Construction Today Volume 19 Issues 1 & 2

VOLUME 19, ISSUE 1-2

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Best practices Over the course of its 32 years in business, Park East Construction Corp has completed over three billion dollars in construction projects, covering both commercial and publicly-funded developments

Software Specialized estimating software and the role it plays in choosing the right companies for a project pg.4

Demolition How remote-control demolition robots can help contractors increase productivity and safety pg.8

Editor’s Letter Chairman Andrew Schofield Managing Director Joe Woolsgrove Editor - Libbie Hammond libbie@schofieldpublishing.com lhammond@finelight-media.com Assistant Editor - Will Daynes

ON THE COVER Staff Writers - Daniel Baksi, Danielle Champ, Jessica Olley XX.\ XXXXXXX XXXXXXXXXX Managing Art Editor - Fleur Daniels Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Art Editor - David Howard xxxxx xxxx xxxx xxxx xxxxx Art Editor - Paul Gillings Sales Director COLUMNS AND CONTRIBUTIONS Alasdair Gamble FROM OUR EDITORS AND WRITERS Business Development Director XX.\ XXXXXXX XXXXXXXXXX Philip Monument Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Research Managers xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Michelle Fontaine, Natalie Griffiths, Jo-Ann Jeffery, Ben Richell, Basil Sharpe

XX.\ XXXXXXX XXXXXXXXXX Editorial Researchers Adam Xxxxxx Blanch, xxxx Victoria Burke, xxxx xxxx Mark xxxxxCowles, xxxx xxxx xxxx Jeff Goldenberg, Dan Harrison, Melanie Joyce, xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx James Page, Wendy Russell, Richard Saunders, Kieran Shukri XX.\ XXXXXXX XXXXXXXXXX

Advertising Sales Xxxxxx xxxx xxxxJessica xxxxx xxxx xxxx xxxx Johanna Bailey,xxxx Mike Berger, Eglington, James xxxxx Fuller,xxxx Alex xxxx Hartley, Lingle, xxxxReid xxxxx xxxx xxxx xxxx Theresa McDonald, Theresa Stark, Sam Surrell, Gregory Waller

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Florida General Manager Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Ryan Finn xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Boston General Manager Joy Francesconi

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Custom Media Sales Xxxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Dan Bess xxxxx xxxx xxxx xxxx xxxxx xxxx xxxx xxxx Digital Sales Mike Psimis Subscriptions i.kidd@schofieldpublishing.com

Hello and welcome to the February issue of Construction Today. We are thrilled to be able to continue highlighting exceptional companies in our focus on the top New York and New Jersey builders and projects in this magazine. These businesses are prioritizing quality, using their experience and maintaining a determination to grow and improve.

They are definitely inspirational – take a look at their stories, starting on page 24.

Our cover story this month shines the spotlight on VOLUME 19, ISSUE 2

Park East Construction Corp. In his interview with CT, President James Wojcik specified three factors that set the business

construction-today.com

apart - ‘people, process, and technology’. He is proud to recognize that these qualities are continually prioritized in every aspect of the company’s operation, and acknowledges their contribution to the company’s continued success.

Best practices

James also highlighted some of Park East’s standout

Administration Rory Gallacher, Ibby Mundhir

projects, which include Village by the Bay in Amityville,

Accounts Rachael Leftley

Union Free School District in Westchester County. Calling

Over the course of its 32 years in business, Park East Construction Corp has completed over three billion dollars in construction projects, covering both commercial and publicly-funded developments

Amazon’s Food Warehouse in Red Hook and the Scarsdale

Software Specialized estimating software and the role it plays in choosing the right companies for a project pg.4

on all the skills and dedication of the Park East team, these schemes not only demonstrate the business’ dedication to

© 2022 Schofield Publishing Ltd Schofield Publishing Ltd - Corporate Head Office Cringleford Business Centre, 10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K.

T: (312) 854-0123 T: +44 (0)1603 274130

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working closely with clients and endeavouring to meet all their requirements, but also its attention to detail and impressive skill set.

For the future James mentioned continued focus on ‘deepening the relationships with our customers and the architects that drive new projects [and] gaining the trust of our customers’. I look forward to catching up with the

2240 West Woolbright Road, Suite 402

organization again soon and hearing more about their

Boynton Beach, FL 33426

successes in 2022.

T: (561) 778-2396

Please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every

Demolition How remote-control demolition robots can help contractors increase productivity and safety pg.8

Libbie Hammond EDITOR

libbie@schofieldpublishing.com

reasonable effort is made to ensure that the information published is accurate, and correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the property of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Features 4

SOFTWARE

Why choosing specialized estimating software over spreadsheets can provide substantial advantages,

24

32

including faster estimates and the ability to bid more aggressively

6

CASE STUDY

Rockwell Automation worked with the Advanced Component Manufacturing Division of Caterpillar, on a digital transformation project that helped expose key data-driven insights

8

DEMOLITION

Contractors are finding that adding remote-control demolition robots to their sawing operation increases productivity and safety, as well as making

Park East Construction Corp

operations more versatile

10

FIRE SAFETY

The right fire protection technology should be placed at the very start of a construction, alteration,

42

46

or demolition project; new systems offer a raft of benefits

12

TAX/AUDITS

John Fontanella looks at the complex sales tax compliance rules for New York, which he says can add stress to the lives of contractors and require careful attention

14

NEWS

The latest news and announcements from the world of North American construction – contracts, projects, products and more!

16

Group PMX

TUNNELS

A British start up called hyperTunnel is keen to change the way that underground spaces are built, enlarged, maintained and monitored and there are

56

62

opportunities afoot in the USA

18

PROJECT MANAGEMENT

The tools provided by program and construction management bring many benefits – but what are the main issues shaping the future of PMCM?

20 INDUSTRIAL REAL ESTATE The e-commerce revolution is causing demands on industrial real estate that is set to continue to rise.

What other impacts will it have on the construction supply chain?

OC Construction Management 2 WWW.CONSTRUCTION-TODAY.COM

Profiles 36

Deugen Development

Bove Industries, Inc

52

Capodagli Property Company

Richter + Ratner

66 40

Ohio Power Tool

Wolfrum Roofing & Exteriors 3 WWW.CONSTRUCTION-TODAY.COM

An essential

step

Vendor and subcontractor analysis: a big advantage for general contractors using specialized software for estimating. By Greg Norris

B

idding for heavy construction jobs

send consistent RFQs (requests for quotation)

altogether to meet bid submission deadlines.

gets more complex for general

to subcontractors and vendors. Automation

They run the risk of bidding too high to play it

contractors when portions of the

and a consistent, centralized process then

safe or bidding too low and losing money.

work and required materials must

assists estimators in analyzing the submitted

Establishing a pre-populated database of

be, or could be, performed or provided by

quotes and selecting the lowest or most

cost items, including materials, and templates

other companies.

appropriate bidder or in splitting work

for work a contractor self performs is a

among multiple subcontractors and vendors

fundamental concept of specialized software

estimating provides substantial advantages

to get the best possible overall price. The

for estimating that makes building bids a

in the profit-critical estimating process

software can also help them evaluate multiple

faster and more accurate process. Similarly,

of analyzing and choosing the most

scenarios and options quickly and efficiently

with a good estimating software application,

appropriate subcontractors and vendors or

in the bidding process.

contractors can pre-populate the system with

Fortunately, specialized software for

deciding whether or not to self-perform.

These essential comparison and analysis

information on subcontractors and vendors.

These advantages can’t be duplicated with

operations could be done manually or within

This can range from basic contact information

spreadsheets or paper-based methods.

spreadsheets, but that takes a lot of time,

and capabilities to detailed data on quality,

They enable general contractors to complete

and the potential for error is significant. As

qualifications, historical performance, pricing

estimates faster and to bid more aggressively,

a result, contractors not utilizing specialized

and more.

with more confidence in their numbers.

software often take short cuts or forgo

Leading estimating software applications

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thorough vendor and subcontractor analysis

With potential subcontractors and vendors already in the system in advance, contractors

Software

can request, enter and evaluate bids from them in a centralized and cohesive manner.

Everything is in one place, making an applesto-apples comparison easy and improving opportunities to select the most effective and profitable options.

Step one is to create RFQ groups identifying tasks and materials for which the general contractor will seek bids from subcontractors and vendors. The software system will then match those items with potential providers in the database. Estimators can then select one or more providers and send consistent RFQs to all of them directly from the software. They can add general notes about the requirements to all of the RFQs or include notes specific to each individual one.

The estimating software and its database of subcontractors and vendors should allow general contractors to easily identify unique qualifications or circumstances impacting the selection and factor these into the comparison. These could include things like whether a company is minority-owned or woman-owned.

When bids are received, the estimating

job to perform and which materials to provide

most effective subcontractor, vendor or self-

software can arrange them in a grid for a

themselves has a critical impact on profit

performance options are selected, estimating

side-by-side comparison and analysis. Many

potential. Some weigh these options all the

software can pull these figures into the base

general contractors will also establish their

time and for dozens of items in a bid based

bid with the push of a button. This eliminates

own estimated or ‘plug’ numbers for the

on their resource allocation, plant capacity,

a final opportunity for error or miscalculation

subcontracted work or materials when they

equipment availability, the location of the job

through redundant, manual data entry.

begin to build their base bid and include these

or other factors that impact their costs versus

for purposes of comparison. Better software

those of a third party.

programs allow estimators to compare an

Estimating software provides a huge

Stakes are high in a heavy construction bid.

For general contractors, effective analysis of the subcontractor and vendor components

unlimited number of bids and sort them

advantage in this scenario, allowing general

can often be the difference between winning

within the grid according to multiple variables.

contractors to essentially include themselves

and losing a job or between making or losing

Another key software feature is the ability

and their own numbers in the comparison of

money on it. With so much opportunity and

to easily amend figures provided by each

potential subcontractors and vendors. Seeing

risk in the balance, choosing specialized

subcontractor or vendor to make quote

all of the options side by side makes it easier

estimating software over spreadsheets is

comparison and analysis more accurate.

to make the most profitable decision for each

an essential step for consistently choosing

A general contractor, for example, might

individual item or material.

the right companies to work with on each

anticipate from past jobs how much oversight

Once the comparisons are complete and the

project

a specific subcontractor will require, how likely it is that the company will meet deadlines or how much rework might be required.

The quote from that company could then be increased or decreased accordingly by a specified amount or percentage.

On many projects and for many general

Greg Norris is director of marketing communications for B2W Software. The company’s ONE Platform connects people, workflows and data and includes advanced, unified applications to manage estimating, scheduling, field tracking, equipment maintenance, data capture and business intelligence. https://www.b2wsoftware.com/products/construction-safety-software/ Greg can be reached at gnorris@b2wsoftware.com

contractors, deciding which portions of the

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Unearthing

the data Valuable data was hiding in a black box for machinery and equipment powerhouse Caterpillar. Pulling back the curtain allowed the company to optimize processes and significantly reduce costs, says Phil Engel

I

t’s safe to say that so-called ‘black

One such proof point for digital

expose key data-driven insights about its

box’ solutions - a method of producing

transformation is our recent work with

production operations. These insights would

insights based on data that are

machinery and equipment powerhouse

ultimately help save several hundreds of

unknown to the end user - have

Caterpillar. The company has its hands in

thousands of dollars, thousands of hours

reached their expiration date. This approach

virtually every corner of the manufacturing

and lay the groundwork for similar digital

no longer meets the demands of the modern

industry, from local construction sites to

transformation initiatives at other domestic

user, and as such, are frankly no longer

international mines and everything in

and international plants.

useful in most instances.

between.

aging plant, manufacturers must consider

Manufacturing Division is a critical function

Process: Removing the curtain on its data

investing in technology that pulls back

of the company, overseeing the production

Prior to the arrival of Rockwell Automation,

the curtain on processes. Transparency

of transmissions, hydraulic components and

Caterpillar wasn’t capturing data on its

in digital transformation has been proven

other parts for the machine and aftermarket

manufacturing processes and had no

to substantially improve operations and

businesses of Caterpillar.

visibility into what was happening within

This considered, when revitalizing an

maximize business performance, not to

Caterpillar’s internal Advanced Component

We worked with the Advanced

its operation. Its critical manufacturing

mention create a data-first culture that

Component Manufacturing Division on a

processes were operating in a ‘black box’,

sustains the signs of the times.

digital transformation project that helped

which meant that data was unavailable to

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Case study

“It goes to show what we can do when we simply unearth the data that’s already there and let it work to its full potential”

Win: Reduced process time by five percent on day one Now that the division had access to rich data context for the first time, its eyes were open to various non-value-added systems that could be optimized or eliminated.

tackle everything from refining strategy and

Caterpillar was able to improve and optimize

vision upfront to project execution.

functions so quickly that they reduced

What made this team unique, however, was its diversity of experts with information

overall process time by over five percent on the very first day.

technology (IT) and operations technology (OT) backgrounds. What are historically

Win: Averted unnecessary spend

professions with competing priorities,

True as the saying ‘time is money’, Caterpillar

formalized collaboration was initiated

also saved several hundred thousand dollars

between the team members through direct

by showing where capacity was available

interaction. This helped the presumably

and where it was limited. In one instance,

divided group come together under a

data collected on its critical manufacturing

common goal and vision of the project and

processes proved that production was

ultimately led to comradery and seamless

meeting engineering specs already, which

execution.

meant assets and employee shifts didn’t need to be added.

