P1 Connection May 2026

MAY 2026

P1 C NNECTION Associate Newsletter

THE LIFE OF A CONSTRUCTION PROJECT

Before they become functional systems serving a facility, P1 Construction projects begin with a gamble...

THE LIFE OF A CONSTRUCTION PROJECT A High-Level View

A construction project doesn’t begin with conduit, pipe, or sheet metal. It starts with a gamble. Before the first shovel hits the ground, multiple teams pore over drawings, crunch numbers, evaluate partnerships, and decide whether a job is worth the risk, setting in motion a journey that will stretch from a competitive bid to the final closeout.

Obviously every project will have its own unique details and challenges. This is a “high level” look at the typical* phases of a construction project at P1. *Some divisions may do things differently; not a comprehensive list

Estimating Coordinator Kelly McBride (pictured, below) is our first line of defense in Lenexa, and Pre-Construction Controls Analyst Liz Ferguson has a similar role for the Las Vegas office.

They receive hundreds of bid opportunities, and filter them down to just the ones P1 might be interested pursuing.

“Every bid invite we receive is a unique scenario, and even when the parameters of the checklist aren’t met, there may be a reason we decide to pursue a project,” Kelly explained.

The following criteria are the “big” drivers during the evaluation process: •

From estimating to field leadership, do we have the labor to handle the project?

•

Is this a “trusted partner”? Do we have a relationship with this customer that makes it more likely we would bid the work?

•

What is the scope of work? Does it fit our core competencies?

Kelly says she looks at where the project is located, union labor requirement, and the schedule.

“I also look at whether the customer is what we call a ‘legacy/ enterprise’ client. This could include owners and GC’s.”

P1 has the expertise to estimate as just one of many preconstruction services offered in-house.

Estimators develop and coordinate project estimates for assigned projects, working with subcontractors and vendors to ensure competitive pricing.

Central Estimating typically enters the picture when the project documents are complete enough that a quantitative take-off can be performed from the drawings, and ends when a contract is received and the project has been handed over to a project manager.

Learn more about Central Estimating.

“Q&A” on page 6 

Mechanical Estimating Manager Dan Tylski and Mechanical Estimator Garrett Parker

The project manager, project engineer, support, operations and estimating meet for a turnover meeting in which the proposal, estimate, bid documents, quotes, etc. are reviewed.

Establishing the budget and cost codes can be an early and extensive part of setup.

A schedule is developed, and time is taken to get the project manager up to speed on the details of the project.

WE GOT IT!

Once the contract is received, it is distributed for review, and signed. A copy is saved to the Link, and the contract is returned to the customer for final execution.

Site assessment is also a critical part of setup. This means assessing jobsite logistics,

like trailer location, restrooms, parking, badging and security, and where breaks will be taken. Insurance, bonding, and permits are also part of this step, along with assignment of foremen and team.

STAY IN THE KNOW! Like us and follow us on

3

“We try not to have this meeting too far in advance, and may wait to have the full preplanning meeting with our foreman to make sure we have enough information.”

Eric Affolter, Vice President

The preplanning meeting happens with the team - estimators, PMs, PEs, foremen, coordinator, team leader, warehouse, purchasing, support/ operations, safety, startup, accounting, etc.

“We try not to have this meeting too far in advance of the project start,” Vice President Eric Affolter said. “We may wait to have the full preplanning meeting with our foreman to make sure we have enough information for them, and it’s fresh in their minds when the project begins.”

Ideally, forms requesting VDC and fabrication support would have gone out prior to this meeting. If either is going to be a very heavy lift, it will require its own meeting.

President Kollin Knox says this is something P1 is trying to do differently. “It all used to be part of one preplanning meeting, but with today’s complex projects, there’s so much more involved with both of these efforts that a separate meeting for each is often needed.”

Finally, plans for Startup and Commissioning are put in place.

Understanding the equipment lead time for procurement starts with estimating.

P1 tries to put these timelines in our proposals so the GC isn’t surprised, and submittals can be expedited to avoid delays.

This stage involves equipment purchase, bulk buyout of materials, subcontracts, service agreements, and gathering submittals for submission.

Although things like the pandemic and tariffs are not affecting procurement like they once did, there is still volatility. P1 makes an effort during estimating to lock in prices with vendors to avoid any risk of escalation.

4

STAY IN THE KNOW! Like us and follow us on

The construction phase encompasses subcontractors, short interval planning, billings, accounts receivable, cash flow, RFIs, safety, quality control, job forecasting and productivity analysis, and change orders.

Change orders can range from minor changes in the process that don’t deviate in cost, to major changes that completely modify the layout, requiring new designs, new pricing, and possibly a new schedule.

While P1 typically self-performs most of our work, we do use subcontractors. Eric says they tend to be “repeat” partners who already adhere to our safety program and how we do business.

“We would not choose a subcontractor who didn’t embrace P1’s standards,” Eric said. “It goes back to trusted partners. Just like with customers, we only want to work with subs that align with our values.”

