The North American Construction Journal Team takes great pride in providing an all-inclusive perspective of the construction industry. The construction marketplace in North America has traditionally been a powerful and progressive market with constant activity. Last year we saw tremendous surge in multiple construction sectors. We are committed to covering all of the current growth areas such as commercial, residential, healthcare and multi-family/mixed use development. Additionally, the pipeline and natural gas construction sectors continued to grow and thrive. We are committed to delivering high-quality, timely information that reflects the diverse interests of our construction industry readers and feel that our new website products and technology will satisfy our quest. North American Construction Journal publishes dozens of articles and features on the top development companies and general contractors and the projects they are known for. We are always trying to gauge the pulse of the marketplace and to give our readers constant updates on project management methodology, new tech and training procedures.
Kevin Doyle
Editor-In-Chief Kevin.doyle@naconstructionjournal.com
The Team Editor-In Chief - Kevin Doyle Executive Director - Alex Hortaridis Creative Director - Stephen Marino Developer - Andrew Twomey Director of Sales - Jason Wright
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The Association of Union Constructors 1 Atlantic Plant Maintenence Inc, 7
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Canadian Construction Association 19 Kinetic Construction 23 Ed Brunet and Associates
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EllisDon Corporation 43
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Crosslinx Transit Solutions 59 ABC Florida East Coast Chapter 73 Full Tilt Construction 81
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Baker Concrete Construction, Inc. 91 Harrison & Burrowes Bridge Constructors, Inc. 107
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Environmental Construction Group 117 Rifenburg Companies 127
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Advanced Network Services 135 Performance Door & Hardware, Inc 145
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The Association of Union Constructors :
Providing a Unified Voice The Association of Union Contractors (TAUC) and now consists of more than 2,000 contractor companies that continue employ union labor for their construction and maintenance projects. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal ounded in 1969 to serve as the voice for union steel erector companies, the organization re-formed in 2007 as The Association of Union Contractors (TAUC) and now consists of more than 2,000 contractor companies that continue employ union labor for their construction and maintenance projects. From its headquarters in Arlington, VA TAUC also provides support local contractor associations, vendors and service providers in the industrial maintenance and construction sector. Industry veteran of 35 years Steve Lindauer has served as Chief Executive Officer of TAUC since September 2006. He serves as a spokesman and advocate for union construction and maintenance industry, and is regularly cited as an industry expert. He has completed specialized training in association management and executive leadership and a member of the Joint Administrative Committee to the Plan for the Settlement of Jurisdictional Disputes, Secretary of Helmets to Hardhats Program, sits on the Board of Directors of the Construction Labor Research Council and maintains professional membership with the American Society of Association Executives. In its advocacy role, TAUC espouses a “tripartite dialogue” involving the
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union, the contractor and the ownerclient, thereby addressing and even eliminating delays or issues before a job begins. Though technically separate entities, the TAUC website explains it: “Maintains a close relationship with the National Maintenance Agreements Policy Committee Inc. (NAMPC) made up of an equal number of representatives from labor and management, and together with the help of a dedicated staff, administers a set of standardized project labor agreements whose terms unions and contractors agree to follow on industrial maintenance and construction projects. These agreements set forth a framework and procedure for nearly every conceivable aspect of the job.”
Safety Safety is the core value that drives the TAUC mission. It’s Senior Director of Environmental Health and Safety (EHS) is on hand to help members with safety-related questions. The EHS Committee brings together the industry’s most experienced safety professionals who tackle the top issues of the day. TAUC’s Thomas J. Reynolds Safety Awards shines a spotlight on the incredible safety accomplishments of its members. Member contractors who achieve a Days Away, Restricted
North American Construction Journal or Transferred (DART) Rate of 25% Strategic Alliances or more below the national industry average in a calendar year receive one of two awards: • Zero DART Rate • DART Rate 25% below the industry average TAUC also maintains a strategic alliance with the National Association of Construction Boilermaker Employers (NACBE) and shares EHS-related information among the collective membership of both groups. Additionally, TAUC supports the Zero Injury Institute (ZII) that offers zero injury services to members at a discounted rate; has long been an active participant on OSHA’s Advisory Committee for Construction Safety and Health; and has been an active participant in the Drug Free Workplace Alliance for a number of years, banning all current substance abuse trends that pose a problem in the workplace.
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TAUC maintains collaborative alliances with key associations supporting union labor: • TAUC – NACBE: In 2008 TAUC and the National Association of Construction Boilermaker Employers (NACBE) formed a strategic alliance that assisted both organizations in advancing their mutual interests. • TAUC – NACA: In 2009 TAUC and the North American Contractors Association (NACA) formally consummated a strategic alliance that helps both organizations advance mutual interests beneficial to their respective memberships and the union construction industry.
Industry Representation The following associations fall under TAUC’s umbrella: • American Institute of Steel Construction
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North American Construction Journal • American National Standards Institute A10 & B30 Committees • American Society of Mechanical Engineers • American Society of Safety Engineers • Construction Labor Research Council • Construction Safety Council • Helmets to Hardhats • Ironworker Management Progressive Action Cooperative Trust • Laborers’ Health and Safety Fund of North America • Laborers-Employers Cooperation and Education Trust • National Safety Council • OSHA Advisory Committee on Construction Safety & Health • Quality Construction Alliance • U.S. Chamber of Commerce
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COMPANY INFORMATION
Company Name: The Association of Union Constructors Country: US Industry: Construction Est: 1969 Premiere: Union Association CEO: Steve Lindauer Website: www.tauc.org
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APM:
Delivering Excellence
Established in 1976 as a wholly-owned affiliate of General Electric’s Power Generation Services business, APM headquartered in Pasadena, TX provides maintenance and construction solutions around the world. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1976 as a whollyowned affiliate within General Electric’s Power business, APM headquartered in Pasadena, TX provides maintenance and construction solutions to industries and utilities around the world. The company under the direction of CEO, Jake Locklear, and Chief Operations Director, Dan Reinhardt, provides multiple turnkey solutions across the industry. APM plans, executes, and manages various aspects of industrial and process construction projects including EPC, estimating, planning, project management, industrial installation, general construction, consulting, construction management, commercial support, building erection, process piping installation, and foundations. Nimble and versatile, APM shines and takes great pride in its ability to tailor and match product requirements to the specific needs of each client across a wide array of sectors. Following GE’s acquisition of legacy Alstom, the APM company acquired a U.S. boiler business in 2016 and began taking over management responsibility of a Canada boiler business in 2018. “We don’t want to be a single craft business; we want to be a multi craft turnkey solution with relationships to many trades to meet any need as a turnkey partner to power customers.
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It made sense to bring the companies together – we need one standard for the business not one for boiler and another for turbine. We needed a consistent unified expectation to perform any need for our customers – no matter what technology or craft we are deploying,” says Locklear. As Reinhardt explains, “our number one customer (GE) is also our shareholder. That makes us unique as we are measured by our ability to be good stewards of our projects and of the business.” He estimates approximately 8,000
North American Construction Journal APM craftsmen will be on site at GE projects around the world this year, pushing $400 million in revenue. What separates APM from others in its field? “What differs is our professional integrity and the fact we do not compromise. It would be easy when we are resource strapped to grab someone who is not trained properly but we won’t compromise the job or the business. We will not do a job if we don’t have the people. We do not compromise the APM way. Our people take pride that we don’t sell out and
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that we are honest with the customer,” Reinhardt notes.
Building an Invested Workforce Locklear stresses the company’s commitment to promoting a collaborative approach involving every employee. “Our number one advantage is our Superintendents and craftsmen who deliver; without them we are nothing,” he says. “We have core values of safety, quality, and integrity and partnerships with our labor organizations. We see
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North American Construction Journal this as a joint venture where we are contributing money into craft training programs, then deploying the best craft team to deliver the best outcome for our customers.”
The company’s Leadership Development Center in Pasadena, TX boasts 80,000sf of classrooms and an industrial mock up deck with hands-on training to identify and develop key leaders. “It is a mix of things designed to help the Superintendent and his team become the best they can be and deliver for the customer,” Locklear says. Reinhardt stresses the field teams are
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instructed to act like an owner, that their assets are theirs to run and to grow. “We feel that by running an open and transparent business the byproduct is that our field resources feel like an owner. What we have done in the field is we have total buy-in with what they do on a day-to-day basis. Our job is to build the model and get it to the Superintendents who use the model every day,” he explains. “They are stakeholders, and what they do on a day-to-day basis impacts the business. It’s key to communicate with your employees and to bring them in as part of the solution. It’s amazing what they can come up with in the
North American Construction Journal field. They like that they’re part of it, so I push ideas downhill to see what they keep coming up with,” Reinhardt elaborates.
Day-to-Day As is the case across every sector of the construction industry, APM grapples with an aging workforce and a lack of skilled replacements with an approach that differs from others in the same predicament. “Yes it is a challenge, but I think the challenge is we need to better advocate the need and value of a skilled trade. We need more skilled crafts here in the U.S., and it is a job
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We feel that by running an
open and transparent business … our field resources feel like an owner. What we have done in the field is we have total buy-in with what they do on a day-to-day basis. Our job is to build and model and get it to the
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Superintendents who use the model every day.
- Dan Reinhardt, Chief Operations Director
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people respect and value,” Locklear says. Which goes back to APM’s concerted effort to develop an invested workforce. “The best companies are the ones that don’t have talent shortages because people just want to work there and be a part of the culture. People want to be where they feel like they are part of the culture, where they feel like they make a difference and are part of an overall great experience,” Reinhardt explains. “You are a stakeholder and you have a say. We provide an experience and dynamic that people value.” The company maintains strict focus on safety. “Everyone knows the playbook on staying safe we are all running the same plays. . The focus has to be more on being intentional and mindful on safety, executing your safety disciplines each and every task, and not compromising when it gets tough. That’s when you identify where your true values are,” Locklear observes. Reinhardt adds APM holds toolbox talks and empowers the STOP program at jobsites. Additionally, APM uses a daily safety discipline in which every employee is expected to identify their top three risks for the task at hand and make three personal commitments to mitigate the risks.
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Employees are expected to share their commitments and reflections with each other for accountability and shared learning. It not only keeps us safe, but it builds an interactive workforce where people get to know each other and want to build each other up. “You need to fall back on your core values and training to do things the right way. I would rather have an argument about a missed schedule than tell a wife her husband is in the hospital tonight. I’ll have that argument every single time gladly,” he stresses.
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Reinhardt and Locklear both have extensive football background and Reinhardt describes their roles in the sport’s lexicon. “In my mind, Jake is the head coach; he’s Belichick and I’m the offensive and defensive coordinator. I am there to support and coach folks in the operations group, more of a mentor,” he says. “To establish direction for the company is huge for the CEO. President Kennedy said we’re going to the moon. You can make that ask and if you have the right people you can make that happen.”
North American Construction Journal 16 very comprehensive organization,” Key TAUC Affiliation APM serves as a governing member of The Association of Union Constructors (TAUC), the only multi-trade association that has a relationship with each of the historical 14 building trades. It is the premier national trade association for the union construction and maintenance industry with membership of more than 2,000 contractor firms. TAUC’s tripartite dialogue methodology enhances cooperation among the union, the contractor, and the owner-client for successful project delivery. Through TAUC, APM has access to an Environmental Health and Safety Committee that ensures its members are kept up to date on the latest safety policy developments at OSHA. Its Government Affairs Group is active in legislative efforts that affect the union construction marketplace. Its Industrial Relations Committee advances relationships with the 14 building trades.
Reinhardt notes.