Process: Bring on the heavy lifting

Caterpillar was able to digitally transform

To generate and prioritize use cases, the

operations in order to successfully identify

team spent weeks on-site at plants to assess

all non-value-add time and make data-driven

their readiness for digital transformation.

decisions that saved the organization time

They plumbed enterprise resource planning

and money. It was also encouraged to unite

(ERP) software, dove deep into master data

IT and OT teams by including both groups

and looked at how business was conducted

in the project and leveraging each group’s

both in the back office and on the shop

unique functional, technical and business

floor. All this helped the team develop and

expertise to implement changes. And this

prioritize digital initiatives that were aligned

was just at one plant.

to business needs and goals. its workers who needed to prove that its

Among its preliminary work, the Advanced

By selecting Rockwell Automation,

The early success of this digital transformation initiative ensures that the

process and product were meeting certain

Component Manufacturing Division took a

scope of the project will be expanded beyond

critical engineering specifications.

lot of time to engage its local business and

critical-constraint machines to include the

finance personnel to quantify the benefits

rest of the plant and other domestic and

inefficiencies and sub-optimal processes,

and ensure estimates and forecasts were

international plants. It goes to show what

which ultimately drove rework and other

realistic. This also helped set the stage

we can do when we simply unearth the data

non-value-added costs.

for implementation and generated buy-in

that’s already there and let it work to its full

around the plant.

potential.

The lack of data visibility also resulted in

Rockwell Automation and Caterpillar alike knew that if they could access key production data, it would allow the division to gather great operational insights for the component division.

Process: Formalizing collaboration between IT and OT One of the first steps taken on the project was to create a team of experts that would

Phil Engel works in Information Solutions at Rockwell Automation. Rockwell Automation, Inc. is a global leader in industrial automation and digital transformation. It connects the imaginations of people with the potential of technology to expand what is humanly possible, making the world more productive and more sustainable. Headquartered in Milwaukee, Wisconsin, Rockwell Automation employs approximately 24,500 problem solvers dedicated to its customers in more than 100 countries. www.rockwellautomation.com

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Below: Remote-control demolition machines can cut demolition times in half. These machines are capable of extraordinary productivity — up to four cubic-meters per hour in some cases

An approach to consider consider How demolition robots increase efficiency in concrete cutting applications. By Jeff Keeling

D

emolition, like every industry,

a 10-by-3-meter wall in a confined space with

require perimeter cuts to avoid transferring

is constantly evolving. To keep

a saw requires, on average, 25 cuts. Depending

vibration to surrounding structures. After that,

ahead of the curve, contractors

on depth, this might take several passes. Once

though, the demolition robot and a single

seek out the machines and

cut, the concrete blocks need to be broken

operator could quickly and effectively break up

methods that increase productivity while

down for easier removal. The whole process

the concrete into small pieces that are easily

decreasing the physical toll on workers.

would take at least four days with two saws

cleaned up with a skid-steer loader.

Concrete sawing is viable option for fast,

and require a crew of at least three — two to

effective removal. However, savvy contractors

run the saws and at least one more to handle

concrete removal applications are another area

Bank Vaults and other heavily reinforced

are finding that adding remote-control

removal.

where a demolition robot can reduce removal

demolition robots to their sawing operation not

Using a remote-control demolition

time by more than half. The robot works its

only increases productivity and safety, but also

robot can cut the time in half. Rates vary

way across the surface, exposing the rebar

allows them to reduce bid prices and maximize

based on machine, material and depth, but

for cutting with a torch. This method greatly

profits. Here’s how:

demolition robots are capable of extraordinary

reduces diamond costs from standard methods

productivity — up to four cubic-meters per

such as core drilling, wire sawing, and wall

1. Faster turnaround

hour in some cases. To remove the same

sawing.

Take a wall sawing job, for example. To remove

10-by-3-meter wall, the contractor would still

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Additionally, demolition robots reduce

Demolition

Above: Concrete sawing contractors are finding that adding remote-control demolition machines to their sawing operation not only increases productivity and safety, it allows them to reduce bid prices and maximize profits

the need for scaffolding on larger vertical

Above: Reach, paired with a 300-meter (984-foot) remote operating distance, keeps workers away from jobsite dangers such as falling objects, flying debris, weak floors, ledges and silica dust

The possibilities

demolition projects since some models can

go beyond concrete

reach up to five meters (16.4 feet). This can

cutting, as well. In

save up to a week before and after the project,

addition to crushers

allowing contractors to take on more revenue-

and breakers, leading

producing jobs instead.

remote-control demolition robot

2. Protects operators

manufacturers offer a

Machine reach, paired with a 300-meter

range of attachments

(984-foot) remote operating distance, also

for cutting pipes, taking

keeps workers away from jobsite dangers such

down stud walls, sorting

as falling objects, flying debris, weak floors,

debris, digging, and

ledges and silica dust.

even vacuum lifting

Perhaps the biggest safety advantage,

slabs. A demolition

though, is limiting the human element in the

robot with the right

more manual aspects of concrete cutting.

array of attachments

Using a demolition robot minimizes the

can not only increase

need for handheld saws, coring equipment

productivity, but also

or pneumatic breakers. Working with these

limit the need for additional support

machine. Once the first job is done, they can

machines, some of which can weigh 18

equipment on congested jobsites.

quickly move on to the next, doubling their

Above: In addition to crushers and breakers, leading remote-control demolition machine manufacturers offer a range of attachments for cutting pipes, taking down stud walls, sorting debris, digging, and even vacuum lifting slabs

kilograms (40 pounds) or more, can easily

productivity. Labor and diamond savings add

fatigue workers and the vibrations can lead

What it comes down to

up, as does the profit margin with each extra

to long-term injuries. Robotic demolition also

Concrete sawing contractors who supplement

job they can take on. Not to mention the

creates more manageable rubble that is easily

their operation with remote-control demolition

savings from a healthy, happy workforce.

lifted and removed, further reducing strain on

robots can do jobs faster, safer, and with less

Demolition robots won’t replace concrete

workers.

overhead. It’s that simple. What used to take

sawing, but as part of a versatile operation,

a week with a large crew can now be done in

they can easily open up doors — or bank vaults

just a few days with a small crew and a single

— to increased profits.

3. Improved versatility Attachments can further increase safety and productivity. A crusher attachment, for example, is quieter than a saw or handheld pneumatic devices and breakers, making the jobsite safer for workers and the public.

It also opens up new opportunities in areas where saws would be too noisy — such as near hospitals or schools. Not to mention making waste disposal easier by separating concrete

Jeff Keeling is the North American sales & marketing manager for Brokk Inc. Brokk has been the world’s leading manufacturer of remote-controlled demolition machines and attachments for 45 years. Through continuous innovation in engineering and design, Brokk is able to offer unique solutions to multiple industries worldwide, including construction, demolition, mining and tunneling, cement and metal processing, nuclear and other specialty applications. www.brokk.com

and rebar onsite.

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Fighting fire with

technology

Fire risk is one of the biggest threats to construction sites.

James Mongeau explains the dynamic security needs of construction sites, including how fire during construction, alteration, or demolition operations can be eliminated or controlled through early planning, scheduling, rapid communication and on-site security

I

t is no secret that construction sites are full of potential hazards, and without

is unfortunately not all that surprising.

However, with the right fire protection

On top of this, fire could also happen during the construction phase as open sites are

the right protection it is generally

technology in place at the very start of

often more vulnerable to theft, vandalism,

accepted that a construction site can

construction, alteration, or demolition, sites

and arson. Further adding to this risk is the

quite rapidly turn into a dangerous place to be.

can be monitored for potential blazes and if

fact the typical building protection systems

Fire in particular is a key concern. As recently

they do occur can quickly be prevented from

such as sprinklers, fire walls and detectors are

as November 2021, ten people, including two

getting out of control.

not always in place until the final stages of

firefighters, were hurt in a fire at a Brooklyn

construction.

construction site*. While this is shocking,

Why is fire such a threat?

when you consider that a construction

Busy workers on-site operating machinery

and insurance companies know that fire

site is vulnerable to fire for many reasons,

are often close to sources of ignition, such as

is a very real threat - so why are many

the fact that a fire was able to break out

highly combustible materials and solvents.

construction sites choosing to operate

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For the reasons mentioned, both builders

Fire safety

without the best fire safety protection?

battery with a three-year life under normal

construction I have learned how challenging

Whatever the reason, whether it is down

use to secure the job site during all phases of

the protection of personnel and property can

to time, cost or a combination of both, if a

construction whether electricity is available

be during vulnerable stages of the project. It

fire does happen being able to act quickly is

or not. Each WES3 unit can also be mounted

seems appropriate to have products available

crucial. If left to spread the consequences can

anywhere at all. With this fully customizable

that not only take advantage of the current

be grave in terms of loss of life and finances.

system, you can set out the units in the

innovations and technologies but offer future

configuration that best meets the needs of

capabilities for expansion as well. Finding

your site.

these products in place, used correctly, should

To put this into perspective, according to the NFPA, local fire departments responded to an estimated average of 3,840 fires in

assist the fire service with having real-time

structures under construction and 2,580

Preparation is key

information and early notification to improve

fires in structures under major renovation

As well as being quick and simple to set-up

their duties and responsibilities for getting

per year in 2013-2017. What’s more, the fires

and deploy, the WES3 system greatly helps

the job done.”

in structures under construction caused an

with the creation of a construction pre-

average of four civilian deaths, 49 civilian

incident plan in accordance with NFPA 1620.

Don’t get caught out

injuries, and $304 million in direct property

If you have a site with hundreds of workers

In the event of an on-site fire, those

damage annually. While those in structures

and something happens, it is important to be

responsible will be held to account. While

under major renovation caused averages

able to pin point where the fire is and to also

the building owner holds the primary

of eight civilian deaths, 52 civilian injuries,

evacuate workers away from the blaze. WES3

responsibility, it falls on the contractor to

and $104 million in direct property damage

effectively achieves this objective because

carry it out daily. Pre-construction planning

annually.

each unit can be numbered and named so that

documents and processes must be worked

all alerts give a precise location.

out with the fire department to clearly

Taking action

WES3 protection is constant, meaning that

define the owner’s responsibilities during the

The NFPA Code 241 standards states that

no matter the time or place the fire can be

construction phase and ensure that the NFPA

construction sites need to have security

detected and communicated to personnel

Code 241 is being upheld. The NFPA Code 241

measures in place from the very moment

via the use of secure radio frequencies.

standard has recently been updated to the

ground is first broken up to and including

With an unlimited number of units able to

2022 edition and as such must be carefully

the final phase of building. When it comes to

be used per site, more units can be added as

scrutinized to ensure compliance.

hardwired fire detection, this can at first seem

the build progresses. Repeater units ensure

to be problematic if a reliable electricity source

the signal gets a boost on especially large

sites to meet parts of the latest NFPA Code

is not yet fully outfitted on the construction

sites. An emergency signal can be triggered

241 by implementing the WES3 wireless

site.

automatically or manually from anywhere.

evacuation and emergency system. Through

This is all possible without wires or cables

advancements in the use of wireless fire

sites still rely on outdated air horns as an

and without having to rely on the presence of

safety technology - saving lives, protecting

evacuation method on construction sites.

workers to detect and extinguish fires.

building infrastructure and safeguarding

Because of the lack of power, some

However, this does come with disadvantages.