“Job forecasting is more of an art than a science. We look at how we’re doing with the estimated - vs. actual - hours, and whether we'll be able to maintain our desired margin.”

If you screw up the last 3% of a job, people will forget what you did in the first 97%.

That is why Startup and Commissioning (Cx) are a critical final component.

“The startup planning process should happen around the ‘25 percent’ completion mark for things like temporary conditioning and constructability review/accuracy,” Eric said.

Commissioning happens at the very end, validating that everything the owner paid for is installed and operating per the design. Most owners hire a commissioning agent to ensure unbiased observation. P1 may work with this agent to provide critical details on the work we performed.

P1 submits all start-up/Cx documentation to P1 Service and the customer.

Kollin Knox, President

And now the project is done,

which means it’s time for owner training to ensure the owner understands the new systems and associated equipment.

It means recording the final (vs. original) drawings with all relevant changes, billing for retention, and after-action review: a look at how it went, and lessons learned.

“We partner with P1 Service because they really are the best in the business,” Kollin added. “P1 Service technicians really understand the systems, how the equipment works, and can ensure the everything is functioning properly.”

STAY IN THE KNOW! Like us and follow us on

Where does YOUR expertise fall in the construction process? Share your stories about your day-to-day and how it fits into the construction process!

5

Q&A

rience e p x E s e s U ating m i t s E l a r t n : Ce rojects r P e 1 n P t r r o a f P y t d i Truste eate Clar r C d n a e c Nuan to Navigate Think estimating a project is pretty straightforward? Think again! Estimating is a fascinating recipe of knowledge, experience, and filling in the blanks.

We sat down with two of our most experienced estimators, Mechanical Estimating Manager Dan Tylski and Electrical Estimating Manager Chris Myers, to learn more about their craft and the impact it has not only on a project, but on the relationships we build with our partners.

oint p t a g h At w stimatin e does me in? co

 Dan: The very beginning, during the “bid/no bid” process. The process has changed a lot based on labor. We have plenty of work, but not plenty of labor, so our first question on most jobs is “can we staff it?”

Chris: The decision to bid a job is a joint decision with job management, estimating and upper management, all working together.

Chris: Ultimately, we are creating “buckets” of money, often working with a lot of ambiguity. The goal is to create a materials “bucket” and a labor “bucket.” We have to use our knowledge and expertise to fill in gaps that may not be there in the initial drawings from engineers.

Dan: Our goal is to have P1’s proposal stand out from the competition. If we see that items are missing for a complete functioning system, we will either include them in our proposal or offer them as an “add alternate” to our base bid. If we include the items, we inform GC/Owner of the value of this work. P1 is good at this, and our customers have come to expect no less.



Q

Q How do you handle incom plete or unclear pla ns?

Time management is crucial. Owners and projects are moving faster than ever, and there are many moving parts to an estimate. Mistakes - small or large - can be made when an estimate is rushed. As an estimator, you need to have perspective with your time and the cost of certain items. Am I going to spend an hour researching an item that costs $50 on a $2M project, or should I put my resources toward understanding the cost impact for an item valued at $500K on the same project?

Electrical Estimating Manager Chris Myers 

"P1 makes a concerted effort to provide the most thorough pricing, contingencies, and even corrections, to ensure we deliver a detailed proposal. We dig in so our GCs don’t have to, and that is a level of quality they’ve come to expect from P1."

-Dan Tylski

iggest b e h t What's nception misco ve about ha people ating? estim

 Chris: We do not have enough time to take off every bolt and nut. We are trying to include enough

material and labor to complete the job and make the money in profit we need. Trying to engineer the job during estimating is just not possible.

Dan: Estimating is not a simple list of line items. We must envision what we can’t see, or what isn’t there. P1 makes a concerted effort to provide the most thorough and thought-out pricing, contingencies, and even corrections, to ensure we deliver a detailed proposal. We dig in so our general contractors don’t have to, and that is a level of quality they’ve come to expect from P1.

Dan: All of our software uses “on-screen” takeoff vs. using rulers on print drawings. Any user can look at what was taken off and know if it is complete or not. As for AI, it’s just not reliable enough yet – AI cannot replace experience when it comes to analyzing many potential conditions, like material/labor shortages, weather, stacking of trades in work areas, security clearances, etc.

Chris: I remember a time when it was “spreadsheet and ruler”. That meant only one estimator could work on the documents at a time. P1’s piping, plumbing and electrical software allows multiple users with an internet connection to work on the same estimate at the same time, which is far more beneficial. Our databases are now up-to-date with material pricing based on today, not a month ago, since prices now change weekly.



Q

Q

How is te chno affecting logy the way you estimate projects?

"Ultimately, we are creating different buckets of money, often working with a lot of ambiguity."