Looking Ahead The need for power is a given, meaning the solutions APM has provided for nearly 40 years will always be needed. Reinhardt says: “No two days or weeks are the same. It is always changing, what new tech works and what does not. The different directions, the different hot button topics, and what solutions you come up with – the industry is ever-changing.” Locklear concludes: “I am the first college graduate in my immediate family.That was the dream of my parents and grandparents. My grandfathers worked 25 and 43 years
“We had our first Industrial Grade Innovation (IGI) conference in Detroit last June and had contractors surrounded by companies like Dewalt, Procore, and Microsoft. It was all focused on innovation, safety, and technology. TAUC’s efforts to move the industry forward when it comes to technology makes it a
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for Ethyl Chemical Corporation on the Houston Ship Channel. One of my grandfathers passed 6 months before I was asked to serve APM as its CEO. If I told him I was the CEO of a major union construction company, he would have told me he was proud. We get to play an important role in making sure the lights come on, and that hard working, professional craftsmen and women go home safe to their families and communities. That is our passion, and we get up every day finding ways to deliver those outcomes while improving. It’s the people we work with and the process we are part of. We get to build the country – those things are inspiring.”
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North American Construction Journal 18 and experience, which is leveraged Jake Locklear, to mentor and lead the Operations APM President &CEO Jake has been part of the APM business for more than 13 years and currently serves in the role of President & CEO. Jake operates from a position of servanthood to the craftspeople that make up APM. He believes that the business starts and stops with their people’s safety and professional development. Jake received his Bachelor’s Degree in Political Science from Stephen F. Austin State University in 2000 and his Juris Doctor from the University of Texas at Austin in 2003. After spending two years at a Houston-based law firm, counseling employers in a variety of labor and employment contexts, he joined APM as the first General Counsel. In following years, Jake joined the Board of Directors in multiple roles, including Secretary and Vice President, before his promotion to President & CEO in 2015. Jake has also worked in close partnership with leading industry associations and government relations during his tenure, including his current role as President of The Association of Union Construction (TAUC).
functions across APM. Dan operates by empowering his teams to take big swings with the right information that improve the business and industry. Dan received his Bachelor’s Degree in Mechanical Engineering from the University of Illinois in 1981. The following year, he began his career at Westinghouse Electric as a Field Service Engineer, and later progressed into management over the business’ central region. He joined APM in 1996 and spent time leading the APM Specialty Services business before his recent promotion to oversee all APM Operations functions globally.
COMPANY INFORMATION
Company Name: APM Country: United States Industry: Power Generation Solutions
Dan Reinhardt, APM Chief Operations Director
Est: 1975
Dan has been part of the APM business for more than 22 years and currently serves in the role of Chief Operations Director. Dan has deep technical and industry knowledge
Chief Operations Director:
CEO: Jake Locklear
Dan Reinhardt Website: www.apmdelivers.com
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Canadian Construction Association :
National voice for non-residential construction CCA is the national voice for more than 20,000 member firms in the industrial, institutional, commercial and civil engineering sectors Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal s it embarks on its second century, the Canadian Construction Association can look back with pride on 100 years of superb service to the nonresidential construction industry across the nation. Established in 1918 by 191 construction industry delegates, representing general contractors, trade contractors and manufacturers, CCA is the national voice for more than 20,000 member firms in the industrial, institutional, commercial and civil engineering sectors as well as 63 local and provincial integrated partner associations. According to its Linked In profile: “CCA plays a significant role in the development of relevant public policy; the legal and standards development goals of contractors, suppliers and allied business professionals; and the promotion and dissemination of information related to industry advances in innovation and technology.” As one of the bedrocks of Canada’s economy, construction now employs 1.37 Canadians, or 7 percent of the total workforce, while generating $119bn in economic activity (7% GDP). It is anticipated that the Canadian construction market will grow to global Top 10 stature within the next decade driven by the need for global resources and the nation’s need to modernize an
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aging infrastructure. Members are entitled access to standard documents, construction guides, and updates on federal public policy and regulatory requirements.
Progressive Step The association hired Mary Van Buren as President in October 2017 to take over from retiring Michael Atkinson. A marketing, strategy and digital expert, Van Buren has held executive roles at leading associations and not-for-profits, including the Canadian Medical Association’s subsidiary, MD Financial Management, and Export Development Canada. In her most recent role as vicepresident of marketing and IT at the Canadian Real Estate Association. Most construction associations in Quebec are CCA partner members and the umbrella association’s materials are produced in both English and French. In a statement posted to the association web site, Van Buren says: “It’s an exciting time to join CCA and the construction industry. I’m thrilled and honored to work with our executive committee, CCA board and our partner associations to improve the value of the association and to advance the interests of the construction industry, a cornerstone of the Canadian economy.”
North American Construction Journal 22 to operate in an economically, socially Looking Forward Primary objectives for CCA as it looks forward will be to: • Unite the industry while proactively championing national issues that matter • Lead the construction industry in adopting best practices that will help them in their success. • Broaden membership and drive member value Continued success will be measured by: • A more profitable, stronger, more harmonious construction industry, driving real economic impact in Canada. • The CCA and its partner associations will be essential to members’ continued success. • Construction will be an employer of choice, attracting a diverse and tech savvy workforce. • The CCA will be a sought-out advisor on issues of national importance and admired as a best-in-class Association. CCA supports corporate social responsibility across the industry: “Canadian Construction Association (CCA) recognizes that corporate social responsibility (CSR) is a rapidly evolving issue and affects companies differently depending on their size, location and specialization. CCA recognizes the importance of CSR, and encourages companies to voluntarily undertake initiatives that enable them
and environmentally sustainable manner.”
COMPANY INFORMATION
Company Name: Canadian Construction Association Country: Canada Industry: Construction Est: 1918 Premiere: Industry Association President: Mary Van Buren Website: www.cca-acc.com
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Kinetic Construction:
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Finding A Different Path Kinetic Construction of Victoria, BC has forged a culture that empowers employees, values clients and respects contractors. Written by Kevin Doyle Produced by Stephen Marino
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Under the guidance of 30-year industry veteran President/CEO Tom Plumb, the company has forged a culture that empowers employees, values clients and respects contractors, setting the company apart from its competitors. “It starts with values which relate to our culture and our ability to develop relationships both in house and out. Our staff are passionate about our work and are focused on continuous improvement – we are on the lean construction path that will help be a differentiator us now and in the future,” Plumb explains. “How do you broadcast a culture that we actually have fun at work? When your employees talk about it, people want be here. Employees know that when they work here, they are part of something bigger with a purpose,” Plumb says. “ I like David Ossip’s (CEO Ceridian) ‘People don’t work for you, your job is to take care of them.’ That’s the deal. If your people are happy, your clients will be. I actually expect people we hire to retire with us. It doesn’t always work out that way but anything less is short term
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Thinking. I prefer long term thinking. “It takes more than just talking culture – you need to walk that talk. You walk it by having an open door for everyone, by developing career plans for everyone bottom to top that they believe this a great place to work. By empowering people. By listening to people. Richard Branson said, ‘Managers that don’t listen will soon be surrounded by people who have nothing to say.’ I believe that. You also really have to care for people, even outside the workplace. Your good people are 100 percent the value of the company,” Plumb says. “We are focused on building a better engine. If you have a great, disciplined, process driven engine, with good
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How do you broadcast a culture
that we actually have fun at work? When your employees talk about it, people want to work here. Employees know that when they work here, they are part of the job and the overall purpose.
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stablished in 1984, Kinetic Construction of Victoria, BC has painstakingly crafted a sterling reputation for expertise of multiple delivery methods as a general contractor, construction manager and design-builder.
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- President/CEO Tom Plumb
North American Construction Journal people focused on continuous improvement, loving where they work, come all the things you need to prosper as a company that achieves real growth,” elaborates Plumb, a proponent of Lean methodology. Lean’s foundation is respect of people. “When you put employees first, your organization and the client reap the benefits.” Owned by 22 employee-shareholders, Kinetic employs 140 across three offices, generates annual revenue of $120m and has more than 30 active projects across the Lower Mainland and on Vancouver Island.
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and removing the redundant handling of paperwork will save $500k in time over 16 projects in one year in project time and avoiding multi level paperwork,” he explains. “This provides the team more time to focus on the project which is better value for the client.” The company embraces the WorkSafe BC Regulations as an operational guideline and has earned Certificates of Recognition from the BC Construction Safety Alliance; Injury Management and Return to Work Certification; and Health and Safety Certification (COR) recognizing
Safety First and Always Plumb knows this much to be true: Safety can’t be a formula or a list. He takes great pride in the fact that, for the first time in 34 years, Kinetic hit a record of 575 days without a lost time injury. “Safety has to be a part of your culture. A few years ago we thought that the only way we could make progress is if every person takes a role and acted as a leader, empower the lowest laborer. We use “see it, say it, fix it” as our safety motto. The secret to success is in not making a convoluted system; make it easy to follow. At a Lean Kaizen SAFETY event by our Green Belts, we did an exercise on how to make safety simpler and more efficient. Digitizing safety documents
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North American Construction Journal companies far exceeding established requirements.
Some Key Projects Brooks Education Group School: The six-floor, 70,000 sf project completed in August 2018 included 78 dormitory suites, an academic wing, five house parent suites and six common suites as well as cafeteria/food services and school administration. Kinetic cut delivery time from 17 to 13 months, delivered the project on time and under market value. “We were able to get them started a year ahead of schedule and provided the client $8 million in additional revenue. We promised and delivered
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primarily using the Last Planner System, a lean collaborative work plan tool we train our staff and subs on. We plan the work backwards and with the entire team Plumb explains. In the beginning you get some push back when they ask “Why are we in here planning our work when we should be out there doing it?” We ask, “think about what you just said, since when is unplanned work productive?” They soon get it and fully embrace it. Fleet Maintenance Facility Phase V, Cape Breton: (an EDK JV) Completed in 2018 for The Defence Construction Canada/Dept. of National Defence in Esquimalt, BC, the project replaced antiquated, outdated and deficient facilities as part of a fundamental
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modernization. The Royal Canadian Navy will receive an additional 200,000sf of shop space. Resulting in one of largest enclosed buildings in the Pacific Northwest. Yello On Yates Residential Development: Completed in April 2018 for Chard Development Ltd., this 15-storey mixed use development in Victoria, BC included ground floor commercial/retail space as well as 209 rental units. The reinforced concrete structure includes three levels of underground parking and a rooftop deck. University of Victoria student housing project: The joint venture with EDK is
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in the planning stages. It is the largest project UVIC has undertaken and will add 780 units of housing with new food services and administration areas.
The Market out There Plumb says the industry has been on a tear but is due for a slowdown due to many different factors occurring simultaneously. “We are a global community now and decisions made elsewhere affect us. It’s hard to predict outcomes. We are faced with a variety of cost escalators such as material, a serious shortage of skilled labour, a higher cost of living, greater design and energy
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Overall the biggest
challenge is the industry itself – we are the second most wasteful industry on the planet and we have not
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- President/CEO Tom Plumb www.naconstructionjournal.com
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North American Construction Journal requirements, increased taxation, and governments at all levels who seem to act as blocks to progress rather than partners in success,” he says. “Overall our biggest challenge is the industry itself – we are the second most wasteful industry on the planet and we have not adopted a better way. While other industries evolved, we continue to struggle” Plumb says bluntly. “The demands on us and our resources have are changing what we build so we need to change how we build. The entire mindset has to change – there are very few examples of true team collaboration focused on a common, client centric goal. “Some data shows that 70% of all projects come in over budget and past schedule. I’ve seen data that states construction leads all measured industries in three categories: bankruptcies, litigation, and inefficiency. We are less efficient (productive) today than we were at our peak in 1965. What are we doing here? We are bunch of really smart people and hold a significant part of GDP. ‘That’s the way we’ve always done it’ is a disease in our industry,” Plumb stresses. The standard Design Bid Build process attempts to level the playing field and forces a hard look at the low builder, which Plumb disputes. “People think that open competitive
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tendering is the best value but so much data shows it’s not.” he says. “The competitive tender world focuses on low price and not low cost. The client is no longer the focus, it’s beating the other guy. How is that good value for a client? In the mid1700s Oscar Wilde stated, ‘Nowadays, everyone knows the price of everything and the value of nothing.’ Not much has changed in the last 175 years in this respect. “I’ve spent the last three years talking to the stakeholders including subtrades and if there is one thing we have in common in the industry it’s misery. The trades want a better way of doing things,” Plumb points out. “We’ve just become comfortable living with chronic pain.” Aside from the quality of its work, its reputation as a great building partner and a great place to work sustains Kinetic. Plumb’s personal path can serve as a guideline to success within the industry. Prior to rising to CEO, Plumb explains: “After a tech education, I went into the field to learn about the work and got my Red Seal as a carpenter. I figured if one day I wanted manage the work, I first needed to do it. I then went to Super, then to PM with estimating duties, to branch manager. It provides a connection with our team that a carpenter can have a relationship with the CEO. I can walk
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on the site and talk about what they do because I was there. When I give the Super a hug and not a handshake that means something to people. I chose to work many levels, and can relate.” Succession is important to Plumb.