Space Age can support construction

communities is made more possible than ever

Namely, an air horn cannot provide site-wide

Saving lives

before. Those who choose to take advantage

evacuation as it isn’t able to tell you where

According to Lieutenant Chris Towski of the

of this will reap the benefits of a more secure

the fire is located, merely that there is a

Cambridge, Massachusetts Fire Department,

and safe future.

fire somewhere on the site. It can also be

utilizing WES3 technology for early detection

hard to distinguish the noise of an air horn

can be the difference between life and death:

above other background sounds on a site.

“As a fire safety advocate for buildings under

*https://newyork.cbslocal.com/2021/11/09/bayridge-brooklyn-construction-site-fire-fdny/

Furthermore, there isn’t the capability with an air horn to add in smoke / heat sensors and other added value functions such as a medical call feature. This is not the case however if smarter wireless fire safety technology is used in these scenarios.

The Ramtech WES3 fire evacuation detection system eliminates the need for a hardwired power source and there is no wired panel required as with most other similar systems. Each unit is powered by a

James Mongeau is a principal on the NFPA241 code committee and director of business development at Space Age Electronics, who manufacture equipment in the fire alarm and life safety industry. https://www.1sae.com/ Ramtech designs and develops industry-leading end to end Internet of Things (IoT) and innovative wireless solutions to suit a variety of different industries, including construction and holiday parks. Its wide-ranging communications and hardware expertise has been developed for more than 30 years. Ramtech’s solutions – which are used across almost 30 countries worldwide – provide businesses with improved safety, security, operational efficiency, data insight, profitability and more. ramtechglobal.com/wes/wes3

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The science of

compliance $

$

$

$

How New York State contractors can reduce audit risk. By John Fontanella

A

s the New York State

exemption form is in hands of the vendor

Department of Taxation and

(building materials supplier).

Finance increases its scrutiny of

If the work is a capital improvement (CI), Contractors pay the sales tax on building materials upfront (just like R&M) and can only recoup the sales tax by incorporating it

contractors have become prime targets for

Repairs and Maintenance (R&M) vs. Capital Improvements (CI)

audits. While regulations make it difficult

Understanding the distinction between R&M

be a separate charge to the customer on the

to navigate sales tax compliance for every

and CI projects is a critical first step when

invoicing, and the contractor cannot claim a

industry, the rules for New York contractors

dealing with contracts involving real property

credit from New York for the sales tax paid

in particular are quite burdensome and very

in New Yok State: it’s either one or the other.

(unlike R&M).

often confusing. This can add an additional

Getting this distinction wrong can negatively

layer of stress on contractors, as getting

impact Contractor relationships with clients

What Qualifies as Tax Exempt?

it wrong can result in substantial negative

and suppliers and result in a hit to your

If the work is for a Tax-Exempt Organization

consequences with potential penalties and/

bottom line.

or an Industrial Development Agency (IDA)

sales tax activity, construction

or loss of profits.

into the price for the CI. The sales tax cannot

For R&M projects a Contractor cannot

no sales tax applies to building materials

New York State contractors (Contractors)

use the resale exemption; therefore, sales

if the Contractor provides its vendor with

have the unusual burden of being considered

tax is due to the vendor upon purchase of

a properly executed exemption form. If a

the consumer of building materials under the

the building materials. The Contractor must

contractor is an appointed agent of the

state’s sales tax law. This seemingly simple

pay sales tax on building materials upfront

IDA, additional sales tax exemptions may

concept can create havoc for Contractors.

and after charging and collecting sales tax

be available.

Due to this general rule Contractors must pay

from the customer on the R&M project, the

sales tax on all building materials purchased

Contractor becomes eligible for a credit

for both repair and maintenance (R&M)

for the sales tax they paid on the building

How New York State determines who to audit

and capital improvements (CI) unless an

materials purchased, claiming it via NY Form

To cash-hungry tax authorities, a

exemption applies and a properly completed

AU-11.

Contractor’s business presents a potential

12 WWW.CONSTRUCTION-TODAY.COM

Tax/Audits

$

$

$

$

revenue stream opportunity. An auditor’s job

Conclusion

these pitfalls and incorporating them into

is to maximize that stream, and a sales and

There are ways Contractors can reduce risk

your business’ best practices should prove

use tax audit is one of their primary tools.

of being audited, minimize the economic

beneficial.

Contractors need to know what issues are

impact of an audit, and cut the costs of

likely to prompt an audit, including nexus but

compliance and audit defense. Preparing

tax compliance is focused on making sure

no registration, misuse of resale certificates,

and simplifying documents in advance

that enough tax has been paid. Advising with

use tax reporting, a significant change in

can streamline the audit process and help

a CPA for an analysis of sales and use tax

quarterly gross sales, higher than normal

prevent audit sampling methods that

procedures may reveal that the contractor is

exempt sales, and ignoring a nexus/business

may be at a disadvantage. Understanding

paying too much in taxes.

Finally, too often the goal in sales and use

activity questionnaire.

However, just because you’ve been selected for a sales and use tax audit does not mean you are automatically going to have to pay through the nose. Conversely, just because you have done everything right regarding these taxes does not mean you are not going to have to spend considerable time and money proving it. Understanding the ins and outs of sales and use tax applicability, along with the proper usage of exemption and resale certificates (issued or received), can play a significant role in helping Contractors reduce the risk of being audited.

John Fontanella is a principal in The Bonadio Group’s tax department, with a focus on taxes for privately held businesses and their owners. John also specializes in sales taxes for contractors and manufacturers. He has been in practice as a CPA for 30 years.

Founded in 1978, The Bonadio Group is a nationally ranked Top 50 CPA firm offering accounting, tax, and consulting services to clients of all sizes. The Firm’s professionals deliver practical, proactive, and innovative solutions to help clients reach their financial, compliance, management, and personal goals. The Bonadio Group is the largest independent provider of accounting, tax, and consulting services in upstate New York— with offices in Albany, Batavia, Buffalo, East Aurora, Rochester, Syracuse, and Utica.

The Bonadio Group also has offices in New York City, Rutland, Vt., and Dallas. www.bonadio.com Disclaimer: The summary information presented in this article should not be considered legal advice or counsel and does not create an attorney-client relationship between the author and the reader. If the reader of this has legal questions, it is recommended they consult with their attorney.

13 WWW.CONSTRUCTION-TODAY.COM

News In Brief Global standardization

Growth for San Antonio Dallas-Fort Worth-

TK Elevator (TKE), one of the world’s

based developer Cold

leading elevator manufacturers and

Creek Solutions (CCS)

service providers, is going to use the

has broken ground

source-to-pay solution JAGGAER ONE

on a 300,500 sq. ft.

to standardize procurement processes

cold storage facility in

on a global level. TKE is present in more

San Antonio, one of

than 1000 locations worldwide and

the fastest-growing

serves customers in more than 100

cities in the US. The cold storage facility will be one of the largest state-of-the-art

countries. The aim of the software

facilities in San Antonio and surrounding areas, and it includes 294,500 sq. ft. of fully

implementation is to minimize the

convertible temperature-controlled space with temperatures ranging from -20°F to

previous complexity involved in using

55°F, as well as 6000 sq. ft. of office space. It will provide storage for 45,000 pallets

different procurement systems, while

of frozen or refrigerated products upon completion and will allow for single or multi-

also realizing cost savings. JAGGAER

tenant use. Additional features include 48 dock positions, two drive-in ramps, and 48’

ONE combines all data sources to

clear height.

provide a 360° view and from now on

This is the second cold storage project for CCS in the state of Texas. CCS’ first

will function as an international point

Texas project, a 374,560 sq. ft. cold storage facility in Denton, TX, is scheduled to be

of contact for all information about

completed in August 2022.

suppliers at TKE. In future, the entire

CCS has partnered with ARCO National Construction, a nationwide leader in

procure-to-pay (P2P) process will take

the construction of warehouse and distribution space, for its design, build, and

place on one platform with the same

construction needs, and partnered with Stream Realty Partners for the leasing of the

data. The go-live is scheduled to take

new facility.

place in Q3 2022.

Measure the impact ArborXD™, a web-based tool that supports carbon-conscious decision making for energy customers seeking pathways to net-zero operations has been launched by McDermott International. It provides data collection, estimation and reporting on the potential carbon impact of energy facilities before construction begins.

Describing the tool, Samik Mukherjee, Executive Vice President and Chief Operating Officer said it was ‘an energy industry differentiator that will help quantifiably reduce the operating footprint of the facilities we design and build’.

Embedded as early as the design phase, ArborXD™ is applied throughout the energy project life cycle - whether a concept, front-end engineering design or an engineering, procurement, construction and installation project. As a web-based tool, ArborXD™ provides customers access to life cycle footprint estimates, cost tradeoff analyses, emission reduction pathways and environmental impact assessments.

14 WWW.CONSTRUCTION-TODAY.COM

Bringing digital twins to life EarthCam has introduced EarthCam 4D, empowering virtual design and construction (VDC) teams to overlay and synch live imagery with their digital twins.

An intuitive time-line allows users to scroll backward and forward in time to view live imagery in relation to their 4D models.

Built on the Bentley iTwin platform, EarthCam 4D augments Bentley Systems’ SYNCHRO 4D models with high-resolution photos from multiple cameras throughout the jobsite, overlaid in precise alignment. Viewers can zoom in and out, and the associated live images remain synched. Unique transparency/opacity and model color adjustments enable new and powerful ways to compare and contrast models with reality over time.

“Digital twins are radically increasing productivity in construction,” Brian Cury, CEO and Founder of EarthCam pointed out. “Thanks to Bentley iTwin, we’re able to merge the highest resolution imagery from our cameras to SYNCHRO 4D models, and build valuable applications to increase our clients ROI.” “The partnership between EarthCam and Bentley is bringing construction digital twins to life by simplifying the visual communication of project status to all stakeholders,” continued Rich Humphrey, VP, Construction, at Bentley Systems. “Now anyone can compare what is happening on the jobsite to what was planned virtually within a simple web viewer powered by Bentley’s iTwin technology.”

News Affordable homes

Hot in the city

The California

The record-breaking temps of

Department of Housing

2021 increased worker deaths

and Community

(including construction crews)

Development held a

and in 2022, the problem is

competitive ‘Notice of

getting attention: President

Funding Availability’

Biden has announced emergency

in July 2021 to provide

Federal Heat Rules and tasked the

$57 million in matching

Occupational Safety and Health

grants to Local Housing

Administration (OSHA) to set new

Trust Funds established by cities and counties. In response, the Housing

standards.

Authority of the City of Alameda (AHA) created Alameda Affordable

As a result tech entrepreneurs are innovating ways to track

Housing Trust Fund (AAHTF) to apply for the matching grant. In December

and prevent the dangers of heat on the body. One such example

2021, the State of California Department of Housing and Community

is Kenzen - Kenzen has equipped workers in a variety of sectors

Development awarded $2.5 Million to the Housing Authority of the City

including construction with sensors that continuously monitor

of Alameda via AAHTF. This $2.5 million-dollar award matches an existing

their physiology to assess core body temperature, sweat rate,

$7.5 million-dollar commitment already made by AHA (in July 2021) to the

and exertion.

newly created AAHTF. All this funding will enable AHA to further its commitment to end

The Kenzen device warns workers, via haptic vibration, when their physiology indicates danger of heat stress. Managers get

homelessness within the City of Alameda. AHA will use these funds to

an alert via an app when a worker needs an intervention to

start the first two phases of long-planned affordable rental homes at

stay safe. A second alert indicates when the worker’s body is

North Housing site on Mosely Avenue, which will include 90 affordable

ready to resume work. Corporate safety leaders use an analytics

rental homes for formerly homeless households. Construction of these

dashboard to make enterprise-wide decisions to minimize heat

first phases at North Housing is tentatively expected to be completed by

risks, reduce injuries, and improve productivity. They may adjust

early 2024.

work schedules or assign certain tasks to individuals.