-Chris Myers P1 Estimating Teams Dan Tylski (mechanical): Jerry King; Chuck Dickman; Chris Trull; Mike Mihalchik; Garrett Parker; Amelia Mullin; Kiersten Auker Chris Myers (electrical): Jay Renner; Jay Atchison; Scott Chamberlain Zack Provost (preconstruction): Mike Thome Jackson Pyper (Las Vegas): Dan Ott; John Gray; Ryan Ehlers;Alejandro Serrato Barajas; Anthony Soprano

STAY IN THE KNOW! Like us and follow us on

7

Q&A

with Central Estimating (continued)

Q



day’s o t e r a How tomer ng cus ffecti a s d n dema imating? est

Dan: The turn-around times are getting shorter for both the design engineers and the contractors. We are seeing more incomplete bid documents, i.e., missing specs or incomplete drawings. P1 has implemented time-saving measures in performing the takeoff, reducing the amount of time to complete it. We have refined our approach to bidding, trying not to exclude but rather inform - the customer of the item costs that were left out, assuming a complete functioning system.

Chris: It’s increasingly common we may only have a week to turn around a bid, as opposed to the three weeks we used to have. There is so much more in these facilities now. With data, AV, and security/access controls, there is about 50 percent more to estimate than there was 20 years ago.

Chris: Being an estimator requires a level head and high tolerance for change, because the job will change many times from the first estimate to the final one.

Being able to multitask is critical because you are usually working on several jobs at the same time.

Dan: Future estimators need to be aware of new technologies and learn how to use them.

They also need to have a mindset that this will always be an industry of change. If you don’t learn how to adapt to new changes, you will be left behind.

Q

What skil ls will future est imators need? Wh at would you advice give the next gene ration?



I try to make sure our newer estimators get experience working in multiple vertical markets so they can learn how to estimate very different conditions/facilities. 

Dan Tylski began his career as a field project engineer over four decades ago. “At that time, they would not allow us to estimate until we had at least three years of field experience. My whole career has been to estimate, win the work, and go build the work, with the last 15 years dedicated to being a full-time estimator. Best job ever…most days!”

Chris Myers has more than four decades of electrical estimating experience. He began as an electrician, but moved into estimating after a few years in the field. “I have seen a lot of plans and a lot of jobs. Working at P1, the volume and size of jobs are larger in every way!”

8

STAY IN THE KNOW! Like us and follow us on

OSM/FABRICATION UPDATE

 772,800 Off-site Manufacturing (OSM) In just a few short years, P1 has gone from one 220,000 square foot multi-trade fabrication facility in Lawrence, KS, and the Architectural Metal fabriction facility in Kansas City, MO, to nearly 772,800 sq. ft. of fabrication space across multiple locations.

And we’re still growing!

SQ FT

P1 Tools, currrently at 2040 W. Princeton Blvd. in Lawrence, KS, along with Warehouse and all of Sheet Metal Fabrication, currently at 2151 Haskell Ave. in Lawrence, KS, are all moving to a new 100,000 sq ft facility at 2201 Noria Road, Lawrence, KS. The sheet metal move will allow for more sheet metal preassembly for all projects.

The P1 Polypropylene Shop at 910 E 29th Street Lawrence, KS, has added 60,000 more square feet to the existing space (taking over former tenant in the same building). This brings the space up to nearly 144,000 sq. ft., expanding production of both polypropylene and HDPE (high density polyethylene) pipe.

The Millwrights will consolidate shops into one 310,000 sq. ft. location at 500 A&B Sumner Way St. in New Century, KS. This includes the millwright fabrication shop operations, the tube laser and a new plate laser. The paint shop will remain at 2151 Haskell Ave. in Lawrence. The new space will also accommodate Millwright pre-assembly storage.

Architectural Metal occupies 32,800 sq ft at 8701 Elmwood Ave. in Kansas City, MO. Stay tuned for more as these spaces develop!

PICTURED: • • •

STAY IN THE KNOW! Like us and follow us on

Banner: large sheet metal components for Panasonic Top, right: Noria Road warehouse and sheet metal, Lawrence, KS Bottom, left: Consolidated Millwright shop, New Century, KS

9

Above: duct installation .

Johnson County Health Services Building Invests in Mental Health P1 is built to bring the facilities we serve – and the communities they serve – to life.

The Johnson County Health Services Building in Olathe, KS, is a great example of how P1’s work helps the communities in which we live and work.

P1 is currently working on the mechanical scope of the new 140,000 sq. ft. facility, which includes HVAC, mechanical piping, and plumbing construction, along with mechanical Virtual Design & Construction, and pipe, plumbing and sheet metal fabrication.

Project Manager Lauren Titzman says the facility will bring together county services from several different county facilities under one roof: Johnson County Mental Health Center, Johnson County Department of Health and Environment, and Johnson County Aging and Human Services.

“The facility supports the community with child and adult mental health services, pharmacy, walk in clinic, emergency services, group therapy, and community events,” she said.