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impact on public policy or industry progress – you need to have a large group of like-minded people to push agendas and provide a source of education,” notes Plumb, who teaches a course in Project Management 101. A final thought from Plumb: “Construction is too hard. If you don’t love it, you can’t do it well. Construction is 80 percent art and 20 percent science, maybe. Your most powerful tool is a paintbrush and not a sledge hammer. Construction is made up of people who are both motivated and encouraged by the same things in life. It’s called being human. The sooner you understand that, the sooner you can build meaningful relationships and get things done.”
COMPANY INFORMATION
Company Name: Kinetic Construction
“We need to be investing in our next carpenters, foreman, superintendents, and project management teams. I’ve got a personal mission to find young people with degrees who don’t know what to do with them and convince them construction is a great place to be,” he says.
Country: Canada
Kinetic belongs to a number of key associations, including CCA, BCCA, VRCA, VICA, LCI-C, and ICBA. “Singularly we don’t have a small
President/CEO: Tom Plumb
Industry: Construction Est: 1984 Premiere: General contractor, construction manager and design-builder
Website: www.kineticconstruction.com
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Ed Brunet and Associates:
Well Into Its Second Century Ed Brunet and Associates of Gatineau, QUE is under its fourth generation of family ownership. During that time it has built more than 1,000 structures. Written by Kevin Doyle Produced by Stephen Marino
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ne hundred seventeen years in business speaks for itself, a milestone attributable to dedication and operational core values such as integrity, respect and transparency.
over the business,” Brunet explains.
Established in 1901, Ed Brunet and Associates of Gatineau, QUE is under its fourth generation of family ownership. During that time it has built more than 1,000 structures, mainly in the Outaouais and Eastern Ontario regions.
“I would attribute success to the core values of integrity, respect and transparency and respect for the employees, the subcontractors and the clients,” he says.
The company utilizes Construction Management, Fixed Rate Construction and Design/Build delivery systems for projects of varying sizes across the institutional, residential, heritage and industrial sectors. It employs 30 in the office, 40 in the field and expects to generate $80 in business this year with a goal of $120 million next year. “We are expanding into the Montreal area. Our growth is steady and calculated – we are prudent and always make sure we have the capacity to do so,” says fourth generation President Raymond Brunet. “We’ve been lucky with succession from one generation to the other. There were times when the odds were against us and not without challenges, but it survived and it made the company stronger. From my great-grandfather down to me there was never pressure on the kids to take
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Brunet points back to those core company values, along with a willingness to adapt, as keys to the company’s longevity.
“We constantly re-invent ourselves so we can meet the industry as it changes; status quo is never an option for us. We used to be very involved in the public sector but for the last five years or so we are now in the private sector. We read the market and adjust our business plan accordingly,” he elaborates.
Key Projects Zibi Windmill Dream: Demolition of the massive Gatineau Mill has paved the way for the vision of Zibi, a worldclass sustainable community and redevelopment project by Dream Unlimited Corp and Theia Partners. Ed Brunet is providing Project Management services in conjunction with LedCor. The project will transform the former brownfield site land located on both the Ottawa and Gatineau shores of the Ottawa River into a blend of residential housing types of low and
North American Construction Journal high rise condominium towers and townhomes, commercial and office space, unique waterfront plazas and outdoor squares, recreational facilities, and more. It is one of 10 endorsed One Planet communities in the world. “The project takes into consideration energy, social interaction within the community and all kinds of friendly factors,” Brunet notes. Upon completion, Zibi will provide housing for 5,000 and office and retail space for more than 6,000 people.
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RCMP Headquarters at Rideau Hall: The company has recently completed a $200 million renovation of the RCMP headquarters in Ottawa, the official residence in Ottawa of the Governor General of Canada. Included were complete restoration of the heritage greenhouse, reinforcement of structural components and landscaping work. “It was a very special project,” Brunet says.
Operations and Procedures Brunet is a hands-on type of manager,
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I would attribute success to
the core values of integrity, respect and transparency and respect for the employees, the subcontractors and
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the clients.
- President Raymond Brunet www.naconstructionjournal.com
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some might say old school. When aclient calls, it’s Brunet’s voice on the recorded message. “I make it a point to see everyone in the office every day, first thing. It takes 30 minutes, sometimes more. I try as much as I can to see the guys in the field. I make sure to meet all the Project Managers personally and make sure they know I’m available. And I absolutely favor personal contact with all of our clients,” he says. Keeping the lines of communication
North American Construction Journal open, he notes, is essential to success. “As president you need to have a clear vision and need to be able to communicate that so everybody understands it and is pulling in the same direction. Finally you need to make sure the team is well looked after. It is an employee market these days and you need to look after your staff,” Brunet observes. Employees are encouraged to become involved in charitable initiatives. And Brunet’s drive for 50/50 balance between men and women holding high-end positions within the organization is anything but old school. For jobs of $8m or more, the company maintains a fulltime Health and Safety inspector on site. Smaller jobs receive weekly visits and the company holds toolbox talks in addition to having all
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jobs reviewed by its standing Health and Safety Committee. The company works with a trusted core of subcontractors who share their vision and values. Post-mortems are held after each project to determine positives and negatives. “We have a very strong rating system to evaluate subs. We make sure they all share the same values with our partners. When the trust is in place we’re going to favour doing business with the same partners,” Brunet says. The company belongs to the Canadian Construction Association, the Quebec Construction Association and the Ottawa Construction Association. “It is a good platform to network with colleagues and to share experiences and knowledge. We also get exposed
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to different training opportunities but, to me, the greatest thing I got out of it is the networking,” says Brunet a past chair of CCA.
ongoing endeavours.
Some Challenges
In Closing
As is the case industry-wide, identifying and retaining skilled workers to slot behind those who are ageing out if of utmost importance. “You have to be very creative in how you attract them and how you retain them,” he says.
The company should continue to thrive – the fifth generation is on the job and a succession plan in place.
Staying abreast of ever-changing environmental restoration guidelines and implementing technology in a practical and beneficial manner are
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“Overall, as a company, you always have to be on your toes to keep your competitive edge,” Brunet notes.
Brunet – who joined the company after having first worked as a Civil Engineer in the Government sector – takes great pride in the company’s unmatched quality of work and its legacy building. “Once a project is completed I can drive by and on almost every block
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COMPANY INFORMATION or corner I see something we built or worked on. It’s a great feeling,” he concludes.
“
Company Name: Ed Brunet and Associates
Finally you need to make sure
the team is well looked after. It is an employee market these days and you
- President Raymond Brunet
“
need to look after your staff.
Country: Canada Industry: Construction Est: 1901 Premiere: General Contractor President: Raymond Brunet Website: www.edbrunet.com
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EllisDon Construction:
Technology Driven Global Leader EllisDon Construction of Mississauga, ON is a global construction services stalwart that completes CAD $3.5 billion worth of contracts annually. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal he sheer scope of EllisDon Corporation’s operation – from its global reach to its prodigious workload – is, well, impressive. Yet, despite its massive physical presence, EllisDon cultivates and maintains the personal touch of a much smaller company with every client, its “cradle to grave” approach guaranteeing involvement at every level of each project from pre- through post-construction. Established in 1951 by brothers Don and David Ellis Smith, the Mississauga, ON company has grown to become a global construction services stalwart with design, finance, construction and management capabilities, working primarily in the Civil Infrastructure and ICI sectors. It employs approximately 2,500, completes CAD $3.5 billion worth of contracts annually and works across Canada, in South America, the Caribbean and the United States as well as Qatar, the United Arab Emirates and Afghanistan. As it has evolved, EllisDon has embraced its reputation as a leading proponent of industry change. It is not uncommon for the company to create solutions where there were none in order
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to address vexing problems. “We thrive on change. We don’t want the status quo. We want to be ahead of the curve so we look to the future and see what’s coming. For our clients, we look at what the needs are for the markets we serve. We set up specialty divisions to fill the void,” explains Senior Vice President George Charitou, an industry veteran of 28 years. “It stems from our roots. Our founder was an entrepreneur and
North American Construction Journal his enthusiasm for business and his focus on innovation shaped our thinking, from our in-house Construction Sciences division to intelligent buildings and BIM,” adds Jody Becker, Senior Vice President of International Markets, who joined EllisDon in 2007. As head of the company’s Construction Sciences Division, Charitou oversees the Construction Engineering, Building and Material Sciences R&D, QA/QC, Constructability and Logistics, and Products and
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Systems R&D departments. “I have the responsibility for continuing the excellence, growth and broadening of the capabilities and reach of the departments. The various teams provide their expertise to all of EllisDon’s divisions, ranging from proposals and pre-construction planning, site logistics, execution and troubleshooting, to supporting large field equipment,” he explains.
Premiere Projects Oakville Trafalgar Memorial Hospital: EllisDon was the majority partner of this Design/ Build construction joint venture for Halton Healthcare Services that cost CAD $976 million and encompasses 1.5 million square feet. The company was a partner on the development and facility management teams as well. “Oakville Hospital is the most technologically advanced hospital in Canada,” Charitou notes. “We also completed the ICAT work, which includes the main technology and communications components.” The acute care facility now has 457 beds and features: a fivestorey section for complex continuing care and rehabilitation
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North American Construction Journal
We are proud to have partnered with EllisDon on the Brookfield Place project.
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North American Construction Journal and an array of outpatient services; a 10-storey inpatient care tower; and a four-storey therapeutic and diagnostic section. Brookfield Place: This CAD $1.3 billion full-block commercial development will cover 2.4 million square feet upon completion and feature the tallest building in Western Canada at 56 storeys. North American oil company Cenovus will be the anchor tenant. “With a defined budget and schedule, everything was met to a ‘T.’ It was executed well, which goes back to the services and
“We don’t want the
We thrive on change.
status quo. We want to be ahead of the curve so we look to the future and see what’s
“
coming.
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planning that goes into every project we do,” says Charitou. Ottawa Light Rail Project: This Design/Build/Finance/Maintain P3 project for the city of Ottawa’s Confederate Line is scheduled for 2018 completion at a cost of CAD $1.8 billion. The 12.5-kilometre line will move 24,000 riders per hour in each direction and will include 13 stations, three in a 2.5-kilometre tunnel designed to greatly reduce downtown congestion.
Technology Driven Charitou says the ability to create solutions as needed fuels his group and the company as a whole. “There are always a lot of interesting things going on and inventions when there is a need. Our people come to us with challenges and we find the solutions; we create it.” According to Charitou, when it comes to reviewing plans, the company takes nothing at face value. “We are driving change and marinating leadership in technologies and building systems for our clients to have longer performance and more money in their pocket in the
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excellent façade construction expertise
#1
long-term. We look at assets for their lifespan performance. We get into the details and if we find better ways to do things, we will flag it and explain why we think it’s better. We work with the client, the trades, and the consultants to have the best action plan,” he elaborates.
Cost mitigation is a top priority.
“It is the willingness by everyone to embrace technology and keep it on the front line. We’re looking how to improve building performance based on technological advances,” Becker asserts. “We draw from this team for challenges we have, no matter where we are building.”
Doing The Job
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“Our industry is one of the last to be disrupted so we have a keen interest to find cheaper and better ways of doing construction. We have a focus on that for the whole industry in general,” Charitou says.