New headquarters Morgan Stanley and Embrey are going to relocate their current offices in San Antonio, Texas, to Embrey’s premier mixed-use development, 7600 Broadway, bringing the office building to 100 percent occupancy.

“Embrey has designed a unique living and working experience at 7600 Broadway with the highest quality of design and attention to detail,” said Trey Embrey, President and CEO of Embrey. “We are proud to make 7600 Broadway our corporate home and pleased to have a company like Morgan Stanley as our neighbor and tenant.”

Morgan Stanley will occupy 28,000 square feet while Embrey will move its corporate headquarters into the remaining 25,000 square feet. Tenant buildout has begun immediately with occupancy expected in the summer of 2022.

“This project represents the highest calling of our profession in terms of concept, detail, innovation and vision,” added John Kirk, Managing Director and Executive Vice President for Development for Embrey. “7600 improves the streetscape at an iconic intersection that creates a more walkable neighborhood and a first-class experience in the heart of San Antonio.”

The building features a number of luxury amenities that have been thoughtfully curated specifically to create a premier living and working experience. These include a professionally equipped fitness studio with showers, co-working study and private conference room, a full-featured lounge for entertainment and recreation, elevated pool deck and outdoor terrace, piano bar, and underground parking.

Property management services will be provided by Stream Realty Partners. JLL’s Office Leasing team of Mark Krenger and Meredith Howard represented Embrey. Jeff Miller and John Worthen with JLL’s Corporate Advisory Group represented Morgan Stanley.

Residential leasing for the development is expected to begin in 2022 with management provided by Embrey Management Services.

15 WWW.CONSTRUCTION-TODAY.COM

Going

underground

How to make the USA’s many new tunnels more affordable - an American revolution in tunneling could be led by a British start-up. By Jeremy Hammond

T

he USA’s $1.2tn (£895bn)

tunnel under Long Island Sound. But the

chemistry, and surveying, and developing

infrastructure bill, described as

greatest number of new tunnels in the USA in

theses for tunneling at its R&D facilities

a ‘once-in-a-generation’ initiative

the foreseeable future will be built on a much

in Hampshire.

by President Joe Biden and signed

smaller scale, and for reasons that might

into law in November 2021, has catapulted

surprise you.

Whereas the conventional method is to dig a hole then build the tunnel, hyperTunnel

One of those reasons is forest fires. The

first builds the tunnel, then digs the hole. And

news. But in addition to the headline-

other is migrating salmon. And if that doesn’t

rather than pushing through the ground with

grabbing projects, there are some less well-

have you raising your eyebrows, this might:

a boring machine, hyperTunnel 3D-prints a

publicized reasons why one of construction’s

the most cost-effective method for getting

flat-floored tunnel in the ground. Because

sub-sectors, tunneling, is set for a North

these tunnels constructed was recently

this methodology is scalable, it is suitable

American boom.

invented by a start-up company in Britain.

for tunnels large or small. As a result, all

construction into America’s mainstream

Tunneling is capable of making headlines

manner of tunneling projects will become

of its own, of course. Not least, there’s much

A radical new approach

more sustainable, less expensive, less time-

media interest in the new railroad tunnel,

That start-up is hyperTunnel - and it’s set to

consuming and commercially less risky. These

which will be built under the Hudson River

completely change the way that underground

are significant advantages at a time when

between New York and New Jersey as part

spaces are built, enlarged, maintained and

there is increasing need of underground

of Amtrak’s Gateway Program. And though

monitored. hyperTunnel is making this

transport and facilities infrastructure.

it’s a long-shot, the infrastructure bill has

possible through technology transfer and

renewed national news stories about the

digital transformation. The company is

Small tunnels for fires and fish

idea of connecting New York and Boston with

adapting ideas from innovation-rich sectors

Unlikely though it might sound, this

a high-speed railroad by building a 16-mile

such as Formula 1, mining, oil and gas,

infrastructure will include new measures in

16 WWW.CONSTRUCTION-TODAY.COM

Tunnels Left and right: Whereas the conventional method of building a tunnel is to dig a hole then build the tunnel, the hyperTunnel method first builds the tunnel, then digs the hole.

the USA to help endangered species of fish migrate and to prevent forest fires.

In Washington state, for example, the obstructive effects of man-made structures on several endangered species of salmon have become a major environmental concern which the state is under pressure to address.

To give the fish the free passage they need to travel out to the sea and back inland to spawn, many new, small tunnels are needed.

About 1,000 miles south of the fish-friendly tunnels, in hot and dry California, the biggest environmental concern is forest fires – and thousands of these, including many of the most destructive, have been started by trees

voids or water. This eliminates the risk

construction time and costs, not least

or branches falling on power lines. The same

of uncertainty and unanticipated

because the whole tunnel is being worked on

deadly problem, though on a lesser scale,

construction expense inherent in the current

all the time rather than just tackling one or

has afflicted New Mexico and Tennessee.

method, which is to drop vertical boreholes

two faces.

Which is why Pacific Gas & Electric recently

along the planned tunnel path up to 500

announced aims to bury about 10,000 miles

meters apart, a distance over which geology

efficient because – unlike the use of cylindrical

of distribution and transmission lines in

can change.

boring machines – the base of the tunnel

California, at a projected cost of $15bn-30bn.

Putting lines underground currently costs

Moving from the preparation phase to the

The hyperTunnel method is also more

can be built flat (or in any shape required),

construction phase, hyperBots are now sent

reducing the amount of spoil that needs to

about $1 million per mile where it’s easy and

into lined construction bores to create the

be removed.

much more in mountainous areas. That’s

structural shell of the tunnel using swarming

five to ten times the expense of hanging

techniques. These hyperBots perform a

digital twin simplifies handover and provides

a line overhead. But hyperTunnel can

wide range of tasks including drilling and

a ‘single truth’ database of construction

reduce this cost significantly by applying

the deployment of composite construction

and geology details. This enhances asset

the same methodology with which it will

material in an additive manufacturing process

maintenance and management over the

make the construction of larger tunnels

using the same principle as 3D printing.

lifetime of the tunnel, reporting on its health

more affordable.

The hyperBots work to a construction plan shaped by the digital twin of the tunnel and

When construction is completed, the

regularly every day.

Being scalable, hyperTunnel’s methodology

Swarming hyperBots

by Artificial Intelligence providing key data

is advantageous whatever the tunnel’s

hyperTunnel first drills a series of horizontal

such as material strength, chemical volume,

purpose and size. Before growing to mega

bores to form the tunnel’s outline. These

and location. This is much better than current

projects, the company expects to start

make it possible to take multiple parallel core

methods because it enables deployment of

with smaller scale tunnels and repairs, and

geology samples along the entire tunnel

exactly the right construction materials along

recently won a contract in the UK to work

path. Data is gathered from the bores by

every centimeter of the tunnel.

with Network Rail on non-disruptive tunnel

semi-autonomous robots and a proprietary

By using hyperSwarm technology,

repairs and maintenance. The company is

3D ground-penetrating radar system. Seismic,

hundreds or even thousands of hyperBots

also engaged in serious talks with a number

tomographic and thermal imagery data

can work simultaneously all along the tunnel

of states and construction companies in the

are also meshed together to facilitate 3D

path, with the ability to pass each other and

USA, as well discussions with project leaders

visualization.

move freely. This results in higher productivity

in Canada, India, Japan, the Middle East and

than current methods, significantly reducing

the UK.

All this data is further used to create a digital twin of the tunnel and surrounding ground. This means that, for the first time in tunneling, a complete and detailed picture is formed of the geology that will be

Jeremy Hammond is co-founder and Co-CEO at hyperTunnel. With a background in cutting-edge renewable energy technology, and senior leadership roles at two FTSE 100 companies, he leads hyperTunnel’s commercial activities.

encountered along every centimeter of the tunnel’s path - whether and where there

https://www.hypertunnel.co.uk/

may be changes in geology, fissures,

17 WWW.CONSTRUCTION-TODAY.COM

PMCM and the

pandemic

Four issues shaping the construction industry’s new normal. By Deryl McKissack

T

he construction industry was

and construction management services

safety issues, supply chain glitches and rising

highly disrupted by the pandemic.

come in.

costs not only due to Covid, but also market

But the discipline imposed by program and construction

Of course, Covid-19 has been a first-of-itskind event for all of us. But our experiences

pressures, extreme weather events and even new viral threats that may arise.

As an industry leader in PMCM services for

management (PMCM) has held projects

during this time may be likely a preview of

together. At McKissack & McKissack, we’ve

what’s to come; scientists predict it will be

large capital programs, we see four issues

found that in unpredictable and rapidly

endemic. We always start our projects by

impacting the field’s future. While these

changing situations, the many tools PMCM

listening to our clients and determining

issues came to light due to the pandemic,

offers allows construction professionals to

what services they need. And when the

they are now foundational to our new normal.

weigh real-time challenges, analyze multiple

pandemic hit in 2020, it was our program and

Contributing their insights to this roundup

scenarios, make critical decisions and deliver

construction management team that made it

are McKissack & McKissack Vice Presidents

projects on-time and on-budget.

possible for us to meet their immediate Covid-

Philip Artin and Michael Carter, Senior Project

driven needs.

Director Derrick Bailey and Director of

Building a stadium, a hospital or an electrical substation is no small undertaking. All

In these unprecedented times PMCM

Scheduling Ricardo Nolasco.

have complex infrastructure needs, require

offered us invaluable tools to help us address

multifaceted design programs, need state-

disruptions, weigh real-time challenges, model

of-the-art mechanical systems and involve

different scenarios, make critical decisions

whole teams with specialized disciplines.

and resequence work. That’s how we’ve been

The four biggest issues shaping the future of PMCM 1. Addressing labor shortages.

Factor in the pandemic, which has been highly

able to deliver projects on time and on budget.

Automation and robotics may be in our

disruptive to the construction industry, and

And going forward, we will need PMCM

future, but right now we depend primarily on

mistakes can proliferate. That’s where program

professionals more than ever as we face more

PMCM professionals and skilled construction

18 WWW.CONSTRUCTION-TODAY.COM

Project management

workers to get projects done. And we’re

3. Harnessing data and analytics.

4. Refining artificial intelligence and

facing significant shortages in every cross-

One trend is clear: As technology evolves,

automation.

section of our field. We’re talking about project

so must PMCM. Since the pandemic, PMCM’s

Mention AI and our minds wander to self-

engineers, project and construction managers,

requirements have pivoted, and today it

driving cars and fancy robots that can replace

estimators and assistants in all positions.

requires a deeper focus on technology than

people. The former is a sure thing, but the

Demand is high, supply is short, and we can’t

ever before. PMCM professionals must be

latter isn’t going to happen in PMCM, where

hire and train people fast enough.

able have the agility to use a broad range of

program and construction managers are

software; an advanced knowledge of data

always-on and in-touch with everyone to lead

continue for quite a while. According to the

analytics; and deep experience with modeling

and integrate all project elements from start

US Bureau of Labor Statistics, jobs in the

budgets, timelines and labor needs. All this

to finish. But you can bet that automation will

construction sector were down by about

means that we will be collecting more data

be used to power self-driving construction

88,000 at the end of 2021, compared to

than ever before and developing innovative

machinery and for repetitive tasks like pouring

February 2020, which is right before the

ways to leverage it.

concrete, welding and demolition.