The facility is LEED Gold certified, a recognized standard for high-performance buildings, often used in sustainable, high-efficiency projects. Some of the enhanced energy efficient 

Left: Safety Specialist Stephen Ratliff and Project Manager Lauren Titzman

 and cost-conscious sustainability features include 43,000 sq. ft. of solar panels on the roof, and a water reclamation system.

“One of the highlights of the project is a 10k gallon water reclamation tank that collects rainwater from the roof and is used as a greywater system for toilet and urinal flushing, contributing to the LEED points,” Lauren explained.

The tank has the potential to reclaim two million gallons of water per year.

Above: Sheet metal installation Below: 10K gallon water reclamation tank.

The P1 pipe fabrication shop is handling most of the piping.

“We are putting most of our mechanical piping through the fabrication shop where they are manufacturing 20' long racks to be installed in the field,” Lauren said.

“Domestic water racks are also being fabricated in 20' long racks.”

The project also includes 153 fan coil units and two DOAS (dedicated outdoor air system) units. A DOAS is an HVAC unit designed to provide 100% conditioned outdoor air for ventilation, separating the task of ventilation from the heating/cooling of the building spaces.

The project is slated for completion in March 2027. 

Quick Facts: “One of the highlights of the project is a 10k gallon water reclamation tank that collects rainwater from the roof and is used as a greywater system for toilet and urinal flushing, contributing to the LEED points,” Lauren Titzman, Project Manager

• P1 single-source capabilities: Preconstruction/ Design Assist; VDC; fabrication • LEED Gold Project • 10,000 gallon water reclamation tank • 153 fan coil units • 2 DOAS (dedicated outdoor air system) units • Project Manager: Lauren Titzman • Foremen: William Gurera, Eric Carrillo, Daniel Georges • General Contractor: McCownGordon • Engineer: Henderson • Architect: Finkle + Williams Architecture • Contract Amount: $14,335,645 • Completion: March 2027

P1 VDC Provides Critical Coordination and Collaboration for Johnson County Health Services Project P1’s Virtual Design & Construction (VDC) division played a critical role in the Johnson County Health Services project. The work required detailed trade-on-trade coordination and extensive collaboration with the fabrication shop and all project partners.

According to VDC Specialist and Project Lead Richard Anderson, the project required detailed modeling and close collaboration across trades.

“Tight corridors required precise routing to maintain cable tray access and clearances, while the storm piping system added difficulty as it needed to reach the rainwater harvesting tank at its highest allowable elevation without conflicting with structural steel or ceilings,” he explained.

As design changes emerged after coordination, sheet metal detailer Zach Luthi worked with McCownGordon and Henderson Engineers to resolve ductwork and equipment changes, and maintain alignment with the design intent.

Pictured, above: Corridor coordination; Pictured, below: mechanical room

VDC Plumbing: Raymond “RJ” Stewart

VDC Project Lead: Richard Anderson

Not pictured: VDC Piping: Tom Taylor

VDC Sheet Metal: Zach Luthi

“We learned that having the design team actively participate in coordination meetings helped expedite decision making and reduced RFI turnaronound times.”

-Richard Anderson

Storm piping design also required refinement, and VDC Specialist Raymond Stewart was able to collaborate with the engineer to adjust slopes within plumbing code allowances, enabling the piping to clear structural beams.

The VDC team held bi-weekly coordination meetings to stay ahead of the aggressive schedule, and weekly internal meetings with the project manager, foreman, and fabrication shop to align on priorities and upcoming needs.

“This consistent communication ensured timely delivery of all VDC deliverables, including shop drawings, hanger drawings, supplemental steel drawings, bills of materials, and Trimble layout points,” Richard said.

He notes that early collaboration with the P1 pipe fabrication shop allowed the team to identify opportunities for multi-trade rack fabrication, enabling the production of 20 ft pipe and domestic water racks that streamlined installation once construction progressed into the field.

A few months after coordination was completed, P1 met with McCownGordon and the trade partners to review lessons learned and identify opportunities to improve the coordination process on future projects.

“We learned that having the design team actively participate in coordination meetings helped expedite decision making and reduced RFI turnaround times,” Richard said.

From bringing the structural fabricator into the process earlier to help resolve support related questions sooner to maintaining a consistent trade hierarchy for system placement to avoid unnecessary conflicts – P1 VDC demonstrated both technical excellence and the power of partnership. 

32-week coordination effort

53,000 linear feet of overhead plumbing and mechanical piping

All associated hydronic and condensate systems for 153 fan coil units

105,000 lbs of sheet metal

4,400 linear feet of gravity-fed condensate piping routed to drain boxes

Get to Know Your

s t l u s e R y e Surv

“What is Something about You Most People Don’t Know?”

Associates

Thanks to everyone who responded with a fun fact about themselves – just because we don’t work with someone directly doesn’t mean our paths won’t cross at some point – and now you know something interesting about members of your P1 family!

Camden Wheatley Project Manager (Lenexa) “My wife and I paid our respects to Pope Francis in person inside St. Peter's Basilica following his passing, and were able to witness his funeral procession through Rome during our honeymoon.”

