary & Specialty Care Center

Peoria, AZ



New Construction

Q3 2018

Copper Springs East Hospital

Gilbert, AZ



New Construction

Q3 2018

UMC Electrophysiology Lab Renovation

Lubbock, TX




Q2 2018







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3mg............................................................................ 43.........................24

Georgia Printco.................................................... 155......................52

Acclaim Lighting......................................................... 11.......................... 8

Gleman & Sons..................................................... 85.......................33

Ad Art/Genesis Light Solutions.................................. 3.........................2

Lakeview Construction, Inc.................................... 9.........................7

Adams + Associates Architecture.......................... 95.......................36 Beam Team Construction...................................... 19.......................14 Benjamin Moore................................................... 33.......................20

Laticrete............................................................... 21.......................15 Lightfair International 2018.................................. 115......................43 MainSource Roof Management............................. 51.......................27

Boelter................................................................. 141......................49 Mapes Architectural Canopies............................... 23.......................16 Boma 2018.......................................................... 129......................46 Bostik............................................................... CVR2-1....................1 The Blue Book...................................................... 47.......................26 Capacity Builders.................................................. 45.......................25

May Group........................................................... 153......................51 Metropolitan Ceramics........................................... 8.........................5 mfm Building Products Corp................................. 17.......................13

Carney Contracting Services................................. 31.......................19

MyCon General Contractors.................................. 99.......................38

Commerical Construction & Renovation Retreats............................................. 117......................44

National Terrazzo & Mosaic Association............................................... 73.......................30

Commerical Construction & Renovation People............................................... 138......................48

Newton................................................................. 25.......................17

Commerical Construction & Renovation Women in Construction...................... 109......................42

Onyx Creative............................................................ 101........................39 Retail Contractors Association............................... 75.......................31

Commerical Construction & Renovation Retreats.............................................. 71.......................29 Communicators International, Inc......................... 131......................47 Construction Data Co. (CDC)................................ 157......................53 CONSTRUCT-ED................................................... 123......................45

Rockerz Inc............................................................ 7.........................4 Schimenti..................................................... 8, 105, CVR4..........6, 41, 55 ShopTalk 360º...................................................... 13........................9 Signage Solutions................................................. 87.......................34

Construction One................................................... 5.........................3 Taylor Bros. Construction Co., Inc......................... 103......................40 Controlled Power.................................................. 16.......................12 Dynamic Air Quality Solutions............................... 27.......................18 Egan Sign............................................................. 37.......................22 Fishbeck, Thompson, Carr & Huber....................... 41.......................23

Wagner................................................................. 13.......................10 Warner Bros........................................................ CVR3.....................54 Window Film Depot............................................... 89.......................35

FMD Architects.................................................... 151......................50

Wolverine Building Group...................................... 83.......................32

Fortney & Weygandt, Inc....................................... 97.......................37

WoodWorks.......................................................... 35.......................21

Garland................................................................. 55.......................28

ZipWall................................................................. 15.......................11



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by David Corson

Be Like the Boys Scouts – Be Prepared


ou only live once and never know what life is going to throw at you. For better or for worse, at a moment’s notice, your life can change forever. That’s why you

must be prepared no matter what comes at you. You must be able to dig deep, persevere and face reality head on. This was never so true than on March 29th, 2018, for Scott Foster, the NHL’s Chicago Blackhawks emergency goalie. During warmups for the game versus the Winnipeg Jets, the Blackhawks starting goaltender suffered a lower-leg injury, knocking him out of the game. That forced the backup goalie into the starting role. In his place, the Blackhawks brought in an emergency goalie from the local Johnny’s Icehouse adult leagues. The goalie was 36-year-old accountant Scott Foster, who signed a one-day amateur tryout agreement. NHL teams must have two goalies dress for games and have an emergency backup on site. Since the team was down to one goalie, Foster was told to suit up — just hours after he finished working at Chicago’s Golub Capital as an accountant. Suddenly, he was a member of the Blackhawks. Talk about a turn of events. Working a block away, moments before warm up, he was informed he would be the official backup. Little did he know what was coming two hours later. With 15 minutes left in the game, the starting goalie was injured. The coach summoned Foster. Leading 6-2, there wasn’t a lot to worry about putting an amateur goalie

For better or for worse, at a moment's notice, your life can change forever. That's why you must be prepared no matter what comes at you.

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.


into the net for the end of the third period. “I don’t think I heard anything other than, ‘Put your helmet on,’” said Foster, who skated confidently to the crease. In the process of fulfilling a lifelong dream to play in the NHL, he also came up with a once-in-a-lifetime performance. He didn’t allow any goals while facing a playoff-bound Jets squad. Foster stopped all seven shots, holding onto the four-goal lead and the victory. “That’s something you’ll never forget,” said Foster, who had the biggest media crowd of the night around his temporary locker at the United Center. When it was all over, it was Foster who was named the No. 1 star of the game. Priceless. “From my perspective, this is a dream regardless,” Foster said. “This is something that no one can ever take away from me. It’s something I can go home and tell my kids and they can tell their friends and whatnot.” It could theoretically happen again, since Foster said he has been an emergency goalie for about 15 games this season. That requires him to have his gear at the arena, sit in the press box, get a meal and wait in case he is needed. Now he has the experience. The story is an inspiration and one for the record books. Are you ready? This can happen on any of your projects. Have confidence in the fact that you have assembled a team of Scott Fosters. Be sure that they can get the job done regardless of what happens. We hope the first quarter of 2018 has been positive for your firm. We look forward to seeing you at one of our networking events during the rest of the year. Safe travels and keep the faith. CCR

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