In fact, hiring challenges are going to

pandemic hit. And this comes at a time when

For a real-time example, look at the

In truth, AI and automation are already

PMCM professionals are more in demand

debilitating pandemic-driven supply chain

everyday tools we use in project controls, risk

than ever before. Employment opportunities

issues we’re facing on every project. At

mitigation and the predictive models we run

for construction managers are projected to

McKissack, our PMCM teams are paying very

to determine timelines and budgets. It helps

grow 11 percent though 2030. Demand for

close attention to the consumer price index

us prioritize resources and assess jobsite

project managers and civil engineers, who

and weather forecasts to model future project

risks. Building information modeling uses

often fill PMCM jobs, are growing too and are

and material costs, work stoppages and labor

AI-powered generative design to let us look at

among the five fastest growing career paths

shortages. All risks cause delays that can have

every component of a project - from framing

in construction today, the National Center for

dire fiscal consequences, so modeling allows

to MEP to finishing. It also helps us plan

Construction Education & Research reported

us to figure out whether to wait it out or buy

construction sequences or know when models

in 2021.

something today at a much higher price; add

clash, such as when a vent or beam is too large

extra staff; speed up or push back timelines;

or poorly placed and needs to be reworked.

2. Maximizing the efficacy of hybrid and

and more. With all exigencies factored into the

Another growing trend we’re seeing more of

remote workplaces.

model we can make the best decisions for our

is the use of drones and sensors to collect

Remote work is here to stay because it’s

clients, but it takes time and skill. After all, the

jobsite data continuously to evaluate job

been such a positive. And we’ve been more

bigger a project, the more data and analytics

progress, staffing and supplies; this informs

productive both individually and in groups.

there are to parse and assess as we realign

real-time adjustments that keep schedules

Platforms like Zoom, Teams and WebEx are not

program and project priorities.

and budgets on-track.

only great substitutes for in-person meetings but are also 100 times cheaper than flying all over the country. However, in the construction industry, remote access has changed the very nature of our jobs as it’s allowed us to be present on project sites virtually to inspect ongoing and completed work, inventory materials and equipment and more.

But a huge issue we face is the quality of internet signals on jobsites. You don’t always have good internet signals on construction sites because the infrastructure isn’t there yet, and neither is 5G technology. This is especially tough right now because the software we use in PMCM is shifting from our devices to the cloud, which is problematic without highspeed connectivity. This is an issue that needs to change in the next few years.

Deryl McKissack is the founder, chairwoman and chief executive officer of McKissack & McKissack, a national architecture, engineering, program- and constructionmanagement firm currently working on over $15 billion in projects nationwide. Under her leadership, McKissack has worked for public and private clients in the civic, culture, energy, education, entertainment, healthcare, hospitality, housing, infrastructure, mixed-use and office sectors and grown to over 150 employees with offices in Austin, Baltimore, Chicago, Dallas, Los Angeles, Miami and Washington, D.C. Deryl is a licensed engineer and the fifth generation of her family to work in design and construction. Her firm is an extension of the nation’s oldest African American design and construction firm, and traces its origin to Moses McKissack, a master builder who was also a slave.

Among the many nationally significant projects in McKissack’s portfolio of work today are Museum of African American History and Culture, the Lincoln and Jefferson Memorials, the Martin Luther King, Jr. Memorial, the Obama Presidential Center and the Navy Pier Centennial Projects in Chicago. www.mckinc.com

19 WWW.CONSTRUCTION-TODAY.COM

Supply and

demand

Five ways the supply chain will impact construction and industrial real estate.

By Gregg Healy

O

ver the course of the last

the construction of more e-commerce

specific fulfillment center requires

24 months, the stories

specific industrial facilities, both large

three times the square footage of

around the medical fallout

and small. We are still in the advent

a standard B2B distribution center

related to Covid-19 have

of the e-commerce revolution, so the

because of the accessibility to a larger

only been equaled perhaps by the number

trends we are experiencing now are only

variety of SKUs. At the height of the

of articles discussing the serious impact

the beginning of a fundamental shift

Covid pandemic last year, e-commerce

that has been recognized in the supply

on how we buy the goods and services

sales represented a mere 15.7 percent

chain. Specifically challenges in global

we need. But to fulfill these consumer

of overall retail sales, and have

sourcing and bringing goods to market

demands,we will be required to build

since cooled off to 13.3 percent as

have caused delays and shortages for

more industrial infrastructure in both 2022

more brick-and-mortar stores have

products, as well as raised prices for

and beyond. Here is a take on the trends

reopened. But the trend towards

consumers. Due to the Covid-19 pandemic,

for 2022.

buying more online will only continue

consumers have shifted more of their purchases online, which has caused

and in just three years, it is forecasted 1. The continued rise of industrial

that the percentage of retail that is

tremendous demands on fulfillment

real estate development. Over the

purchased online will nearly double

warehouses to operate as efficiently as

last two years as consumers spending

to 26 percent. All of this growth will

possible to get products to their customers

has shifted, the need for more

require the construction of new

on time and on budget. But there simply

industrial real estate space to meet

facilities, with forecasts showing that

are not enough industrial fulfillment

the demands of consumers buying

to support the growth of e-commerce

centers across the country to support this

goods online and having them fulfilled

300 to 400 million-square-feet of

sudden spike in online retail, thus spurning

through distribution centers has

industrial development will be needed

an investment and development push for

increased. Typically an e-commerce

by 2025.

20 WWW.CONSTRUCTION-TODAY.COM

Industrial real estate

2. The push towards bigger

4. Industrial construction in new

supplies sourced from China, and the

industrial buildings. During the

emerging markets are evolving.

previous aforementioned issues of

pandemic, e-retailers that had the

With transportation costs as the

factory shut downs, reduced work

largest e-commerce platforms and

primary driver of overall supply

hours and supply chain constriction

the greatest breadth of products

chain costs, coupled with consumer

among all nodes, lead times are

clearly outperformed those that were

expectations that the speed of

increasing - oftentimes tripling in

niche centric. Thus having a larger

e-commerce delivery in New York

length - causing further delays in

fulfillment center, where you can

City should be the same in Amarillo,

construction projects. Many times,

consolidate orders and carry a wide

Texas, drive time and costs to deliver

it is just one critical part which can

range of products provides competitive

in new emerging consumer markets

hold up the entire project. All of

advantage for e-retailers. Walmart,

means that the core industrial markets

these costs related to scarcity of

Amazon, Wayfair, Home Depot and

are not the only place where we will

products and delays in construction

other retailers with a strong online

see industrial construction growing.

are already being passed on to owners

presence recorded record growth

Already, with a large migration of

as construction costs have increased

on their e-commerce platforms. And

people from the Northeast migrating

about five percent this past year, from

despite e-commerce sales representing

to the Southeast, particularly Florida,

both labor and materials. That number

less than a quarter of overall retail

the demand for industrial buildings

is expected to further increase in

sales in the United States, this number

has grown tremendously, particularly

2022 to play catch up to unforeseen

is still anticipated to grow to just over

in the I-4 corridor, a central region that

supply issues experienced in 2021.

26 percent by 2025. Yet in China, their

can reach most of the state population

forecast is 57 percent of retail sales,

and back within a day’s drive. Similarly,

so there is still room for growth in

across the nation new emerging

to supply change challenges that will

the US.

markets are being developed where

shape the evolution of industrial real

fulfillment centers in locations that are

estate as well as construction in 2022

giving more consumers faster delivery

and beyond. It will take time to reach an

facilities. With transportation costs

times for their e-commerce orders

equilibrium where manufacturing supply

typically eating up 50 percent or MORE

which means that the secondary,

and demand come to an equilibrium that

of supply chain costs, being

tertiary and emerging markets are all

can be delivered on time and on budget

closer to consumers is critical to reduce

destined to see industrial development

again. Do not expect this balance to

costs. Thus the model of having only

to meet the delivery times and costs

be achieved in 2022, so builders (and

one point of distribution to support

that consumers expect.

consumers) can anticipate higher costs

3. The push towards smaller last-mile

North America is dead. The new model is more complex with several larger

These are just the impacts related

for the foreseeable future. Despite 5. Increases in both construction

these increases in construction time

distribution centers supporting many

time and costs. All of this anticipated

and costs, the demands for e-commerce

smaller facilities in regions closer to

growth in industrial development will

infrastructure, which needs to be

populations and/or last mile fulfillment

further exacerbate the already strained

supported by new industrial development

centers. Incredible demand has been

building material supplies market.

will drive growth at a minimum for the

seen in urban sites that have cross-

With more than 30 percent of building

next several years.

docking capabilities, especially those that have space to store last-mile vehicles. This has given new life to older facilities that may not be suited for modern distribution, but can still serve a very valuable purpose based on their geographical location close to consumers. More facilities closer to consumers also means faster delivery times to consumers as well as fewer miles driven, which equates to a smaller carbon footprint. Wins for the

Gregg Healy is executive vice president and head of Savills Industrial Services Group in North America. Based out of the Orange County, California office, he manages the company’s industrial practice in the US and Canada as a single, unified force – setting strategy and best practices, as well as guiding service delivery and client solutions across markets. In this leadership role, he is committed to matching Savills industrial and logistics advisory capabilities with client needs by continuously refining the company’s industrial market footprint and service platform. https://www.savills.com/

consumer and the business.

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Park East Construction Corp

Best practices

A committed team, leading technology, and determination keep Park East Construction Corp going. The business is proud of its impressive portfolio and is equally excited for the projects ahead

Park East Construction Corp www.parkeastconstruction.com Services: General contractor Construction Manager

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P

ark East Construction Corp (Park East Construction) is a privatelyowned company that was founded in Long Beach, New York, in 1989.

Today’s President, James Wojcik, has been a founding partner since the age of 27, and we speak with him to learn more about the company’s best practices that have kept it on

strong foundations since its inception.

“Over our 32 years, we have completed over three billion dollars in construction covering commercial and publicly funded projects as General Contractor and Construction Manager. We then relocated to our current office in Huntington Station in 1996. We currently employ 50 staff members

and manage 100-plus million dollars in construction annually.

“Our two Project Executives, Gary Gonzalez and Derek Knatz, have been with the company for 25 and 21 years respectively. In addition, my son, Tyler, joined the company full-time in 2011, after obtaining a Business Management degree

at Loyola University,” James explains.

He continues to share that within the company, there are two aspects that form its core specialism. Its Commercial division focuses on delivering projects for owners and developers that cover commercial properties, warehouses, public storage, and multi-family housing, while the Construction

Management division focuses on services to publicly funded schools, libraries, and fire departments.

With this, three factors set the business apart: people, process, and technology, and James is proud to recognize that these qualities are continually prioritized in every aspect of the company’s operation. “We have

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Park East Construction Corp

highly experienced staff that know how to work as a team to deliver and overcome the challenges that emerge on every project.

Secondly, we have our process focus, in which we’ve worked hard to develop a successful, repeatable, and transparent set of processes that provide a path to success.

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Lastly, at our foundation is our technology.

The use of leading-edge technology helps provide timely and relevant information to all participants accessible from anywhere, and it allows us to see and control projects in ways that ensure focused, successful completion,” he says.

In recent developments, Park East Construction has assembled an integrated technology platform into its inner workings, which, according to James, has drastically assisted with the improvement of the company’s efficiency. “Over the last few years, we have introduced Microsoft 365, Pro-Est, PipelineSuite, Procore, Doc-uSign, ClockShark, and BUILDR into our operation. The workhorse in the package is Procore, which provides a comprehensive set of tools covering every aspect of project management, from financial and contract management to drawing tools, Submittal/ RFI management, daily logs, photos, observations, punch list, and meeting management.

“In addition, this tool provides appropriate access to everyone involved, and helps our people successfully deliver. Owners appreciate the ease of anywhere access, the transparency of information, and the consistency between projects. It’s important to note that a one-million-dollar project requires the same tools as a 20-milliondollar project,” he explains.

However, James admits that the business could not function on technology alone, and other means of efficiency are crucial to the smooth running of Park East Construction’s service delivery. “Effective project delivery means being proactive at every stage. Our approach starts from the first look at a project. We carefully evaluate the drawings, Geotech reports, and customer expectations.

We then develop estimates, budgets, plans, and work with the client to agree on the scope, cost, and schedule. Following this, we coordinate with architects, engineers, inspectors, building managers, trades, suppliers, etc.