“Our people have the ability to service the client directly without asking for permission from the office. At the job site level, the employee can make decisions. They can service the client and make them happy. They have
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North American Construction Journal more autonomy and authority,” says Charitou. Superintendents and Project Managers are empowered to essentially operate as project CEOs, which Charitou points out “is different than the competition.” With its commitment to a culture of trust and openness and its reputation for quality work, it stands to reason that it is paramount for EllisDon to establish long-term relationships with equally qualified sub-contractors. “We monitor their performance, their financial strength, the
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level of commitment to other projects they have ongoing, and their safety practices. We get into their business to understand the level of quality and execution before we qualify them,” Charitou explains. “We are the company of choice for them.” “So many of our subs have become real partners with us. We consistently work with firms that are like-minded, that take on risk and are innovative,” adds Becker. “And our willingness to take on risk with our clients as a partner, sets us apart. We always look to see how we can take on more risk. We’re partnering for success,” Becker explains.
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“We participate in working groups for the Ministry of Labour for legislative changes and participate with special committees for the development of specialized standards for construction,” Charitou says.
Safety, Training and More The company maintains laser focus on its safety protocol and consistently maintains the
“
It is the willingness by everyone
as a whole to embrace technology and keep it on the front line. We’re looking how to improve building performance based on technological advances.
“
The company maintains multiple trade association memberships, including the Canadian Construction Association (CCA), the Canadian Standards Association (CSA) and ACI, a committee which Charitou sits on.
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- Senior Vice President of International Markets Jody Becker
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North American Construction Journal industry’s highest safety rating. “In the last year we are the first construction company to have mandatory programs for our sub contractors as well. We are taking safety to the next level for all workers in construction and we are trying to promote this both domestically and internationally,” says Becker. The company offers a range of formal and informal programs with the singular goal of creating and maintaining a culture of freedom and trust.
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for all of our employees,” she says. “We can make changes in your career to help you grow and succeed.” At the corporate level, EllisDon partners with The United Way for charitable initiatives and has provided support at a number of international disasters. It is also involved with a number of local and regional charities. “We encourage our staff to five to the max and the corporation also has a matching program for many different organizations,” Charitou says. Looking forward, expect the
“We have leadership programs
We create iconic buildings. Walters Group offers end-to-end solutions on complex steelwork projects across North America. We recognize that the projects we contribute to are more than just projects. They change landscapes. They support key industries. They inspire people. Walters Group is proud to have been a part of bringing the vision and structural innovation to the award-winning Brookfield Place Calgary.
www.waltersgroupinc.com @waltersgroupinc
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Carpentry Manufacturing A Division of Allwood Industries Ltd.
Specializing in Custom Architectural Millwork
With over 6 5 years of experience specializing in metal stud, drywall, insulation, acoustics and tex tured finishes, Marel Contractors services all sectors of the construction industry including residential (low-rise and highrise), commercial, institutional and industrial throughout the GTA, Ontario and across Canada. MARELCONTRACTORS.COM 905.326.4000
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company to continue along its innovative path, immersing itself in new technologies and developing practical applications. In fact, Charitou says he would tell the younger version of himself just starting out “to learn about AI and code development and robotics, and learn about constructive technologies in general.” “EllisDon has transformed from being a Canadian general contractor to being an international construction services firm. That’s been the success of our story,” Becker concludes.
COMPANY INFORMATION Company Name: EllisDon Construction Country: Canada Industry: Construction Est: 1952 Revenue: $3.5 billion Premiere Service: Construction and Building Services President/CEO: Geoff Smith Website: www.ellisdon.com
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Crosslinx Transit Solutions :
A Powerhouse P3 Partnership ACS-Dragados, AECON, EllisDon and SNC-Lavalin join forces on Toronto’s massive Eglinton Crosstown Light Rail Transit project Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal pon completion in 2021, the Eglinton Crosstown Light Rail Transit will forever transform the footprint of public transportation in Toronto. The $5.3bn Public-Private Partnership (P3) is the largest transit system expansion project in Canada. The massive undertaking, now approximately 30 percent complete, will add 19 kilometres of new light rail (10 kilometres underground) and will travel west to east through Toronto, adding 25 new stations and stops linking to 54 bus routes, three subway stations and various GO Transit lines. Bombardier will supply the trains for the new line. To execute a project of this scope and duration, the Crosslinx Transit Solutions consortium was formed, consisting of four equal partner global leaders in transportation infrastructure with more than 350 years combined expertise: ACS-Dragados, AECON, EllisDon and SNC-Lavalin. Created specifically to design, build, finance and maintain this project, CTS will remain in existence for 36 years from project start through to contract completion. Long-time EllisDon executive John Bisanti is serving as Chief Executive Officer for the CTS endeavor. Bisanti has more than 30 years of experience working for public and private companies as well as large institutional entities and is the point of contact for
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the clients, Metrolinx and Infrastructure Ontario. “All four companies are motivated by project success. Given the size of this project, one of the things we push is a ‘What is best’ for the project mindset. We want to use the best in class mindset and culture and that continues today when we hire people. We do what is best for the project,” explains Bisanti, adding that CST is made up of employees from each of the four partner companies as well as new hires under the overarching CST umbrella.
The Collaborators ACS-Dragados: Established in 1941, Dragados is the construction arm of ACS Group and one of the world’s
A group shot prior to t
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largest private-public partnership contractors, The company boasts an impressive list of infrastructure accomplishments.
with a portfolio that includes groundbreaking Canadian buildings, including SkyDome (now Rogers Centre) and the PwC Tower.
AECON: A Canadian leader in construction and infrastructure development. Aecon provides integrated services to private and public sector clients in the Infrastructure, Energy and Mining sector, as well project management, financing and development services. They take pride in sustainable building projects that connect communities, homes and people.
SNC-Lavalin: Established in 1911, SNCLavalin has become one of the world’s premier engineering and construction groups with specialties in oil and gas, mining and metallurgy, infrastructure and power.
the first concrete pour inside the Crosstown’s tunnels.
“Joint ventures are always challenging (and) regular communication is critical. There is going to be disruption so we need to manage that. We also need to build relations with the clients and key
“
All four companies are
motivated by the project’s success. And for us, success is defined by delivering the project safely, on time and on budget.
“
EllisDon: Established in 1951, EllisDon is the only private company involved in the project. The company prides itself as an innovator and pioneer
The partners are familiar with each other. ACS-Dragados, EllisDon and SNC-Lavalin have worked together on the Confederation Line light rail project in Ottawa while AECON’s vast experience adds to the depth of the partnership.
- CEO John Bisanti www.naconstructionjournal.com
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stake-holders and deliver the project on time,” says Bisanti. The Project The line will run between Mt. Dennis (Weston Road) and Kennedy Station, including the underground section from Black Creek Drive to Laird Drive. The line will be built to cross underneath the existing subway line at Eglinton West Station (Allen Road) and Eglinton Station (Yonge Street), and connect with another subway line at Kennedy Station. The final product is expected to ease congestion while delivering shorter commutes, reliable and convenient transport, and improved air quality. “This will be transformational for the
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city. The project crosses the entire economic spectrum of the city. There are some economically depressed areas and some wealthy areas. At Mt. Dennis there was a large concrete underpass and retaining wall and there will now be a giant glass box station and open pedestrian area. This project will spur development in areas because of the improved access to public transit,” Bisanti says. CTS will maintain the Eglinton Crosstown – including all stations, stops, maintenance facility and light rail vehicles – over a 30-year period and will finance the multi-billion dollar project. Utilization of the Alternative Financing and Procurement (AFP) model will leverage private sector
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This is a great industry, where
we are creating a transformational project that will leave a legacy in Toronto for decades to come – for the communities along the alignment and the people of
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Toronto.
- President & Project Director, Bill Henry
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resources, expertise and efficiencies and transfers risk to the private sector as a way to protect the taxpayer. “We continue to work with all of the key stakeholders getting permits from the city. We have three interchange stations so we need to work closely with the municipal transit agency and we are working with all of the key utilities across the city. We continue to move forward on all of that as well as the lenders we are dealing with – they review and monitor construction progress monthly,” Bisanti notes. Operations On the operations side, Bill Henry serves as the President and Project
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Inside a mining drift at Laird Station.
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Director. He has more than 42 years of experience in the industry, and most recently led an international consortium in the Middle East in delivery of a metro system. His role at Crosslinx is to lead the delivery of the new Eglinton Crosstown LRT project. On a personal level, Henry loves the challenge. “I have been doing this for over 40 years. This is a great industry, where we are creating a transformational project that will leave a legacy in Toronto for decades to come – for the communities along the alignment and the people of Toronto,” he says. Job safety is the first priority, with best
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North American Construction Journal practices from each company utilized. Workers are provided the skills and equipment to work safely and unsafe behavior and conditions are addressed immediately. “Our view on safety is always about getting better and improving. A ‘Safety First’ mentality needs to be reinforced daily with the staff, trades, and the subcontractors, especially since this project will be 85 percent outsourced to subcontractors. There is a heightened level of safety. We want our teams safe and our subs to be safe. There are daily safety talks and we start all meetings with a safety moment. We have weekly updates with our safety director and we drive
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Otis is proud to support the Crosslinx Transit Solutions Project We are dedicated to moving Torontonians across this great city
#MadeToMoveYou
OT-CanadaTransitQurtrPgAdFinal4-10-18.indd 1
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Mount Dennis Before-After
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North American Construction Journal safety through competition among the different groups,” Henry says. With such a heavy reliance on subs, extreme vetting existed every step of the way in order to determine subcontractors’ ability to meet the high standards put forth by CTS. “We work with the most qualified subcontractors in the community and have a thorough vetting process. The companies had to be qualified and financially sound with a history of similar work. We want the best in class and the best outcome for the project,” Henry explains. CTS is performing some of the work, and the bulk of the project
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is being performed by unionized subcontractors and key unions. CTS is also engaging with organizations including the Toronto Community Benefits Network, Toronto’s Construction Connections and the Ministry of Advanced Education and Skills Development on workforce development programs and to make sure that job opportunities are available to youth and others facing barriers to employment in the communities adjacent to the project. This is part of the Community Benefits Framework that project client Metrolinx has outlined. Metrolinx recognizes that its major infrastructure investments should provide benefits for the communities in which it works,
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EXT KENNEDY MainEntrance
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North American Construction Journal including employment, apprenticeship, and local supplier opportunities where possible. It has therefore committed to include a community benefits program for the Toronto Transit Projects beginning with the Eglinton Crosstown Light Rapid Transit line (LRT). “CTS is committed to meeting the Community Benefits goals of the project, the first of its kind for this type of project, and we’re working hard to hire from the communities in which we operate,” says Henry. Additionally, CTS is utilizing advanced technology such as BIM (3D modelling), to visualize and plan construction efficiently and effectively. “You have to harness and embrace the technology that is available,” Henry observes.
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CTS borrowed a page from the mining industry to excavate three of the deep underground stations by using the sequential excavation method (SEM) first developed in Austria. The method relies partly on the strength of the surrounding geotechnical makeup to provide tunnel support.
Challenges A work force that is aging out of the construction industry places a premium on obtaining the proper number of workers needed for this project. “There is a lot of construction happening in Toronto and there is a lot of pressure on the trades. We are seeing the aging of the workforce and the impact on the unions and the
North American Construction Journal Bill Henry
trades. There is a need to get more men and women into the industry to offset retirement, but you see that across the line,” Bisanti says.
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John Bisanti
COMPANY INFORMATION
Nevertheless, he is confident the Eglinton Crosstown LRT project is well on its way to becoming a world class transportation solution for one of the world’s busiest metro areas.
Company Name:
“I think the fact that we have four world class companies working together and that we’re leveraging the strength from each will make this project a resounding success. The companies all complement each other and make the team better as we push this project forward,” Bisanti concludes.