Scott Dyer Pipefitter Project KS (DeSoto, KS)

Anthony Overton Pipefitter/ Foreman Project Kansas (DeSoto, KS) “I’m the director of a skilled trades program for a local non-profit that serves children. I teach them the basic use and care of hand tools as well as tool safety.”

Dave Wright Sheet Metal Superintendent (Lawrence) “My birth date is 7-7-1970. On 7-7-1977 I turned 7. I’m also related to Buffalo Bill Cody.”

Scott is a super fan of the movie “The Silence of the Lambs”.

Tommy Varder Project Engineer (Las Vegas) “I collect ‘vintage’ (early 2000's) Star Wars LEGO Sets from my childhood that my parents would never let me buy!”

: T H IG L T O SP Allen Supplee Vice President Architectural Metal

Chuck O’Neill, Senior Project Manager (Las Vegas) “I have an extensive Irish Whiskey collection with more than 145 unique bottles.”

What I’ve Learned Coaching High School Football for 21 Years Allen says several decades of coaching have been rewarding, and educational. He is currently the Offensive Coordinator for Grandview High School.

When he started coaching in 2005, Allen was already working a 9-10 hour/day job and wasn’t sure he could add coaching to the list, but he decided to do it anyway.

Victoria Hoffman Marketing & Communications Manager (Lenexa) “I have three kidneys. I’ve been studied by the Hospital of the University of Pennsylvania and referenced in medical journal articles from the 90s. My double left kidney is unusually joined by a single renal artery, and sadly I can’t donate the extra – I tried!”

“I started getting to the office at 4:30 a.m. and learned how to organize and maximize my time,” Allen said. “I also spend six to eight hours working on weekends.

Luckily, I have a very supportive wife and both our boys played football for me in high school. I have also worked for companies that support what I do.”

Allen says coaching and leadership have a lot in common. “At P1, Bruce [Belcher] has reminded me on several occasions to ‘coach them up’ when working with company associates.”

“My goal was always to mentor kids to become better students/citizens/teammates,” Allen said. “When I was thinking about the logistics of making this work with the demands of my job, the one thing that kept popping up in my mind was how my coaches helped guide me through some very difficult times in my life and how sports taught me about discipline, commitment, accountability, teamwork, tenacity and grit.”

Allen has coached more than 2,000 kids over the years.

“Kids and situations change over time. I have had to continually adapt to connect with them,” he added.

“The Xs and Os of the game don’t change much, but how you get kids to work together for a common goal does. Learning how to adapt in the coaching world has benefited me in the business world.”

Dustin Casto, Electrical General Foreman (Lawrence) “I compete in demolition derby: fix up a car, go crash it, then do it all over again!”

Ethan Haynes General Foreman, Total Station & Underground, KNC3A (Kansas City, MO) “I spent ten years in the army and worked five years in the Middle East for various agencies. During that time, I became fluent in Arabic, Russian, and some Spanish.”

N E W FAC E S/ANNO UNCEMENTS Please join us in welcoming our newest P1 Construction associates!

Christina Mason Billing Clerk Lenexa

Suresh Rajput Construction Scheduler Muskogee, OK

Ieva Zimmerman Office Coordinator Lenexa

David Nichols Project Manager Muskogee, OK

**PROMOTION**

**PROMOTION**

**PROMOTION**

**PROMOTION**

Kevin Kibbee Senior Project Manager Lawrence

Zachary Provost Director of Preconstruction Lenexa

Camden Wheatley Project Manager Lenexa

Benjamin Hruban Project Manager Lawrence

Hey, Baby! **PROMOTION**

**PROMOTION**

Miranda Winter Assistant Project Manager Pryor/Muskogee, OK

Curt Wittman Shop Production Manager Lawrence

16

Congratulations to Kayla Foster’s family on their new family member, Briar Grant Flores, 8 lbs, 2.5 oz. Briar arrived on April 1.

Mom and baby are doing great. Kayla is the Manpower Coordinator in the Lenexa office.

Congratulations to Blake Denton’s family for their new family member, John Dale, 6lbs 13 oz. John arrived April 8. Mom and baby PROMOTION are doing great. Blake Denton is a Project Manager in Pryor, OK.