“Recognizing critical path items and ensuring they are appropriately planned helps everyone. When the inevitable issues arise, highly active management looks to eliminate or mitigate the impact. Covid19’s impact on supply chains, workforce resources, market cost fluctuations added numerous unpredictable variables that benefited our proactive approach.”

The pandemic certainly disrupted all aspects of businesses across the world.

H2M Architects + Engineers H2M Architects + Engineers (H2M) is a multi-disciplinary professional consulting and design firm. With a long history of client service, it consistently meets tough architectural, engineering, and environmental challenges head on. This work wouldn’t be possible without the collaboration of its partners, and Park East Construction has been instrumental in the successful management of H2M’s building projects across its markets for over 25 years. As a partner in H2M’s work on school buildings, libraries, and emergency service facilities, Park East Construction has contributed to its client satisfaction and the building of safe, sustainable communities through leadership, careful planning, and detailed execution.

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Park East Construction Corp

Frank G. Relf Architect, P.C. Congratulations to James Wojcik and the entire Park East Construction team for 32 years in business. We at Frank G. Relf Architect, P.C. have enjoyed our working relationship over the last 25 years on various projects. Park East Construction has always provided excellent services to our mutual clients throughout the entire process from pre-construction, construction documents review, bidding, construction and closeout. Projects are completed on or ahead of schedule and on budget too. From management level to field superintendents, Park East Construction provides a well, seasoned team of professionals on every project. I highly recommend James Wojcik and Park East Construction for work in Self Storage, Industrial/Warehouse, Fire/EMS, Hospitality and Multi-Family projects and refer them to our clients regularly. We look forward to building upon our long-term relationship into the future.

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However, James shares that Park East Construction remained as busy as ever by adapting to an ever-changing set of realities, and adopting policies to help protect its employees, customers, and trades. “For example, supply chain challenges meant having to rework schedules; school closures presented opportunities to continue and, in fact, accelerate work that is typically scheduled for the summer. Fortunately for all, new construction and empty buildings provide open spaces to provide safe conditions for continuous delivery,” he says.

Every project at Park East Construction is an opportunity to exceed customer expectations and lay the groundwork for winning the next project. According to James, the team is proud to have helped create places where people can live, work, and learn. “Village by the Bay, for example, was for a new out-of-the-ground 117,00-square-foot building with 115 units comprised of studios, one bedroom, and two-bedroom apartments. The common area amenities included a sitting area with

fireplace, fitness room, coffee bar, rooftop space, and onsite parking. The project was delivered in 13 months during the height of the pandemic and was awarded the 2021 Best Multi-Family Project for Suffolk County by the Long Island Business News.

“Then we did Amazon’s Food Warehouse, in Red Hook, Brooklyn, which occupied one city block. Built as a multi-use space, s construction was nearing completion, the developer concluded negotiations with Amazon to utilize the facility as a food warehouse. Amazon’s design specs resulted in significant additional work, tight timeframes, introduced Amazon standards, and included installing largescale refrigeration and freezer capacity.

“Finally, we undertook the Scarsdale Union Free School District. Located in Westchester County, and outside our regular Long Island-based school work, we managed a sixty-six-million-dollar program that improved numerous aspects across the district. The crowning achievement was a stunning thirty-five-million-dollar addition to an elementary school. The

With Pride Air Conditioning & Heating With Pride Air Conditioning & Heating provides routine maintenance and emergency repair services as well as new unit or new construction installations for all your residential and commercial air conditioning and heating needs. We take pride in our great work, which we believe is built not only through our expertise, but also upon transparency and a strong team.

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Park East Construction Corp

architectural components blend seamlessly with the existing building, including soaring windows, beautiful door arches, high ceilings, and extensive brick and stonework,” James elaborates.

On the people side of the business, the team’s dedication is crucial to the

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company’s success. “People are an essential aspect of successful project delivery. Their experiences, understandings, focus, and commitment ultimately carry the day. The processes and technology we provide help our people achieve their full potential, but it’s their hard work that reflects our

collective capability. We are family-oriented and take seriously that each person contributes to their family’s prosperity.

“Motivation comes from knowing that while many stand alone on a job site, they know an entire team is behind them, and we recognize the collaboration enables everyone to succeed, and know that the next project will have the same support.

We foster autonomy and challenge everyone to be as efficient as possible continually. Public confirmation of our commitment to people was acknowledged when we were named one of 30 recipients of the Best Places to Work award in 2020 from the Long Island Business News, in which winners are selected based on direct feedback from the employees,” James highlights.

Congruently, the company’s relationships with its suppliers is equally as important.

“We look at everyone as partners in delivery; every customer, architect, engineer, trade, and supplier must be pulling in the same direction. We know hundreds of companies over our three

decades in business, and that knowledge lends itself to relationships built on mutual trust and respect. When issues arise, we are tough to the extent needed to resolve the challenge for the good of the project and customer. We also pay our bills like clockwork. This approach helps everyone have a stable, predictable, and most importantly, successful relationship, so we can keep delivering again and again.”

Not only does the company prioritize its people, it is also passionate about raising awareness of greener strategies to ensure its buildings and homes maximize

on energy saving, bringing its customers closer to minimizing their carbon footprints.

“Our clients recognize the importance and value of being environmentally-friendly.

As a result, more and more projects utilize solar systems, invest in building management systems, or use geothermal exchangers for example. While managing the installation of these solutions, we also pay close attention to the environmental requirements of material export and import, which grow more stringent every year,” James says.

Now, as the company looks towards a bright future, there are several exciting

developments underway that its customers can look forward to, and James is equally as optimistic. “We have just launched a project first for us - building a new chocolate factory in Brooklyn, NY for Krasnyi Oktyabr, Inc, which a company that was founded in the late 1800s in Russia. Above that, we are looking forward to more multi-use projects that combine residential and commercial or build logistic centers that provide a hub for distribution.

“In the next five years, we will continue to focus on deepening the relationships with our customers and the architects that drive new projects, gaining the trust of our customers leads to new opportunities, and we are excited to pursue new horizons with them.

“While our roots are Long Island-based, we have completed projects in other states.

However, we are carefully exploring how we can bring our model to new locations, while ensuring the same high-quality level of delivery,” he says.

It is clear that Park East Construction is determined to focus on delivering value and timely projects for its clients, while providing an opportunity for its staff to strengthen their own potential. Through partnering with the multitude of providers that form its network, the business is set to continue to take an owner’s dream, and build it into reality.

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Deugen Development

Strong

foundations

Deugen Development www.deugen.com Services: General contractor

E

With a passion for the construction business, Deugen Development has spent the last 11 years refining its practices to become one of the leading contractors and developers in New Jersey

ric Gormeley is the fourth generation in a family of builders.

His father used to take him to construction sites frequently when he was a child. Together, the two of them started Deugen Development in 2011, with a focus on private work. “The first job we ever had as a company was an addition to a Toyota dealership to remodel their showroom, then we progressed to doing work for a pasta factory and from there, we

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undertook a project with UHAUL to build self-storage, and we’ve just continued to level up ever since,” says Eric. He speaks with Construction Today about the ways that the company has nurtured its success, and navigated the impact of Covid-19 on the construction industry.

Although the company is a little over a decade old, it has packed those years with a wide ranging list of projects, each of which have been built with exemplary skills and

expertise. “Because we’re more of a boutique firm and family-owned, we give all our customers the attention they deserve. They deal directly with the owner, rather than upper level management, which is probably what I would say separates us from our competition.”

The ability to sustain the Gormeley’s dedication and commitment to the construction industry is owed to their passion for witnessing tangible progress. “I just love

“Right now we have a mix of work that we are doing for clients, as well as doing our own developments. However, over the next few years, we are going to be working hard to take on our own contracts and move away from the dependency of customer projects”

being able to see developments being made every single day. We’re building spaces that people can thrive in and every time we go to the job site, we get to see progress being made.”

This level of commitment has driven the team to establish a couple of noteworthy projects, a few of which Eric is eager to share with us, beginning with the 1000 North Project; a vacant warehouse on North Avenue in Plainfield, NJ that will be replaced with a

new, five-story mixed-use building with 120 apartments around a central courtyard with tons of amenities.

The project sits west of the north-side parking lot for the Netherwood Train Station and will face Seidler Field. It is the first one proposed within a redevelopment area bounded by Leland Avenue, the Raritan Valley Line, Berckman Street and North Avenue. “We are the general contractors at 1000 North Avenue. The developer is Iron Ore Properties.

“This is an interesting project – it is an urban infill rehabilitation project. It is 100 percent lot coverage and it is also in a flood zone. Typically, you won’t be able to build in a flood zone and it required a large amount of water retention under the building that can get quite costly. We ended up building a flood chamber underneath the building in the parking area to accommodate the amount of water that needed to be stored on site.”

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Deugen Development How was this achieved? “By building the flood chamber in the parking area with precast concrete plank, which created the flood chamber. The cars can park on top and below that there’s a sizeable flood chamber between three and four feet, under all the parking. At the moment, work at 1000 North is still underway.”

Another project that Eric shares with us is a 50,000-square-foot industrial warehouse in East Rutherford. “It’s another infill, adaptive reuse development, that is taking an old chemical plant that needed to be cleaned and turning it into a best in class industrial warehouse.

“I haven’t actually undertaken any industrial warehousing projects before.

I was planning on purchasing the project to do smaller flex space, but after much deliberation we determined the highest and best use of the space would be to have one or two tenants on the property,” says Eric.

Although, project-wise, the company has had great success, the pandemic has taken its toll on the business’s operations, particularly concerning its supply chain network. “The impact from the last two years has made getting materials very difficult.

Some of the differences are that all of our contracts, for the most part, are typically lumpsum contracts and don’t have any room for cost escalations with materials. I would say any of the contracts that we’re writing right now, we have to negotiate with the owner a cost increase, simply because we don’t have the ability to absorb a 20-30 percent increase on the cost of material. To counter this problem, we’ve had to go out an secure as much material as we possibly can, as soon as we can.

“With most of the jobs there is going to be the typical lag time, but we’re literally trying to buy anything and everything we possibly can. For example, right now you can’t get any tapered insulation on roofing materials, so we’re trying to buy the roof, and store it because even though we’re not going to need that roof for another eight months, we don’t know by how much we will be slowed down on finishing a project if we ordered those materials in the usual time frame,” he says.

Fortunately, Deugen Development has done well to ensure its relationships with suppliers are in excellent working order.

This has been crucial in securing advanced lead time in material delivery and an added advantage has been its ability to sustain

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exemplary communication. “Sometimes we’re paying for material ahead of time; where we might have had different terms with suppliers previously, they want to be paid even before the material is delivered. The cash flow has definitely changed.”

Despite these adjustments, not much else has had to be modified at Deugen Development to cope with the pandemic. “Of course we did everything we could to keep the guys safe, but there wasn’t a drastic change, as most of the requirements were part of our regular routines already. Most of the time, construction workers wear masks anyway. We conducted our meetings outside on site, instead of having ten people in a trailer and above that, we’re a pretty technology driven company, so most of our stuff wasn’t hugely affected.”

On the note of being a technology-forward business, Eric shares Deugen Development’s best practices regarding its safety, paper trail and how the company will continue to utilize the latest software to maintain its overall integrity. “For the most part, all of our

subcontracts are drawn up through Procore, which allows us to minimize the amount of paper that moves back and forth.

“Even our security is all mobile technology.

One of the big concerns for this industry is fire and instead of having a fire watch, we have cameras on-site, that can detect any sudden change in temperature and will immediately alert the police, as well as everybody in the vicinity,” he shares.

Now, as we move away from the peak

of the pandemic, the company is looking forward to growing its own portfolio, and Eric shares how he is determined to see Deugen Development take on construction projects for itself. “Right now we have a mix of work that we are doing for clients, as well as doing our own developments. However, over the next few years, we are going to be working hard to take on our own contracts and move away from the dependency of customer projects,” he concludes.

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Bove Industries, Inc.