Est: 2014
Crosslinx Transit Solutions Country: Canada Industry: Construction
Premiere Service: Joint venture building Toronto’s Eglinton Crosstown Light Rail Transit CEO: John Bisanti Website: www.crosslinxtransit.ca
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ABC Florida East Coast Chapter :
Serving the needs of South Florida’s contractors
The ABC East Coast Chapter espouses the merit shop philosophy and as the largest industry association in Florida, serves as the voice of commercial construction Written by Kevin Doyle Produced by Stephen Marino
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hen Hurricane Irma careened through Florida in September 2017 causing catastrophic damage in excess of $100bn, Associated Builders and Contractors (ABC) Florida East Coast Chapter stood ready to help both residents and its members impacted by one of the most ferocious Atlantic Ocean storms on record. “A lot of people need help that don’t have the means themselves, the elderly and the poor. Those are the ones we try to do extra outreach with. The hurricane just made a bad situation even worse,” says chapter President & CEO Peter Dyga. “We have the contacts. We can reach out to our 500-plus members and say ‘Can somebody out there help this person?’ That’s one of the ways we can help, through sheer volume of contacts. “South Florida and especially the Keys have a long way to go to recover. In the Keys, there are often not enough contractors to begin with and a lot of them lost everything – their tools and, in some instances, their only form of transportation. We’re able to help,” Dyga adds. “There is going to be a lot of long-term reinvestment in infrastructure. Any way we can help out, we’re trying to.”
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The association is a member of the Disaster Contractors Network in Florida and has also partnered with The United Way in the recovery effort. Now in its 50th year, the ABC East Coast Chapter espouses the merit shop philosophy and serves as the voice for its membership at the local, state and federal levels of government. As the largest construction association in Florida with the highest percentage (67%) of contractors, it provides industry training, safety training and professional development
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the Florida Legislature. He became President in 2012. The chapter is regarded as a leader in Government Affairs, now under the leadership of VP Carol Bowen. “To get a single bill passed in State Legislature is a challenge – we had three of our major objectives pass (in 2017) and I just think that speaks incredibly well to our influence and the respect we have in Tallahassee,” says Dyga. “We’ve gotten better at the things we were recognized leaders of. It comes down to you have to be in tune with your industry needs.” The association supplements Bowen’s work with contract lobbyists to ensure it has maximum opportunities to each of its 518 members. “We are very conscientious about being a contractor organization. The contractor community doesn’t always see eye-to-eye. You have General Contractors and the Specialty trades but all are equal within our association. Our goal is to represent the entire industry,” Dyga explains.
A Respected Voice Dyga joined the chapter in 1999 as its Vice President of Government Affairs after seven years working for
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North American Construction Journal representation. ABC also holds the largest industry “Day on the Hill” in Tallahassee. “It is the largest gathering and it’s important for any industry to be there. Legislators want to hear from company owners, the people signing the paycheck. We take contractors up there for a day and a half and encourage them to have conversations with legislators about the challenges we face in the industry,” Dyga explains.
Pitching the Profession Replenishing a work force that is aging out of the industry has long been a challenge across the
“
We have the contacts. We
can reach out to our 500-plus members and say ‘Can somebody out there help this person?’ That’s one of the ways we can help, through sheer volume
“
of contacts.
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country. The impact of Hurricane Irma has exacerbated that problem in South Florida, creating more work in an already tight market. Dyga says ABC spends about $2 million in training, marketing and PR, sponsors programs at middle and high schools, and engages with school counselors. Importantly, he says the message had to change. According to research by the Federal Government, 65% of jobs in in the future will not require a traditional four-year college degree. “The opportunities available in construction are good first choices
North American Construction Journal that are in high demand. They may require a journeyman license, or apprenticeship, but you will have zero student debt and a job right from the get-go. In Florida, student debt has to be borne by the contractor. So you’re working while you’re training,” Dyga points out. In addition to middle and high school students, those in the 25- to 35-year-old age group who may be disillusioned with their chosen profession are a prime target market. “Our culture is such that everyone is encouraged to go to college. It’s like turning a battleship, but we’re trying to change that. A good
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alternative is a four-year certification program. It’s not a booby prize. It’s an equally good first choice,” he stresses.
Safety Initiatives The more than 900 apprentices who are association members are immersed in the importance of job safety for the first six months of their tenure. “It includes OSHA 10 training. Safety is a huge part of what we’re about. It’s a culture thing and, as an industry, we need to be sure we are promoting it,” Dyga asserts. Nationwide, as an organization, ABC’s Safety Training and Evaluation Process (STEP) provides every contractor the tools necessary to evaluate and assess its own safety protocol. “We have as many of our members take part as possible. You find out where your shortcomings are and you find out how to improve them. If it’s inconvenient for our contractors to go somewhere to take OSHA classes, then we’ll bring it to them. We can offer that convenience,” Dyga says.
Professional Development The association has a Young Professionals Committee and a
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“They may need some soft skills or some advanced management skills to achieve even higher goals in their professional career,” Dyga says. “It’s been a tremendously successful program.” The association also maintains two student chapters at Florida International University and Florida Institute of Technology, which both offer Construction Management
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“
To get a single bill passed in
State Legislature is a challenge – we had three of our major 0bjectives pass (in 2017) and I just think that speaks incredibly well to our influence and the respect we have in Tallahassee.
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Leadership ABC program. Its member companies are encouraged to identify employees who may be interested in pursuing a management track.
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- Association President Peter Dyga
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COMPANY INFORMATION degrees. Additionally, it provides apprenticeship, foreman and superintendent training, the latter through a two-week program at Purdue’s highly acclaimed Project Management Academy. In the final analysis, given the depth and breadth of all that the ABC Florida East Coast Chapter offers, it is sound business for South Florida commercial contractors to become members.
Company Name: ABC Florida East Coast Chapter
Country: U.S. Industry: Construction Est: 1968 Premiere Service: Industry Association
“We’re in tune with our industry needs. In general, we’re here to be part of the solution,” Dyga concludes.
President: Peter Dyga Website: www.abceastflorida.com
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Full Tilt Constructors:
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New Company, Big Reputation Full Tilt Constructors aims to shepherd projects through in every aspect of turnkey commercial, industrial, and institutional tilt-up construction projects Written by Kevin Doyle Produced by Stephen Marino
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stablished in 2012, Full Tilt Constructors of Sanford, FL has forged a sterling reputation for quality concrete construction work in a very short while. The company is under the guidance of co-founders President Richard Proctor and Vice President Scott Roberts, who hit the ground running with a combined 50-plus years of industry experience. The company aims to shepherd projects through in every aspect of turnkey commercial, industrial, and institutional tilt-up construction projects from “concept to concrete.” Specialties include: Design/Build, Inhouse planning, Self-preformed tiltup panels, foundations and slabs on grade, specialty floors, dry-shake floor hardeners, super flat floors and light reflective floor toppings. The company currently employs 210 and anticipates $65 million in revenue this year with a goal to surpass $70 million in the coming fiscal year. “We’ve grown pretty rapidly and been able to manage it. Now we feel like we’re at a comfortable level,” says Roberts, who handles the estimating; marketing and sales side of the business while Proctor is responsible for field operations. “We’ve only been around for seven years but we’re known for our quality
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and the owner’s reputation for doing things the right way. We care about our work and want to do a good job for every single client,” Roberts stresses.
Operations and Capabilities The company has recently completed projects for Adventist Healthcare, Best Buy distribution in Lakeland and the Megastron Office Development in Orlando. Full Tilt has demonstrated expertise
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across the spectrum, including specialty, multi-story, industrial, retail, education, warehouse and hotels. “We just did a 1.1-million square foot distribution facility for Walmart as well as a stacked six story facility for Vantrust that was pretty interesting,” Roberts says. “We’re also knee-deep in distribution facilities for Medline and Wayfair as well as a cold storage facility for Walmart.” The company belongs to the Tiltup Concrete Association (TCA) and
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the American Concrete Association. In 2018 it won a prestigious Golden Trowel Award for pouring the flattest floor in the world for buildings larger than 500,000 square feet.
Day to Day The company’s goal is clear: To bring in all projects, regardless of size, in on time and under budget. Roberts says the company’s reputation provides it with a leg up. “Jobs are price-driven and to be
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competitive you have to have an edge, so when the bids are competitive and the numbers are close, why pick us even though our bid may be higher? It’s the reputation we’ve acquired over the years and the quality of the work we do. We’re not arguing and fighting with contractors about picky things here and there. We’re not nickel and
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We’ve only been around for
seven years but we’re known for our quality and the owner’s reputation for doing things the right way. We care about our work and want to do
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a good job for every single client. - Vice President Scott Roberts
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dime kinds of guys,” he explains. At this point most of the company’s hiring is accomplished via word of mouth. “We have a full HR department – and we work with recruiters for jobs in the office – but the tilt up industry is different in the field and if you don’t understand it we really can’t hire you,” Roberts says. Project Managers are given the responsibility to run job sites. “They always come back and ask questions to make sure they are making the right decisions, but it’s a system that’s working, Roberts says. In regards to safety, the company holds regular toolbox safety meetings to discuss issues on site. Additionally, Roberts estimates 99% of the staff holds OSHA 10-hour certification.
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North American Construction Journal Looking Forward We’ve grown pretty rapidly
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and been able to manage it. Now we feel like we’re at a
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This company is just getting started with plans in place to expand both its client base and sphere of operations via smart managed growth.
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- Vice President Scott Roberts
“I have been in construction for 20 years and you have such a great sense of pride when you drive by something and can say I helped build that and it looks good.
The company is also a stickler about tracking costs. “We track costs daily and our guys turn in time cards daily rather than guessing at the end of the week. It’s all in their phones and it’s much more efficient and accurate,” Roberts points out.
He also embraces the opportunity to continually add to his knowledge base. “There’s never a stupid question to ask in construction – you can learn something new every day,” Roberts concludes.
comfortable level.
COMPANY INFORMATION
Company Name: Full Tilt Constructors Country: United States Industry: Construction Est: 2012 Premier service: Concrete Construction Partners/Principles: Scott Roberts, Richard Proctor Website: www.Full-TiltConstructors.com
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Baker Concrete Construction, Inc. :
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Premier Concrete Solutions Specialist Baker Concrete’s South Florida location in Fort Lauderdale has been building relationships and delivering high-end projects for 15 years. Written by Kevin Doyle Produced by Stephen Marino
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rom humble beginnings in 1968, Baker Concrete Construction, Inc. has evolved into one of the nation’s largest specialty contractors with thousands of co-workers at 14 offices across the United States. Yet the company established by Dan Baker and his brothers has never lost that down-to-earth family feel. It is a trait that has served the company well through its first 50 years, a time during which it has completed nearly 11,000 projects. With exception of highly specialized trades, the company selfperforms all work. “Dan has built the company with strong core values. We continue to work with those values of People, Honor and Grit. We are a people business that just happens to build some amazing structures. Dan has built the company on the belief that ‘Our word is our word.’ We are fairly large in our realm of construction and we still maintain a gritty, humble culture that makes us different,” says Kerri Smith, Vice President and General Manager of the South Florida office based in Fort Lauderdale. The South Florida location serves the area from West Palm Beach to Key West, including Miami and Fort Lauderdale. “We have hard-working people giving it their all 12 hours a day. It is a humble group, but we do enjoy driving by
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structures and saying to our families ‘We built that’,” adds Smith, who has been with the company for 14 years. Baker Concrete provides a range of construction and management services to the Civil, Commercial, Heavy Industrial, Institutional, Energy and Power, and Multi-Family sectors. Core competencies include structural excavation, concrete formwork design and installation, concrete reinforcement
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There will be 121 units, ranging in size from 1501 to 2964 square feet and in price from $845,000 to $2.04 million. Condominiums begin on the 16th floor with the lower levels occupied by a Hyatt Centric hotel. Gables Station: Gables Station is a proposed high-density, mixed use TOD project located directly adjacent to the Miami Metrorail line. The project contains a diversity of uses including 450-500 residential units, an extended stay hotel, and approximately 80,000 square feet of retail distributed throughout, including a full service grocery store. The project design creates extensive high quality public space throughout the project for the enjoyment of the residents, visitors, and locals.
installation, and concrete placement and finishing; and preconstruction services that comprise conceptual estimating, project scheduling, design assist and value engineering, and technical and constructability reviews.
Key Florida Projects 100 Las Olas: Upon completion in 2020, this will be the tallest residential tower in Fort Lauderdale with 46 levels.