STAY IN THE KNOW! Like us and follow us on

BI RT H DAYS + ANNIVER SAR IES Office and field associate birthdays and work anniversaries

MAY BIRTHDAYS 1

2 3 4

5

6 7 8

MAURICE ASBIE PARKER DEAN LAWRENCE CURLEY GABRIEL PERRY BRENT FARRIS LANGH THANG TROY MOHN ZACH MORRIS JOSH HEBERT STEPHEN RATLIFF TREVOR BURNS RYAN LOWE ALEX ANES JONATHAN HUTCHINS DAVID SHEARIN NICHOLAS SNYDER NATHEN JOHNSON TOM SPARKS LYNDEN BRUEGMAN MICHAEL GETZSCHMAN DUSTIN RAINES CALEB FOSTER CASEY WALSH BERT LATHAM ALEX EKLUND MITCHELL STANSELL ZACH NOLL MAYA GALLO BEN PRUETT ARTURO AQUINO PENALOZA

9

10 11 12

13 14 15 16 17

CALVIN MEJIA BEN HATTEN PAUL ROSS PETE KELLEY ROD JONES JOHN TOURANGEAU MONTY SHECKELS MIKE FARVE DAKOTA LISTER JACOB BRICKEY JONATHAN MARQUEZ DE CASAS RODGER BRICKER JOHN FETTERS JOSHUA NALKER ZACHARY JAMES LANDON POWER DAN HEAD RON HODGES KYLE DAY BILLY WYRE JOHN CAMPOS CRYSTAL HOLMES HAROLD EYCHANER ALEX MOSER BRANDON VALENTINE CRYSTAL SPRATLEY ALAN TAYLOR DAVID FREY

18 19 20

21 22 23

24 25

26 27

THAD HOLTHAUS RICHY BROWN STEPHANIE TEMMEL-KESLER HAROLD GREEN PAYDEN BAUMAN LUCIANO SAUCEDO NICHOLAS YOUNGERS ETHAN MARTIN LOGAN CUSTER JOSHUA WHITE WARREN CHISM AARON COOK KALEB PALMER ROBB EDER KENNY SANDS MATT BRUSH ISAIAH GREEN KAYDEN BREWER SEAN DIXSON JASON LARSEN TRISTAN LEMEN CHRISTY MCMILLAN SCOTT BELL STEVE STEIGERWALD DOUGLAS TERRY BRYAN TONGUE FELIX GALLARDO RIVER CONZ JERAMIAH VERA

28

29 30

31

MICHAEL WARNER MARK DYER WYATT MARTIN SETH JENNINGS CASEY WILLIAMS JOE CHESTER CORBYN SCHULER MICHAEL DONNELL DAVID YOUNG FRANKIE MARTINEZ TIM MILLER GLENN LEE MELISSA WILSON ALEJANDRO SERRATO BARAJAS ALEXANDER RODRIGUEZ

WORK Anniversaries 5 YEARS: JACKSON PYPER, COLE SMITH, JAMES CONNER, NOAH WILSON, JOHN COULTER, DAVID GARDNER 10 YEARS: JOHNATHAN BRESHEARS, MICHAEL STEGMAN 20 YEARS: DAVE WRIGHT | 25 YEARS: JEFF PETERSON 30 YEARS: GLEN HERRING STAY IN THE KNOW! Like us and follow us on

17

Don’t FALL for it May 4-8 is Construction Safety Week!

Don’t forget, the P1 Safety Team hosts the annual Fore Safety Golf Tournament, Saturday, May 2.

Funds raised go to the family of a fallen worker.

The Safety Week focus this year is Fall Protection, because falls REMAIN the leading cause of fatalities in construction.

WHEN IS FALL PROTECTION REQUIRED? • 4 ft: General Industry • 6 ft: Construction • 10 ft: Steel Erection • Any height: When working over dangerous equipment or exposures TYPES OF PROTECTION • Fall Prevention – Eliminate exposure to the edge • Guardrails, covers, controlled access zones • Fall Restraint – Prevent reaching the hazard • Fixed-length lanyard that stops you before the edge • Fall Arrest – Stops a fall after it occurs • Harness + lanyard/SRL tied to approved anchor ABCs OF FALL PROTECTION • Anchorage: Secure, rated connection point (5,000 lbs. per user or engineered) • Body Wear: Full-body harness, properly fitted and worn correctly • Connector: Lanyard or SRL connecting worker to anchorage COMMON HAZARDS • Not utilizing or wearing fall protection when required: simple, but happens more than it should!

• Improper use (not attaching, attaching to an unverified or insufficient anchor point, using body wear not properly adjusted or not properly fitted to worker) • Incorrect installation or setup of systems • Failure to inspect equipment before use • Poor housekeeping creating additional fall/trip hazards RESCUE PLANNING • 100% tie-off isn’t enough. Have a plan to get workers down safely.

• Pre-plan rescue procedures before starting work.

• Minimize suspension time. Prompt rescue is critical.

• Ensure crews know roles, equipment, and communication process.

18

STAY IN THE KNOW! Like us and follow us on

MENTAL HEALTH MINUTE

The Importance of Sleep for Productivity “I’ll sleep when I’m dead.” Ever heard that one?

It sounds kind of ridiculous, but tracks with today’s fast-paced society, which can sometimes put productivity over wellbeing.

Sleep is often the first thing we sacrifice to meet deadlines, manage responsibilities, or stay connected.

However, consistently cutting back on sleep can have the opposite effect: It reduces productivity, impacts decision-making, and affects overall wellbeing.

May is Mental Health Awareness Month, so why not start with sleep?