Weathering the storm

Bove Industries, Inc. www.boveindustries.com Services: Contracting firm

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D

espite the challenges of the pandemic, Bove Industries, Inc. (Bove) has grown continuously since its founding in 1984, with its most successful year happening in 2020. Now, the heavy-civil contracting firm boasts an encouraging backlog and an optimistic outlook that is helping it continue to excel. Ralph Lapadula Jr, the

Executive Vice President, accompanied

by Thomas Gliganic, the company’s Senior Project Manager, discuss how Bove has refined its best practices to support the construction industry.

Our conversation begins with Thomas’ thoughts on how the company is contributing to the development of the New York Metropolitan area, where the business

Best-in-class practices take years to refine, and Bove Industries is a company that has indeed taken great care over the past three decades to ensure its services to the construction industry are of the highest standards

is based, while remaining determined to overcome market turbulence. “The design build market is getting larger and larger, and we recognize how that method of project delivery is becoming more important. The NY metropolitan area provides a strong market for infrastructure related to the coastal environment and including recovering from Super Storm Sandy. Climate change is also

driving an increased demand for coastal resiliency projects. We are currently involved in a large coastal infrastructure protection project in Long Beach as we speak,” he says.

Expanding further on that, Thomas highlights additional contracts in which these beach replenishment and hardening projects are becoming paramount to the development of the communities and cities adjacent to

the shorelines. “Recent projects that were consistent with this type of work were our Ocean Parkway and Smith Point contracts that were completed within the last ten years. Our Ocean Parkway project was a $37 million job that we and our partners completed in four months and required us to move one million yards of sand that was dredged from a nearby inlets and stockpiled

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Bove Industries, Inc.

“Owing to the amount of work we have completed and the increased volume of work in the NYC Metropolitan area, we found it necessary to open up a regional office in New York City. So that our administrative staff and project teams could have modern work space in close proximity to the various project sites, we have just extended our Whitestone, NY office and we are moving to a new facility in College Point in April 2022”

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on shore for us to re-handle and create a natural barrier along the shoreline to prevent future erosion due to inclement weather. As recently as 15 years ago, there is no way we could have assumed that such projects would be possible, and yet today they are becoming a major source of revenue for us,” he notes.

Maintaining his thoughts on the company’s diversity into new sectors, Ralph continues to share with us; “Bove’s experience in highway and bridge rehabilitation work has enabled us to enter into emergency repair contracts with several State and City Municipalities. The nature of this work requires us to be able to respond quickly to a variety of repair work on these contracts; these services range from replacing damaged or deteriorated steel bridge members, to performing structural concrete repairs to existing roadways, bridges, and relieving platforms throughout NYC and Long Island.”

He goes on to say; “Another example – is population growth occurring in the suburbs.

The exodus from urban cities has surpassed the sanitary infrastructure that was in place

for many of the households and businesses, which were designed utilizing septic systems instead of sewage treatment systems. This has resulted in some environmental problems on Long Island, such as algae blooms and the nitrification of the water ways. Suffolk County recognized this, and they have set up a dedicated fund for upgrading the existing sanitary sewer systems throughout the county. This has resulted in the creation of a new sewer district in Suffolk County, and the ultimate award to us and our joint venture partner to construct a $56 million new Sewer Treatment plant and several Low-Pressure sewer main contracts.”

Bove continues to maintain its grass roots in the private work sector. The company is exploring potential opportunities associated with the planned expansion of New York’s JFK Airport. This 9.5 billion dollar ‘Mega Project’ is part of the Port Authority’s 2050 Plan which includes the reconstruction of Terminals 1 and 6 and the creation of a streamlined airport roadway network. This project is intended to reinvent JFK as a world class,

modern, and sustainable airport. Bove also continues to partner with private developers to meet their infrastructure needs.

Having been providing services in a number of sectors for over three decades, Bove has developed the expertise and skillset to provide quality work to many different markets. “If the bridge market is active or the highway and/or utility markets become more attractive, we can pivot and become very competitive in this ever changing industry.

That is due to the diversity of our firm.” Ralph shares with us.

Working in a radius of 60 miles of its main office requires a dedicated and talented management team. According to Ralph, the culture at Bove has changed tremendously in an effort to adapt to the impact of Covid-19. “During 2020, we went into lockdown, and yet we were very successful in the fact that we were able to transition much of our project teams to work remotely.

Our entire estimating department and project management team while working remotely, were able to maintain or even exceed the ability to manage their projects

and provide detailed estimates to our clients.

Again, if this had happened a couple of years ago, there would be no way we would have had the means to support this level of transition.”

Fortunately, when many markets were forced to shut down as a result of the pandemic, Bove’s line of work in regional critical infrastructure was considered essential, and remained up and running, in spite of industry obstacles. “We were expected to continue working, which meant that the office had to stay open. However, one challenge we faced was the scarcity of personal hygiene protection at that time.

We couldn’t get PPE, sanitizer, or even toilet paper, but I am pleased to share that our

people were extremely resourceful. We set up hand washing stations at our job sites with hot and cold running water, which is not always possible. So, the big take away for me was that our people were incredibly innovative, and that is one of the things that got us through the pandemic,” Thomas expresses.

Now, with the height of the pandemic behind us, Thomas and Ralph share details of recent in-house additions that have helped to capitalize on the company’s efficiency, as well as exciting new developments in the pipeline.

“Owing to the amount of work we have completed and the increased volume of work in the NYC Metropolitan area, we found it necessary to open up a regional office in New

Bohemia Garden Center All of us at Bohemia Gardens congratulate Bove Industries on this well-deserved recognition. This is a family generational company that is highly professional and skilled at the work they do, but this is also a company who believes in giving back to communities as well. We thank Bove Industries for giving us the opportunity to complete the landscape portion of the projects they are awarded, that enhance, beautify and revitalize the communities we all live and work in. We wish them continued success, and many more exciting projects in the future.

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Bove Industries, Inc.

York City. So that our administrative staff and project teams could have modern work space in close proximity to the various project sites, we have just extended our Whitestone, NY office and we are moving to a new facility in College Point in April 2022. This office is twice the size of the Whitestone office. As far as field of expertise is concerned, we have been in the bridge construction and rehab sector for about eight years. I believe this will be an area that we can continue to be successful in due to the recent passage of the federal Infrastructure bill,” Ralph explains.

“The focus in 2022 is to manage the work we have on our books currently. We are starting about seven new jobs at once in 2022. That being the case, our focus for the first six months is to hone in on successful completion strategies while simultaneously continuing to bid on new work. This is important because the timeline from when you bid a job to when its awarded and you physically put a shovel in the ground can take up to 12 months; hence the reason we are already looking towards 2023,” he adds.

“In order to maintain our current level of sales revenue, we have to keep bidding – the work never ends, which is why we have to ensure that we are ahead of our competition in terms of scoping out projects.

Thomas is forecasting the next 12 months, while our operations side is focusing on the

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present. And by bringing those two segments together, that is how I believe we will remain successful well into the future. We are continuously keeping the wheels turning and looking to the future for ways to keep Bove a successful contractor,” explains Ralph.

In conclusion, Ralph and Thomas express that the legacy Bove wants to instill into the construction industry is one of high-quality work, as the business continues to grow and thrive. “We want to maintain the excellent standard of work that we have been doing for the last 37 years, and grow the company in a steady and controlled fashion.

If we can maintain a five-to-ten percent growth rate each year, then I truly believe that Bove Industries will remain one of the leading businesses in the construction sector,” Ralph concludes.

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Group PMX

Shared success

Above: Penn Station East End Gateway LIRR Concourse Photo Credit: Trent Reeves, MTA Construction & Development Owner: MTA Con4struction & Development • Builder: Skanska • Designer: AECOM Program Manager: WSP USA; Subconsultant Providing Program Management Services: Group PMX

Group PMX www.grouppmx.com Services: Project, Program, Construction management, consultancy, and leadership services

I

One of North America’s leading providers of management, consultancy, and leadership services to the built environment, Group PMX plays a key role in delivering some of New York City’s most prestigious projects

t is 12 years now since Farid Cardozo and Michael Giaramita co-founded Group PMX. Backed by a vast pool of combined industry expertise, the pair launched the business intending to establish it as a force in the project, program, and construction management arena, as well as a consulting services provider to clients across a variety of market sectors.

Farid and Michael laid the groundwork for what they hoped would be a proactive,

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client-driven organization and a valuable partner in the delivery of quality construction.

The company’s focus on partnerships is one of many long-standing success factors that endures today.

“Group PMX is a company with a reputation for collaboration, partnerships, and delivering excellent services,” Michael declares. “We are not all that interested in being competitive, but in being a valuable partner of the highest integrity. As a certified MBE, we have the

added value of contributing to the diversity of our industry and on projects.

“A lot of our business comes through partnering with other consultants and contractors in the industry because they see the stature of the people working with us, which is the biggest compliment. People come to Group PMX and ask to work with us because they like our people, they like our culture, and they like what we do.”

As a virtual business, Group PMX places

Above: Delta Air Lines Airfield Reconfiguration at LaGuardia Airport Image Credit: Delta Air Lines, Inc. • Owner: Delta Air Lines • Jurisdiction: PANYNJ Construction Management: Group PMX; STV/S&P, JV; AECOM; Turner Construction; Sayar Group; Regional Alliance Design: Burns & McDonnell; Corgan; Arup; Gensler; Simpson Gumpertz & Heger; YU Associates; Lerch Bates

more emphasis on culture than most of its peers. More specifically, when talking to employees about the nature of the firm’s culture, one word comes up more often than any other – transparency.

“Whenever someone asks, ‘What are the secrets behind Group PMX’s company culture?’, I always think ‘secrets’ is quite an ironic word to use because the biggest strength of this business is its embrace of transparency,” explains Anthony Manganiello, the company’s Director of Aviation. “We provide transparent information to help our clients with decisionmaking, offer regular project updates and open lines of communication for staff and partners, and possess a remarkable ability to promote and create innovative ways for collaboration across all facets of a project.

“We are a virtual business and have been since our founding. There is no home office where people can gather, so culture is everything. We tried to define it recently and settled on the mantra ‘One Team. Shared Success’. Wherever we go, whoever we work with, we are one team that celebrates collaborative successes.”

The virtual nature of Group PMX and its familiarity with remote work have been highly

beneficial to the organization during the Covid-19 pandemic. While many businesses were forced to completely overhaul their ways of working, Group PMX continued in a manner much more reminiscent of ‘business as usual’.

“As a virtual company, we had all the necessary systems in place at Group PMX before Covid-19 forced people to start working remotely,” reveals Associate Director of Business Consulting Adis Sehic. “That was a huge advantage to us during a challenging time and enabled us to carry on working on some huge projects in the city.”

One of the projects Adis refers to is the Borough-Based Jails Program, a multi-billiondollar effort to overhaul New York City’s aging, ailing jail system. The ground-breaking initiative, the City of New York’s first-ever design-build program, is being managed by the NYC Department of Design and Construction (DDC), with the joint venture of AECOM and Hill International serving as Program Manager.

Group PMX is working as part of the AECOMHill program management team to support the closure of the Rikers Island jail complex and replace it with four newly developed facilities in the four boroughs.

“Each new detention facility will be smaller

and state-of-the-art, offering people in custody more chances for educational, health, and therapeutic programming,” Adis states.

“And one key thing about this program is that the new sites are located in communities, right next to the courts, which will enable a much faster process when it comes to detainees going in front of a judge.

“The community connection is really unique. It will make the jails more accessible to visiting family members and ensure that detainees feel more connected to surrounding neighborhoods. These are not going to be unapproachable barbed-wire facilities. Local community members will even be able to take classes and programs at these new sites.” (Each facility will have allocated community space.)

Using the latest technologies, including information modeling and risk analysis, Adis and his team are set to play a vital role in the efficient delivery of a transformative project.

“Our role at PMX during this project will be to support various aspects of project controls, including the development of a project dashboard, so that the client can easily access the latest project information,” Adis reports.

“These are the types of projects I love being a part of,” he adds. “Once these facilities are constructed, they will be here for years and years to come. Working on them makes us a part of history!”