Panorama Tower: Baker Concrete earned Eagle Award recognition from the ABC East Coast for its work on this 83-story mixed-use development in the Brickell financial district in Miami. The tallest building in Florida – and tallest residential building south of New York City – has a gross square footage of 2.6 million SF. Baker concrete’s scope of work included 155,000 cubic yards of concrete, 22,000 tons of reinforcing steel and two million pounds of post tensioning cables. The company set a record for pouring 11,677 cubic yards of concrete for the foundation in 23 hours. Marlins Park: The home to Major
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Our growth, and our entire
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keeping them engaged and by having
League Baseball’s Miami Marlins opened in 2012 on the site of the former Orange Bowl. The stadium’s retractable roof moves on massive site-cast track beams. The concrete shell consists of approximately 750,000sf of cast-in-place elevated decks and rakers that support the precast stadium. Baker and Form Works were joint venture contractors on the project.
a strategy. Everything else takes care
Safety Measures
business, is about relationships. We are a people business and we build relationships with our customers by
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of itself.
- Kerri Smith, VP and General Manager www.naconstructionjournal.com
Baker Concrete has embraced an Incident and Injury Free Safety (IIF) culture that centers around caring about the individual and sending everyone home safely. The company has instituted a national training program that includes targeted
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North American Construction Journal new-hire orientation programs, scheduled safety trainings, weekly “tool box” talks on job sites, observation programs and period reviews. “Safety isn’t a department, it is a culture, a way of doing business and about caring about your family. We are not super tough just because we are in construction. Regardless of your industry, if you get hurt your family suffers. We want our coworkers to be safe for themselves and for their family. It’s a ‘You are your brother’s keeper’ mentality,” stresses Smith. “Safety starts at the top. You have to walk the talk, set the tone and truly care.” The company is one of 30 original
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sponsors of National Construction Safety Week. The theme for the 2018 event from May 7-11 was The Power of Safe Choices with national and global firms joining forces to raise awareness of the industry’s commitment to eliminating injuries.
Operations Customer engagement and relationship building goes hand in hand with success. “We have been in South Florida now for 15 years. Our growth, and our entire business, is about relationships. We are a people business and we build relationships with our customers by keeping them engaged, having a plan and delivering. Everything else takes
North American Construction Journal care of itself,” Smith states. “When a customer calls and they say ‘We want you there – this is a Baker job’ and it comes from not just the highest level but the project team as well, that’s a strong relationship,” Smith notes. The company belongs to multiple associations and Smith was a member of the Board of Directors for the ABC Florida East Coast chapter. She considers the networking opportunities and the ability to foster relationships, coupled with ABC’s legislative clout, to be invaluable. Baker uses the latest iterations of technology such as Building Information Modeling (BIM) and
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Virtual Design & Construction (VDC) for applying BIM to real-world processes. Both are supported by cutting edge software and utilized throughout out the project life cycle. The company carries Leadership in Energy and Environmental Design (LEED) certifications in water efficiency, energy and atmosphere, materials and resources, materials and certified wood, indoor environmental quality, innovation in design, and regional priority.
Meeting Challenges The issue of experienced workers aging out across the construction industry and attracting qualified replacements is a reality for companies
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If the culture fits the person
and they fit the culture, we can teach anybody anything. People can make their own way here and we want them to move up with fire in their
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belly.
- Kerri Smith, VP and General Manager
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across the country. It is magnified, Smith says, because “a lot of the good construction people that are two generations in are pushing their third generation into other industries. We are experiencing a lot of growth and this is a dynamic time for the construction industry. We have to tell that story along with the plethora of opportunities available to co-workers who fit our culture. ” Delivering a positive message about the industry is a key component in the effort to combat the talent drain and replenish the workforce. “We’re continuing to be diligent about getting the right talent. The industry is full of opportunities and the work is
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fulfilling. We’re building structures but, in doing so, we are building lives. We’re pretty prideful about that,” Smith says. The company has a long history of providing students the opportunity to gain skills and hands-on experience in areas such as trades, field supervision, project management, estimating, marketing, finance, talent management and pre-construction. Programs are updated to mirror industry trends and changes. “For us it’s about finding a strong culture fit. If Baker’s culture fits the person and they fit our culture, we can teach anybody anything. People can make their own way here and we want them to move up with fire in their belly,” Smith says.
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believe it won’t build on the solid foundation already in place and continue to enhance its position as a market influencer. “I believe we can change the way the industry does business and make it a profession people are drawn to. In fact, I believe it is our responsibility.” Smith concludes.
COMPANY INFORMATION
Company Name: Baker Concrete Country: U.S. Industry: Construction
Additional challenges include managing the escalating cost of rebar materials and managing manpower when project start dates shift. “We need to keep our guys working and start dates can fluctuate,” Smith says.
Est: 1968
As the company embarks on its next 50 years, there is no reason to
Website: www.bakerconcrete.com
Premier Service: Specialty concrete construction contractor President: Brad Wucherpfennig
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Harrison & Burrowes Bridge Constructors, Inc.:
Keeping the Traffic Moving Harrison & Burrowes Bridge Constructors of Glenmont, NY is closing in on 40 years of unparalleled expertise as a bridge building, repair and maintenance specialist. Written by Kevin Doyle Produced by Stephen Marino
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ncorporated in 1980 by brothers Jeff DiStefano and Walter V. DiStefano Jr., Harrison & Burrowes Bridge Constructors of Glenmont, NY is closing in on 40 years of unparalleled expertise as a bridge building, repair and maintenance specialist. Today company operations are under the direction of President, Mark Klingbeil, Vice President Steve Avveduti, Controller Ann Marier Olsen-Geitner and Vice President Chris DiStefano; his father Jeff is the CEO. Harrison & Burrowes employs approximately 150 and generates annual revenue in the vicinity of $50 million. The company works primarily for the New York Department of Transportation and New York State Thruway, occasionally venturing into the private sector. It specializes in Design/Build projects, shepherding them through from concept to completion. The company owns and maintains its own fleet of specialty equipment and is capable of working on multiple projects simultaneously. Chris DiStefano says while the company is technically under secondgeneration direction, its DNA can be traced back to before World War Two. “My father and uncle started this company but their father Walter Sr. owned Green Island Construction, a
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highway outfit started by his father back in the 1930s. So, I’m really fourth generation,” he explains. What provides Harrison & Burrowes’ competitive edge? “There is no question what has helped us set ourselves apart is our people and their knowledge. We take a great amount of pride in the people who work for us and in the job they do. We have guys who came to us 25, 30, 35 years ago right out of high school and
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never left. We treat our employees well and they truly care about the company,” DiStefano explains.
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Some Key Projects
you’ve got to be willing to go where the work is. If it’s not a bridge, then it’s usually something with the elements of a bridge,” DiStefano says.
“We’ve been fortunate with the opportunities we’ve had in New York State. When you drive around the state see the roads and bridges that are crumbling, you have confidence that there is always going to be work. It comes in waves, and public bids are highly competitive, so
For example, a $16.1 million wharf reconstruction project for the Albany Port District Commission is just such a project. Scheduled for completion in 2020,it involves the demolition and rebuild of the structure on the Hudson River that has all the elements of a bridge – minus the bridge.
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“We’re driving piles, there’s rebar, concrete formwork and precast deck slabs. It’s all the standard elements of a bridge. It allows us to diversify a little bit and shows that we have a lot of talented people who can do more than bridge work,” DiStefano points out. Batchellerville Bridge Saratoga County: The $46 million project involved full replacement of Batchellerville Bridge over Sacandaga Reservoir with 12 piers in water with full cofferdam construction measuring 3,100 linear feet. Port Jervis Orange County: This $40 million project involved superstructure replacements and rehabilitation of six bridges on I-84, over country routes 15
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& 16 and the Delaware River. Route 2 Over Winooski River: The $14 million Design/Build venture in Chittenden County Vermont saw widening of 360-foot Pennsylvania truss bridge constructed in 1929 by 12’6’ including launching a temporary mabey bridge used as a detour to facilitate non-staged construction, which was world’s longest temporary Mabey bridge.
Safety Initiatives Safety is top of mind around the clock for Harrison & Burrowes, which leaves no stone unturned to keep its employees out of harm’s way. The company’s full-time safety coordinator,
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on board since 2008, develops site specific safety plans and visits sites as often as possible to insure protocol is being followed. “Safety is one of those things you absolutely cannot take for granted,” DiStefano stresses. “We have a company-wide meeting every March in Albany with keynote speakers just to go over issues to be aware of during the coming year and to provide updates to changes under OSHA guidelines.” All-Hands Safety meetings are used to discuss job site goals for the week and to identify potential site hazards. Foremen and Superintendents discuss what they will be doing on each site and identify ancillary personal protective equipment –
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There is no question what has
helped us set ourselves apart is our people and their knowledge. We take a great amount of pride in the people who work for us and in the job they do. We have guys who came to us 25, 30, 35 years ago right out of high school and never left. -- Vice President Chris DiStefano
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North American Construction Journal such as earplugs, respirators, safety glasses and gloves – they require to successfully and safely complete a job. Finally, the company’s insurer visits job sites each month for a safety inspection and to talk with members of management, the Superintendent and Project Manager to “make sure the ‘I’s’ are dotted, the ‘t’s” are crossed and the paperwork is filled out properly.”
Day To Day As is the case with every segment of the construction industry, identifying and securing skilled craft labor is an ongoing challenge. “We certainly deal with it. It’s a national
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issue,” says DiStefano, who sits on the Highway Board of Governors for the Associated General Contractors of New York and is involved nationally as well. Harrison & Burrowes is addressing the issue head on. “We recently had a group from a local BOCES program bused in to talk to us about the type of opportunities a career in the heavy highway industry can provide. We’ve got some young kids who have been with us since they were age 16 or 17 who don’t have student loan debt and are making a good living,” DiStefano says. DiStefano says membership in the AGC at both the state and national
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North American Construction Journal levels has been beneficial. “You see the advocacy they can provide. It’s a very well-respected industry group we are proud to be members of,” he notes. On a typical job, the company selfperforms 65-80 percent of the work, including pouring concrete, erecting steel and excavation. Work such as guard rail installation, rebar, sign structures, bridge painting and line striping is handled by carefully vetted and trusted subcontractors. The parameters change for statefunded projects as New York State “now requires 30% MWBE participation,” DiStefano says. “That
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doesn’t really give us an opportunity to self-perform a lot of the work on those jobs.” Harrison & Burrowes owns more than 20 excavators, six cranes, flatbed trucks, tractor-trailers and an array of specialty equipment. All are serviced by three full-time mechanics at the company’s on-site maintenance facility.
Looking Ahead Given the constant need for infrastructure upgrade throughout New York, work seems likely to remain steady. However, that won’t keep DiStefano from
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investigating diversification. “I’m involved with the allocation of employees and resources and always looking for the next opportunity,” he says. “I’ve grown up with the industry. I was in a car seat going to sites. It’s in the blood.”
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I’m involved with the allocation
COMPANY INFORMATION
Company Name: Harrison & Burrowes Bridge Constructors, Inc. Country: US Industry: Construction
of employees and resources and I’m
Est: 1980
always trying to figure where the
and maintenance specialist
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- Vice President Chris DiStefano
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Premier Service: Bridge building Owner/Vice President: Chris DiStefano Website: www.harrisonburrowes.com
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Environmental Construction Group :
Big-Time Jobs, Big-Time Reputation Environmental Construction Group of Signal CA is among the leading hazardous material abatement and demolition contractors in Southern California. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal ow in its 17th year of operation, Environmental Construction Group of Signal CA is regarded among the leading hazardous materials abatement and demolition contractors in Southern California. The company works across the commercial, industrial, education, government, healthcare, marine, airport and retail sectors providing services from structural demolition, site clearing and excavation to asbestos abatement and cleanups of all types. The company is under the direction of President Darrin McElroy, a 30-year industry veteran with vast experience across the realm of hazardous materials abatement. “I started scraping asbestos for six dollars an hour in a work program,” he recalls. The privately held company employs approximately 200 and typically generates $50million in annual revenue. The company’s team approach of partnering with owners, general contractors and consultants guarantees clients receive the most efficient, cost effective and safest project possible. “Placing money first will lead you to make some decisions that are the wrong ones. By placing the customer first you’re going to make the right decision, you’re going to build a highend base, you’re going to feel good
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about what you do and the money will follow,” McElroy notes. The company is fully licensed, insured and bonded to perform abatement and demolition services throughout California. ECG actively holds B, C21, ASB and HAZ license, as well as its DOSH certificate with the state. The company is affiliated with The Associated General Contractors of America (AGC) , TOMI Environmental Solutions, the Laborers’ International Union of North America, Local 300, The Building Industry Association of Southern California, and The International Union of Operating Engineers (IUOE). As a committed community partner ECG supports an array of local, regional, national an international charitable organizations.