WHY SLEEP MATTERS

PRACTICAL TIPS FOR BETTER SLEEP

Sleep is not just a passive activity; it’s an essential process that allows the brain and body to recover, reset, and prepare for the next day. During sleep, the brain consolidates information, strengthens memory, and clears out toxins that build up during waking hours.

Improving sleep doesn’t always require major changes. Small, consistent habits can make a big difference: •

Stick to a schedule: Try to go to bed and wake up at the same time each day.

Without enough rest, these processes are disrupted, making it harder to focus, learn, and perform at your best.

•

Create a wind-down routine: Limit screens and engage in relaxing activities before bed.

Those who live with anxiety, autoimmune diseases, and other specific issues also know how missing out on solid sleep can have adverse effects on their condition.

•

Optimize your environment: Keep your bedroom cool, dark, and quiet.

•

Watch caffeine and late meals: Avoid stimulants and heavy eating close to bedtime.

•

Take breaks during the day: Short breaks can help reduce the urge to “push through” fatigue.

THE PRODUCTIVITY CONNECTION A well-rested employee is more alert, efficient, and creative. On the other hand, lack of sleep can lead to: • Decreased concentration and attention to detail • Slower reaction times and reduced problem-solving ability • Increased likelihood of errors and accidents • Lower motivation and engagement SLEEP AND WORKPLACE WELLBEING Sleep also plays a key role in emotional regulation. When we’re tired, we’re more likely to feel irritable, overwhelmed, or anxious. This can impact communication, teamwork, and overall workplace morale.

Prioritizing sleep helps improve mood, resilience, and the ability to handle challenges calmly.

FINAL THOUGHT Sleep is not a luxury. It’s a critical component of productivity and longterm success. By making rest a priority, individuals and organizations can create a healthier, more focused, and more effective workplace.



Consider this: What is one small change you can make this week to improve your sleep?

CORPORATE SPONSORSHIP$ Congratulations to our Spring 2026 corporate sponsorship winners!

Twice a year, P1 offers $1,000 prizes to causes near and dear to our associates’ hearts.

Your organization or cause could be next – the next competition is in Fall 2026.

Steve Hollis, Foreman, Pryor, OK Pryor Apostolic Church Community Playground: “ This is an addition for the community. Funds will help pay for rubber mulch and safety features for the playground.”

Jeff Luttman, Sr. Project Manager, Lawrence, KS Legends 10U Softball Team: “Funds will be used for tournament fees, updated equipment, and to help families that need assistance with expenses.”

Mike McCoy, Plumbing Foreman, Lenexa, KS St. Pius X Tennis Team: Funds will go towards the purchase and installation of two sun shades at the Athletic Complex

Tyler Ranes, Millwright General Foreman, Lawrence, KS Blue Mound Ball Association: “Blue Mound is a small town with little money to put into the program.

The funds will support facility and equipment upgrades for t-ball, coach pitch, and little league.”

HAPPENINGS

P1 is Built to Bring the COMMUNITIES We Serve to Life!  Feeding our Communities: P1 recently presented a donation to Nourish KC in Kansas City, MO. The donation was a combination of funds raised at our Fall pop-up store with a match from P1. For 35 years, Nourish KC has been a cornerstone of Kansas City, working to eliminate hunger and improve nutrition.

Pictured below, from left: P1 Marketing Specialist Tiffany Oldham; Mkai Jantz, Impact Relations Manager, Nourish KC; P1 Marketing Specialist Beth Martens; Chef Shanita McAfee, Founder + Executive Director, Nourish KC.

 Working with SMART (Sheet Metal Workers Local 2), VDC Specialist Rachel Toney led the charge to collect bandages for a great cause in the Lenexa, Lawrence, and St. Joe offices.

The project collects fun bandages to bring a little light to the otherwise dark reality of childhood cancer, with the hope that a bright bandage with fun characters or colors makes all the needles a little less scary. The organization also raises money for pediatric cancer research. P1 delivered with lots of donations!

Lucky Penny

Pigeon Flyover

The Colors of KC

 Parade of Hearts: P1 is a Patron Sponsor of the Parade of Hearts in Kansas City, and we’ve selected and placed our three hearts!

“Lucky Penny” is at the City of St Joseph (MO) Downtown Parking Lot (across from Boudreaux’s Louisiana Seafood).

“Pigeon Flyover” is at the Garmin Olathe Soccer Complex in Olathe, KS. “The Colors of KC” is at the Lee’s Summit (MO) History Museum & Train Depot.  Family Focused: We deeply value our P1 family - and YOUR families. This year’s “Take a Child to Work Day” brought our “family focused” commitment to life, as parents, grandparents, and relatives helped their kids learn about construction. The kids enjoyed structured learning through STEM activities, safety demonstrations, and the importance of giving back with blanket making for Project Linus. They also got to “play” with a magician and see a K-9 unit.