Some Premier Projects The New LA Century Plaza Hotel: This $15.8m 16-story project for Webcor Builders along LA’s iconic Avenue of the Stars involved structural demolition along with asbestos abatement and lead blasting. It is but a single piece of the massive $2.5bn Century Plaza mixed use development. “It’s the largest job in LA at the moment. We butted the entire structure, cleaned the entire structure of asbestos, and executed the concrete
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The company has also been involved with the PetroChem Ventura California Oil Refinery EPA Closure Project; The renovation and expansion of UCLA’s famous Pauley Pavilion; and the Santa Margarita River Bridge replacement. “We really are now considered a premier company Southern California, I think, because we’ve grown to a point that we have a reputation that we’re taking on a number of large, challenging jobs,” McElroy points out.
Safety Protocol Given the often dangerous and always intricate nature of the company’s work, ECG has stressed safety as a prime objective since the day the company opened. The company’s Safety Director is responsible for developing and promoting a proactive safety culture and works closely with the team to ensure compliance.
Pier E Terminal East Basin Fill: The $1.7 million job for Manson Construction and the Port of Long Beach involved removing 800 feet of an existing wharf and pile system. The final phase of the more than $1bn re-establishment and rehabilitation project is just being completed.
The company is committed to a “Target Zero” workplace and works to prevent damage to property and environment toward cultivating an environmentally friendly and sustainable workplace. ECG works hard to develop employees who are knowledgeable, trained and able to provide safe solutions on any given project.
“The wharf replacement work was really cool and challenging as it involved demoing piers over water,” McElroy notes.
“Injuries or accidents happen that could have been prevented, I don’t know how you take that back,”
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McElroy says. The company has been recognized a number of times by its clients and industry organizations for its safety achievements. On at least one occasion, McElroy recalls, “there was $10m job where we were brought in to finish because of pretty serious safety problems with the prior contractor.”
Day To Day McElroy cannot stress enough
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“
Placing money first will lead
you to make some decisions that are the wrong ones. By placing the customer first you’re going to make the right decision. - President Darren McElroy
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committed the company is tocultivating repeat business and to satisfying each and every one of its clients. “We really are customer based and our goal to provide our customer with the best possible end product. Our customer satisfaction rating is extremely high and really is our vision here with our great team working together to be successful on every job,” McElroy notes. “So many companies seem to place the money first and consider that successful but they eventually run into trouble.” The company is diligent in maintaining a stable core group of partners, whether materials suppliers, equipment
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providers or subs working on the job. “We make sure we pay our subs in a timely fashion and that we pay them well so that they are excited to work for us and that we continue to get the best subs. We demand a lot of them but we also pay them accordingly so that we get the highest levels of work,” McElroy says. The bottom line? “Companies are giving us jobs because they know we’re doing things the right way. That feels good and it also creates a good environment for our employees. Recognition for doing a job well eliminates a lot of issues,” McElroy concludes.
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COMPANY INFORMATION
Company Name: Environmental Construction Group Country: US Industry: Construction Est: 2002 Premier Services: Hazardous Materials Abatement and Demolition contractors President: Darrin McElroy Website: www.ecgcorp.net
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Rifenburg Companies:
Four Companies, Singular Service The Rifenburg Companies of Troy, NY provide heavy civil construction services throughout the Capital District, in New England and along the east coast. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1958, The Rifenburg Companies of Troy, NY provide heavy civil construction services throughout the Capital District, in New England and along the east coast. The Rifenburg Companies – Rifenburg Construction, Rifenburg Construction/ North Carolina, Marcy Excavation Services and Park East Sales – employ approximately 350 and complete $90 million in projects annually across the spectrum of sectors for municipalities, state agencies and private companies. “Our father started the business with a dedication to customer service and high-quality work. Our reputation continues to be built on the satisfaction of our clients,” says President George Rifenburg in a post on the company’s web site. “Our employees are all family, and every project we undertake is a labor of love.” The Rifenburg Companies’ broad suite of offerings includes highway construction and restoration, site development, landfill technologies, environmental cleanup, utilities installation, mining, aggregate sales, equipment sales, leasing, and rentals, and airport maintenance and runway reconstruction. “Our keys to success over the years,” Rifenburg says, “include respect and appreciation for our employees, emphasis on safety for all, and
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responsiveness to our customers.” The company belongs to the following associations and organizations: Associated General Contractors of New York State, Associated Builders and Contractors, Inc., Rensselaer County Regional Chamber of Commerce, The Business Council, New York Construction Materials Association, and Construction Financial Management Association.
Company Structure Rifenburg Construction: This heavy highway specialist offers complex reconstruction, safety improvements, road widening and paving. Experienced crews and a large fleet of equipment allow the company to work on multiple projects simultaneously. Highway projects include new highways, existing highway rehabs and roads through industrial parks as well as commercial and residential developments. The company is also a highly regarded environmental cleanup expert. Environmental remediation projects include cleanup of substandard or illegal landfills, abandoned tire dumps, and fuel spills. Rifenburg Construction/North Carolina: Founded in 1996, the company specializes in quick response mobilization. Its work includes landside and airside maintenance
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North American Construction Journal at both international and regional airports, runway rehabilitation and paving under critical conditions, wind farms, site development, and landfill expansions and capping. A talented team and access to sophisticated equipment allows the company to see projects through from start to finish safely and efficiently. Marcy Excavation Services: Established in 1981 as wastewater treatment plant specialist Marcy Excavation, the company’s scope has broadened considerably. It is known for superior work, its emphasis on safety and its expertise in landfill technologies, a concern for many communities. The company has
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a long record of constructing or expanding state-of-the-art landfills and remediating or closing landfills that have become environmental hazards. Specialties include material relocation, slurry wall construction, gas capture, leachate collection and treatment and capping. Park East Sales: With divisions in both New York and North Carolina, Park East Sales provides equipment for sale, lease and rental. The inventory is typically less than five years old and the company maintains inventory of more than 500 pieces. The company transports machinery to and from the job and also has the ability to haul super loads. All equipment is serviced
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Congratulations to Rifenburg Construction Inc. Volvo equipment has developed a reputation as a leader, delivering innovative, reliable and durable machines that are built to perform in any conditions. Vantage Equipment is proud to partner with Rifenburg Construction Inc. as they celebrate their 60th year in business.
www.vanquip.com
at 250-hour intervals.
Operations The company moved into its new facility in July 2017. Given the inherently dangerous nature of the work the company performs, safety is an unquestioned top priority and discussed daily. The company continually invests back into the business and works with a wellregarded network of suppliers and sub contractors. Some key projects include: NYS Thruway Exits 23 & 24: The $99.6m project for the New York State
Thruway involved reconstructing the highway for eight miles between the two exits to increase traffic capacity, the largest such endeavor in the history of the Albany Division of the Thruway. Preparation and drainage took up the first year. The team added lanes to increase capacity, installed drainage and noise barrier walls, and repaired bridges on time and within budget. Massena Land Port of Entry: This $10.2m project for the General Services Administration involved relocation of New York State Route 37, which had to be accomplished while keeping open access to the St. Lawrence Seaway National Bridge. The intricate threeyear project required precise
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coordination among Rifenburg, the General Services Administration, Customs and Border Patrol, and the St. Lawrence Seaway Authority and was completed almost two months early. Watertown International Airport: This $4.78m project for Jefferson County yielded a new taxiway and 1,000-foot extension of the existing runway. Successful completion required 75K yards of excavation, 40K yards of subbase and extensive drainage. Compliance with the strict safety and security regulations set by the Federal Aviation Administration (FAA) governed operations.
COMPANY INFORMATION
Company Name: Rifenburg Companies Country: U.S. Industry: Construction Est: 1958 Premier Service: Civil Construction Owner: George Rifenburg Website: www.rifenburg.com
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Advanced Network Services:
Keeping You Connected
This Albany, NY company provides turnkey telecommunications solutions for clients across multiple sectors Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal NS Advanced Network Services, LLC, headquartered in Albany NY is a turnkey EF&I (Engineering, Furnishing and Installation) provider of telecommunications solutions. The services ANS offers to its customers are DAS & Indoor Small Cell, Tower Services, Network Infrastructure, and DC Power Systems. ANS product lines are run by dedicated teams of subject matter experts, who ensure that each project is completed to customer specifications on-time and on-budget. With demonstrated success with small projects, all the way to multimillion dollar building expansions, raw land builds, and campus wireless deployments, ANS personnel have the specific experience needed for whatever mission critical communications project you may have. The company also provides communications system and DC power system test and turn up, and 24-7 maintenance and monitoring services. The privately held company is under the guidance of President and GM Paul Fettuccia. ANS has approximately 150 employees and provides turnkey solutions to its customers and partners in the telecommunications industry. Additionally, servicing the wireless carriers, cable companies, data centers, healthcare services as well as the state & federal government.
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The ANS suite of services is provided from Chicago to the Northeast and down the East Coast with as-needed support nationwide. To provide the best customer service and project management, ANS has warehouse and office locations in Albany, NY (Headquarters), Queens, NY, Philadelphia, PA, Columbus, OH, and Springfield, IL.t also has facilities in New York City, Philadelphia and Columbus, OH and has a small presence in Illinois. “We’ve changed our model pretty significantly over the last several years with less direct employees while utilizing more subcontractors. The majority of ANS’s employees are project managers, construction managers and engineers as well as high impact field technicians. Our projects can range anywhere from $500 for maintenance visits up to $4 million for individual turnkey projects. We have quite a range of services to offer our customers. Annual revenue varies from year to year depending on the types of projects we perform. This year we have a higher volume of smaller projects and expect revenue of around $31 million,” Fettuccia says. The company grew at a rapid pace through the 1990’s, achieving $48 million in sales at the height of the “dot-com boom” in 2000. “When the crash came, we fell to $12 million in annual revenue within three months,” Fettuccia recalls.
North American Construction Journal The “dot-com” crash led to a needed transition and resulted in the leaner, smarter company ANS has become today. “We were forced to downsize during this transition and change our model from one where we had large scale telecommunications projects in the $10 million-dollar range to our present business model where we have many smaller size projects. We started working less with the equipment
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manufacturer and more with the customer directly. We have grown from 12 million in 2001 to where we are today. We have been steady about growth. With smaller projects there is a lot less risk,” Fettuccia adds. As a result of this change, ANS has earned “Best in Class for Service Delivery” from Verizon for its cell tower and infrastructure service and from Fujitsu for EF&I services.
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We are fortunate to have
Service Offerings
someone that does executive training and leadership training and we send Project Managers and Engineers
leadership to strategy development.