STAY IN THE KNOW! Like us and follow us on

21

UNITE COMPETE

Celebrate

KANSAS CITY CORPORATE CHALLENGE The Kansas City Corporate challenge season is underway and your P1 Team is representing! So far we have competed in: Softball, Cornhole (3rd place), Flag Football, Archery, Trap Shooting (2nd place) and Soccer. We have 55 points and are 9th in our division.

Soccer

Soccer

K

O was (mostly) e n o y r e v e y Don’t worr

Football

22

Softball

STAY IN THE KNOW! Like us and follow us on

P1 Construction Awarded Work

APRIL Highlights

These are just awarded project highlights. Every project P1 secures and works on contributes significantly to our bottom line and we thank all associates for their hard work and the relationship building it takes to keep all projects coming!

ELEC + PIPE + PLBG + SM | KU GATEWAY STADIUM DM3 PACKAGE | LAWRENCE, KS | Chuck Dickman, Rick Drake, Carey Minihan | $ 19,994,192.00 PLBG | PALMS CASINO - EMERGENCY PLUMBING SERVICES | LAS VEGAS, NV | Ryan Ehlers, Jackson Pyper | $ 80,000.00 ELEC | CLARIOS WINSTON SALEM BAGHOUSE | Cris Ray, Jason White | $ 997,000.00 BT | JCI - NSC KC PH 3A 100% | Michael Green, Daniel Farnan | $ 512,474.00 ELEC | KU - NEW PARKING LOT WEST OF PRICE HALL | LAWRENCE, KS | Jay Atchison, Rick Drake | $ 152,946.00 PLBG | CCSD SWCTA EMERGENCY MECHANICAL PIPE REPAIR | LAS VEGAS, NV | Ryan Ehlers, Jackson Pyper | $ 417,032.00 PLBG | HARD ROCK PODIUM REV. 06 | LAS VEGAS, NV | John Gray, Jackson Pyper | $ 202,692.00 SM | SPANISH RIDGE TI | LAS VEGAS, NV | Anthony Soprano, Jackson Pyper | $ 86,120.00 ELEC | CLARIOS DC DOCK DOORS | Shawn Conz, Jason White | $ 100,000.00 ELEC | CLARIOS DC SHRINK WRAPPER | Shawn Conz, Jason White | $ 250,000.00 ELEC | HILLS TOPEKA PLANT WIDE UPS | TOPEKA, KS | Glen Herring, Rick Drake | $ 79,975.00 ELEC | NBAF - LN2 SYSTEM MODIFICATIONS | KS | Steven Smoll, Rick Drake | $ 113,395.00 BT | SLH BISHOP SPENCER-JEFFERSON CARD ACCESS | Mark Rau, Daniel Farnan | $ 122,714.00 PIPE | PLBG | SM | CMH CLINICAL LAB & ORGANOID LAB RELOCATION | KCMO | Chuck Dickman, Carey Minihan | $ 4,875,315.00 PIPE | NBAF - LN2 PIPING | KS | Garrett Parker, Carey Minihan | $ 2,503,250.00

STAY IN THE KNOW! Like us and follow us on

23

P1 OFFICE LOCATIONS Lenexa, KS | St. Joseph, MO | Lawrence, KS | Manhattan, KS | Omaha, NE | Las Vegas, NV | Kansas City, MO

P1 GUIDING PRINCIPLES SAFETY FIRST, QUALITY ALWAYS: Never compromise | Safety is non-negotiable | Stop work authority

Protecting what matters most: our people | Honoring the expertise of our trades people | Go home the way you came to work

FAMILY FOCUSED: We take care of our people | Life balance | Create a personal and welcoming environment

Our people are our most valuable asset | More than a number

CREATING PARTNERS FOR LIFE: Fair & honest always | Fostering relationships with like-minded clients, vendors, and team members Not “one & done” | Continuous support | We honor our commitments TOGETHER WE GROW: Employees, families, clients, industry, and communities | Success happens when we work together

Invested in personal & professional success: people, systems, and processes | Embrace change & collaboration

100/0 - EXCELLENCE WITHOUT EXCEPTION: Strive for excellence | We expect to make mistakes, but never poor decisions Perform at your highest level | Candid conversations: fair, honest, and firm when needed | Own it!

INNOVATIVE SOLUTIONS THROUGH INNOVATIVE THINKING: Process drives results, innovation provides solutions

Complexity is welcome | We are more than “constructors”, we are “solution providers”

THE EXPERTISE OF MANY, THE POWER OF ONE: Single source provider, leveraging subject matter experts across multiple crafts

Simplified experience through unified coordination | Extensive expertise, one organization

OUR PURPOSE

OUR VISION

P1 is built to bring trusted partnerships, facilities, and the communities we serve to life.

Our vision is to be the pioneering leader in construction innovation by empowering trusted partners through committed leadership while honoring the foundation of those who came before us.

We will elevate the communities we serve and shape a resilient, forward-thinking future.

P1 Connection is produced by P1 Marketing.