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to those types of programs, from
- President Paul Fettuccia www.naconstructionjournal.com
TOWER INSTALLATION AND MAINTENANCE: ANS ComTrain Certified Tower professionals execute structural modification of existing towers as needed. The company builds new towers, modifies existing structures, and upgrades technology via radio and antennas on these structures. The company specializes in selfsupporting monopoles, guyed towers and structural retrofit projects. Fettuccia says, “new towers, structures and systems, can be built on top of water tanks and rooftops – or disguised as stealth sites, such as a
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church bell tower”. “Existing structures typically need technology upgrades, fortification to the concrete structure, or new steel welded to fortify the strength of the tower due to changing weight loads from technology upgrades or weathering and deterioration of the structure”. Fettuccia says. Fettuccia explains that technology upgrade on an existing tower for 4G LTE services and future 5G services involves changing the radials to a new platform, increasing power or upgrading the antennas. IN-BUILDING WIRELESS SYSTEMS:
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ANS designs and installs Distributed Antenna Systems (DAS) that enhance and distribute wireless connections inside buildings or stadiums to enable wireless devices to operate where they otherwise would not. “ANS has an experimental FCC CBRS (Citizen Band Radio System) at 3.5 MHz located at their corporate headquarters in Albany NY. Today, the Navy owns and operates this frequency spectrum, but the FCC is looking to auction in the future to wireless service providers.” Fettuccia says. Wireless carriers using this new frequency band will be able to deploy private LTE and 5G mobile networks in the future. ANS is utilizing the
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North American Construction Journal CBRS spectrum to develop an inbuilding private LTE network and test interoperability of various IoT devices. NETWORK INFRASTRUCTURE: ANS is your single-source EF&I Provider for new technology of Mission-Critical Network Infrastructure. Services are divided into several market segments – DC power systems, fiber optic transport systems, switching & routing systems and customer premise cabling. There are two distinct sides to the company’s product suite – the power side and the infrastructure work required to support the power; and large in-building wireless projects for commercial real estate, residential or
sports venues that are typically in the million-dollar range.
Operations and Challenges The company faces similar problems as to large scale general contractors to those across the construction industry. “Finding competent motivated people is No. 1 on the list and the rising labor costs is an issue as well,” Fettuccia notes. “With the carriers being such a big part of who we do business with, we do not have leverage. We are feeling pricing pressure based on the carriers trying to squeeze more margins out of the services they’re buying. The companies we’re doing work for are not willing to pay for the
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increased technical resources needed to The company invests heavily into staff deliver the networks of the future.” development and has remarkably high retention – more than 40 employees Projects the company has recently been have been with the company for 10 involved with are an upgrade of the or more years and another 20 have DAS system at OSU’s football stadium; surpassed 15 years. installation of a small cell system in the parking lot of New Era Stadium where “We are fortunate to have a board the Buffalo Bills play; installation of member that provides executive a large scale DC power system for a and leadership training for all future major wireless carrier in Wilmington, Managers, Project Managers and DE; a DAS maintenance and monitoring Engineers at ANS. We are funneling program for the S&P 500 building our talented employees through in New York City; and a design and training programs in order to assure implementation of a public safety that we are all speaking the same system in a newly constructed hotel in business language,” Fettuccia says. Albany NY. The company also provides technical, sales and customer service training for
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We’ve changed our model pretty
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We have grown from that $12
million in 2001 to where we are today. We have been steady about
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growth. With smaller projects there is a lot less risk.
- President Paul Fettuccia employees in the field to enhance their job functions. Additionally, an annual three-day year-end strategy planning session is held to gather employee input on the state of the industry. “The executive team always attends, but we bring different members of the staff and field personnel to expose them to our processes and to get their input and feedback from our customers,” Fettuccia points out. The Vital Link in the Supply Chain Graybar is a leading distributor of high-quality electrical, communications and data networking products, and specializes in supply chain management and logistics services. Through a distribution network of nearly 290 locations, Graybar helps its customers power, network and secure their facilities with speed, intelligence and efficiency. Learn how Graybar can work to your advantage.
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graybar.com
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In developing a vetting system for its sub-contractors, ANS has “gone to school”, so to speak, on companies it has worked for such as Verizon, AT&T, Turner Construction, Bechtel and Skanska as well as the Federal Government. ANS has been subject to many master service agreements over the years. “As we have developed our master services agreement and subcontractor mgt. program, we have taken the best in class practices associated
North American Construction Journal with those contracts and utilized Looking Ahead them in our subcontractor mgt. program. This includes an evaluation of the companies we are considering to subcontract initially and a post evaluation of their performance via a score card on the back end of the project,” Fettuccia says.
About Safety ANS engages in physically challenging business, with the most challenging being the cell tower construction. The company is a member of the NATE (National Association of Tower Erectors) organization. “NATE is a consortium of best practice organizations and probably 100% of their mantra is on best safety practices and training. ANS trains and certifies annually all tower technicians via the ComTrain – competent climber and rescuer program and tower safety program. We do annual training for competent tower climber and safety rescues on towers as well as first aid and CPR training,” Fettuccia says. ANS also works closely with its insurance provider for best practices from their perspective on the industry. Fettuccia notes, “we use a lot of the training from the insurance carriers associated with distracted driver and ladder safety etc. The criteria the insurance companies use have resulted in a low EMR rating for ANS.
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After surviving an industry meltdown 19 years ago, ANS has consistently shown itself to be nimble and willing to make the changes necessary to survive and thrive into the future. “My job is to make sure my team has what they need to get the job done,” says Fettuccia, the selfdescribed “chief cook and bottle washer” for ANS. “Whether that is the proper safety training, the best tools to perform the job efficiently, or finding the best employees and subcontractors in the industry. My time is best served knocking down these barriers for ANS so that we can deliver the best in class services to our customers.”
COMPANY INFORMATION Company Name: Advanced Network Services Country: US Industry: Construction Est: 1991 Premier Service: Provider of telecommunications solutions. President: Paul Fettuccia Website: www.anscorporate.com
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Performance Door And Hardware:
Following The Growth Plan Established in 1994, the Irving TX- company is a provider and installer of Division 8 products such as finish hardware, hollow metal doors and frames, wood doors and assorted specialties Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal n the realm of subcontracting, the revenue numbers being generated by the Performance Door and Hardware Group are eye-catching.
Established in 1994, the company is a provider and installer of Division 8 products such as finish hardware, hollow metal doors and frames, wood doors and assorted specialties that meet an impressive array of clients’ building, fire and life-safety code specifications. The company works hand-in-hand with general contractors, architectural firms, developers and building owners in the pre-design and cost estimates for projects. Headquartered in Irving, Texas the company maintains locations in Florida and Arkansas with an
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aggressive growth plan to expand their footprint and provide more value to their clients. Under the direction of President, Jimmy Klawetter, the company employs 150 and most recently produced $50m in annual revenues. Klawetter has a long-range plan in place to double that number. “When we purchased the company two years ago it was operating at $28 million annually. With improved efficiencies, a focus on technology and an aggressive M&A strategy we have grown to $50 million,” Klawetter says with confidence. “We don’t buy companies just to buy companies – there is a lot of time spent on how we can add value for our clients. We work
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It’s an approach that has created great growth potential across multiple vertical markets including healthcare, hospitality, Class A office space and higher education among others.
Building Long Term Valued Relationships Trust takes time and through the years, Performance Door and Hardware Group has developed an unbreakable alliance with the industry’s top general contractors and manufacturers. “When you manage large high profile projects, you must have controls in place. To this point, our labor is in house making us a singular point of responsibility – we are the distributor and the sub with a dedicated work force on the site for the duration of the project. This level of control creates better communication, coordination, risk mitigation on inventory and seamless workflow between supply and install reducing time and costs for all,” Klawetter elaborates. In addition to a focus on controls, the company is committed to aligning their business with their client base. Performance Door and Hardware Group has a dedicated PreConstruction Division that aligns with
the General Contractor’s team. The company will often work through multiple iterations of budgeting and design assistance to help the general contractor, owner and design team deliver a project that meets or exceeds the owner’s expectations. “Not a lot of companies have the capacity, skill set and cash flow to live with projects 12-18 months without recognizing revenue. This combined with more than 500 years in Project Management experience and the most skilled field team in the industry separates us from the competition,” Klawetter says. “People and relationships drive this business – the most valuable assets are the people in our company and the
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We are very engaged in every
facet of our business. Our primary value proposition is our turnkey solution with our field labor. Not a lot of companies like us have the depth for a second component.
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with our clients to identify gaps related to our scope and focus our efforts and investments to fill these gaps and merge the trades.”
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- President Jimmy Klawetter www.naconstructionjournal.com
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North American Construction Journal clients we have built our business with,” he adds. Klawetter first and foremost focuses on integrity and servant leadership – the term coined by Robert Greenleaf in the 1970s in his essay “The Servant as Leader” describing the philosophy and set of practices that enriches the lives of individuals and builds better organizations. “Our employees are encouraged to engage in every facet of our business with focus on how we can improve and a clear understanding of why we do what we do. This transparency and engagement creates a culture of teamwork and accountability amongst peers. In my experience, this type
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of culture initiates and welcomes change,” Klawetter notes.
Premier Projects Dallas Cowboys Headquarters: Klawetter says the opportunity to work on the showcase home of The Dallas Cowboys was a dream come true that brought a great sense of pride to the entire team despite creating a fair bit of self-induced pressure. “Playing a part in a high-profile project is very exciting. The extra attention and media adds both a layer of pride and stress. I believe the added pressure elevates the expectations for all involved and you finish a stronger
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team and company. We take great pride in our work and strive to exceed the expectations of all stakeholders,” Klawetter notes.
Managers, Superintendents and Field Team working daily with the General Contractor and other trade partners,” Klawetter says.
Liberty Mutual HQ: The $325m development for the Boston-based insurance giant opened in 2017 featuring two 19-story towers that house approximately 3,000 workers.
Toyota HQ: The new HQ is part of Toyota’s five-year $10bn investment plan that added 4,000 North Texas jobs in 2017 Parkland Hospital: The $1.27bn project of 2.1 million square feet added 862 private adult beds and 96 Neonatal Unit beds upon completion in 2014.
“Three million square feet within two towers going up at the same time is a challenge. It’s exciting to coordinate the supply and install of material in this type of environment. We could not have Day to Day pulled it off without our skilled team A focus on constant improvement, of Project Managers, Assistant Project
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We keep investing in
technology. We want to be best in class for technology experience and know-how. You cannot ignore technology as part of your growth
Beat the heat with fire ratings up to 90 minutes.
Two Rivers, WI
VTDoors.com 1-800-827-1615 (ext. 10512)
©2018 VT Industries, Inc. All rights reserved.
74248_7301-AWD-CommArch_rt.indd 1
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strategy.
WHERE FIRE PROTECTION AND BEAUTY MEET.
- President Jimmy Klawetter
Neenah, WI
2/15/18 2:37 PM
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North American Construction Journal technology and turnkey solutions have long separated Performance Door and Hardware Group from its competitors. In addition to its own dedicated Field Team and Pre-Construction Department, the company has invested heavily in its own proprietary software and also uses industry standards such as Building Information Technology (BIM). “We will continue investing in our people and technology to better align our business to the needs of our clients. The world we live in is becoming faster and smarter each day. We cannot ignore or dismiss this if we want to continue growing and improving our business. If technology is not part of your growth strategy you will not survive,” Klawetter stresses. The company follows all Human Resources and Safety mandates under the umbrella of all industry related authorities. “Safety compliance is front and center with our organization. We work closely with the American Red Cross, TEXO and others to ensure our employees and processes meet or exceed industry standards,” Klawetter says. Replenishing an aging work force with skilled workers is a primary challenge with most all businesses. The company is aggressive in its effort to recruit new talent.
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“We try to recruit young men and women straight out of college with management and/or engineering degrees. Our focus is on driven individuals with great organizational skills that are looking for a unique and rewarding career. This allows us the opportunity to train specific to our business needs creating young professionals that will continue driving our business forward.” Klawetter says. “A key initiative with our M&A strategy is to provide our employees with a growth opportunity, not a ceiling. The larger and more sophisticated we become, the more opportunity there is to provide for our employees and their families.” he adds. As an industry veteran of 24 years, COMPANY INFORMATION Klawetter takes great pride in every project. He enjoys the camaraderie throughout the construction industry and more specifically Company Name: within the close-knit community of doors and Performance Door Inc. hardware. Country: U.S. “Our industryConstruction is constantly evolving Industry: and has its fair share of hurdles. With Est: 1994 that said, it’s exciting and rewarding if you investService: the time and energy. I Premier Subcontractor tell myself every day to remain openof architectural doors, frames, minded and never say never.,” he concludes. and hardware. President: Jimmy Klawetter Website: www.performancedoor.com
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