A highly versatile organization capable of taking on projects across a broad range of

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Group PMX

Right: NYC Health + Hospitals/South Brooklyn Health, Ruth Bader Ginsburg Hospital Rendering Credit: NBBJ Owner: NYC Health + Hospitals Managing Agency: NYC Economic Development Corporation Program Manager: STV Construction, Inc. & Group PMX Construction Manager: Turner | McKissack, A JV Lead Architect: NBBJ Architecture MEP Engineer: BR+A Engineers Structural Engineer: LERA

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“Recently, we established a Board of Advisors, optimized our processes, and implemented a new HR system, which is focused on training and promoting our staff to improve their skills. We’ve got a lot of great initiatives and opportunities in front of us” sectors, Group PMX is also working on a major healthcare development. Director of Life Sciences & Healthcare Michael Kimura explains more: “We are currently working as a subconsultant to STV, providing program management services for New York City Economic Development Corporation, as well as New York City Health and Hospitals,” Michael says. “The City received a $1.7 billion FEMA grant to restore four of their facilities - one of which is NYC Health + Hospitals/ South Brooklyn Health, Ruth Bader Ginsburg Hospital, a site set to welcome a new elevenstory, 350,000-square-foot inpatient tower.

“Group PMX provides a wide array of services for this project, including help with budgeting, scheduling, general oversight, monitoring, and risk reporting. We are already deep into construction and are slated to open the extension next year. Upon completion, demolition of an existing building, and final site work, which will take us into 2023, we are looking at a year for the new building and then two years for the full campus completion.”

While Michael and his team plan to expand the firm’s strong presence in the healthcare and life sciences market, two of Group PMX’s largest ongoing projects as of December 2021 can be found in the transportation sector. Anthony Manganiello, for instance, is hard at work on the Delta Air Lines Airfield Reconfiguration Project at LaGuardia Airport.

“Here in New York, there is currently a big push on airport construction,” Anthony reveals. “Group PMX is playing a leading role in the phased construction of the new Terminal C at LaGuardia Airport for Delta, providing construction and project management services alongside STV, Turner Construction and other construction management partners. Having broken ground in 2017, the $4 billion project is set for completion at the end of 2024.

“The key nuance to the Delta/LaGuardia

project,” he continues, “is that we are constructing a brand-new terminal while the airport’s two existing terminals remain fully operational on the same footprint. There is no staging area - every square foot occupied during construction eventually becomes a permanent element of the campus.”

Benefitting from detailed planning and regular communication among the project team, Delta has already opened the first of the site’s concourses, as well as a new roadway network. The airline is on track to launch the second concourse and main check-in area in 2022, giving visitors the chance to enjoy a revitalized, 21st-century airport.

Certain to have a lasting impact, the Delta/LaGuardia project has already led to opportunities for Group PMX at other New York airports, including JFK. “The adoption of new technology will, no doubt, be a hallmark of these aviation projects,” Anthony adds. “At Group PMX, we are experienced and nimble enough to support rapid, well-informed deployments of innovative technology in the construction space, specifically for aviation. All of our staff are challenged to be innovative and to optimize, wherever possible, any processes that deliver the end product more successfully for our clients.”

An organization responsible for transforming New York for a decade now, Group PMX’s growing portfolio also includes a project at one of the Big Apple’s most famous landmarks and most utilized transport hubs – Penn Station.

Heading up the Group PMX team working on the Penn Station East End Gateway LIRR Concourse Project is Simon James, the firm’s Project Controls Manager.

“Penn Station is a massive transportation hub with a huge passenger flow, but like a lot of New York facilities, it has very small, narrow spaces and low ceilings that create an almost claustrophobic feeling for guests,” Simon remarks. “MTA Construction and Development came up with a plan to turn this around and provide better access and circulation into Penn, so that’s where we got involved as part of the project management team led by WSP USA. “Phase One of the development involved opening up the entrance on 33rd Street leading into 7th Avenue, putting in a new entrance, with three new escalators, a stairway, and a big glass swooped architectural canopy, which allows for a lot of air and light. That section opened to the public in December 2020.

“Phase Two started in January of 2021 and should be completed by March 2023. It involves widening the 33rd Street Concourse, taking it from 30-feet to 57-feet in width.

We have also relocated the street utilities, which allowed the concourse ceiling height to be increased to 18 feet across the entire concourse, and added modern finishes like white sintered stone soffits, luminous ceiling panels, a platform viewing window, and intuitive wayfinding signage.

“Along with the rebuilding of four elevators, and installation of a new elevator, expanding ADA access, this section of the station now benefits from three fresh air intakes, providing the site with the best airflow it has had since the 1960s. All in all, it makes for a much more welcoming, inviting station with better access to platforms, passenger circulation, and egress.”

Having deftly negotiated the challenges of the Covid-19 pandemic throughout the life of the Penn Station project and supported efforts to keep the railways running and passengers safe, Group PMX looks forward to the majority of Phase Two coming to fruition and opening to the public by March 2023. Revitalized, the newly transformed station is a crowning achievement for Farid and Michael’s young business and serves as an illustration of

what Group PMX can achieve in the future.

“We are committed to this industry and our business,” Farid asserts. “Recently, we established a Board of Advisors, optimized our processes, and implemented a new HR system, which is focused on training and promoting our staff to improve their skills. We’ve got a lot of great initiatives and opportunities in front of us.

“The primary thing for us now is geographical expansion, and we are focusing on five areas in that respect - the East Coast, the Northeast, the Mid-Atlantic, the Southeast, Saudi Arabia, and Europe,” he says in summary.

“Most importantly though, I think we’re making all the right moves to grow the business in a way that is sustainable and manageable, including through the recent launch of an ESG initiative that will support those goals.

We don’t have a lot of the pressures other businesses have, which helps. Do we have anyone to report to? Not really. We get to decide and act upon what we think is right for the business. We plan, we move purposefully, and it usually pays off with positive results.”

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Richter + Ratner

Pre-Construction: A Lost Art Richter + Ratner www.richterratner.com Services: Construction Managers

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Not only does building company Richter + Ratner take pride in its role as a pioneer within the complexities of the building sector, but it is equally committed to ensuring excellence, efficiency and preservation of design for the building community. Its approach not only has a direct effect on its productivity and profitability; over time it has developed a system that permeates the process, from inception to completion, by instituting within the process a program called T.E.A.R. (Technical Evaluation Analysis and Recommendation). This is the ultimate designation of each professionals’ responsibilities in order to form the most efficient integration of a builder’s expertise into a streamlined approach. Using this method, they contribute to an efficient and effective process, which has been proven to lead project after project through a cohesive model, preserving design as the primary driving factor, coinciding with a cost-effective contribution of each party’s talents and professional obligation

S

ince 1912, Richter and Ratner has refined itself to become a trusted and expert builder. Construction Today speaks with Marc Heiman, the company’s CEO and President, to learn more about how the construction manager thrives on a steadfast commitment to building quality projects and customer satisfaction, and continues to push boundaries across the construction industry.

Owing to its extensive history, Richter + Ratner is well-versed in bringing together bespoke and complex projects. Marc, who joined the New York-based business in 2006, shares recent company developments that have helped Richter + Ratner stand apart from the competition and pays particular attention to the T.E.A.R. Review Process currently sweeping through the market. “Our approach has been to move away from doing

national work, or any projects that we don’t have a good handle on the subcontractor base, especially given the market conditions.

We have focused on more of the projects that we are able to get involved with during pre-construction. T.E.A.R. has been specifically developed to form a unique collaboration with the design team in order to have the whole pre-construction process be more fluid and efficient, utilizing processes and techniques that make drawings more effective and reduces change orders. Whether these jobs are for schools, museums, cultural or institutional buildings; we have found ourselves a niche without bidding for any work, of course until Covid-19 hit, and we are able to command very respectable fees on our projects.

This also seemed to be a route that none of our competitors were looking into, the

challenging and tough projects, which played to our advantage,” he says.

He comments that the company is diligent when it comes to the pre-construction phase. By addressing all facets of the project in the planning process, Richter + Ratner is able to preserve design intent, and ensure that work can be executed within established parameters. “Preconstruction is where the company anticipates challenges, and identifies options for meeting cost, quality, and scheduling objectives, which allows for exemplary execution in the field.

“This is well suited to us because we want to get through projects with the highest involvement as a team to help develop the means and methods, and get the work done as efficiently as possible in order to reduce change orders. We are the only company that we know of that does not put a fee on

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Richter + Ratner

change orders. Right now, owners are more apt to push the architects as hard as they can to finish the work, basically in a vacuum and without the collaboration with the builder, and then bid it lump sum. However, this means that crucial details may be missed, which leads to other contractors viewing that as a great opportunity to make up money on change orders.”

As a solution to this problem, Richter + Ratner specializes in an innovative process that is both time and cost efficient. A critical tool that is used during the early stages of construction is what the company refers to as the T.E.A.R. Review, which examines the project’s issues in depth, and is pivotal to managing expectations, and making informed decisions.

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Below: Some of Richter + Ratner’s completed projects

T.E.A.R., or Technical Evaluation Analysis Recommendation, is a process that is utilized from the inception of design, through to construction documents, and integrates the principles of the Ancient Greek ‘Master Builder’ or ‘arkhitekton.’ Its purpose is to encourage collaboration, mainly through the pre-construction phase, in order to integrate critical procedures into the design phase, and reduce change orders to make the work flow more efficiently. This can be constructability, means and methods, design assist/review, and so many other techniques.

According to Marc, T.E.A.R. is designed to bring the customer effective solutions at a quicker rate. “In the early days, only one person was depended on for the entire project, so we didn’t have all these different

entities that are usually involved in the process now. This ‘Ancient Master Builder’ of over 5000 years ago did it all; the surveying, the cost, the means and methods, the design, engineering, and the management.

Then towards the 1900s, practices began to diversify, which meant that builders were more defined as those having the ability to construct, but not design, and the architects had the ability to design, but not construct.

It was the beginning of the bifurcation of the industry. Throughout the 20th century, and even now, different types of approaches, whether through design build, integrated project delivery and other delivery methods, have attempted to integrate the builder and the architect/design team, in the design process where the builder MUST

Below: Peninsula project underway

give their input on means and methods and constructability, as they are logically and typically legally bound to, rather than relying on this lump sum bidding. The lump sum bidding typically has minimal, or no, checks and balances on budget which leads to being over budget and inherent delays. We need to use the T.E.A.R. program to preserve the beauty of their design,” he says.

Richter + Ratner draws on every insight from the preconstruction phase to coordinate the different elements essential for thorough execution. Ensuring, to the best of its ability, that each piece fits and functions as intended in the final product, is instrumental to upholding quality standards. As important, throughout the design process, is meeting project goals cost-effectively within design limitations. “People have moved away from true value engineering. It has become too easy to just ‘delete’ scope to reduce price.

This is why we are integrating what we’re doing with the team because so much of it is critical to integrate the professionalism

Luxury Lighting Luxury Lighting has partnered with Richter + Ratner for many years creating high-end lighting for luxury spaces including rooftop lounges, museums, and galleries. Each project requiring careful coordination between field teams and technical lighting experts.

Open communication between the Project Managers has enabled projects to go smoothly, and in a timely fashion. Luxury Lighting provides outstanding customer service utilizing our dedicated PM’s who track and deliver at every phase of construction. With our newly finished showroom, featuring dedicated designer stations, or our commercial offices - come in and meet with our staff to get started on any size project today!

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Richter + Ratner

Above: Bow Tie Building construction. One of many R+R internal ideas presented to the design team to achieve the intended structural objective for the most value

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of the builder with the imagination of the designers,” Marc explains. “Our multi-faceted approach to planning and scheduling allows greater control and fluidity, and our result is an enviable record of completing projects on or ahead of schedule.”

Bringing these applications together, and with the help of the T.E.A.R. Review, Richter + Ratner has been able to curate a catalog of projects that showcases some of its inherent quality of work. These include the Octagon and Peninsula schemes.

“Another example that I’d like to highlight is one that I feel truly demonstrates how well we work with our clients. Having built the original Toys R Us store in Times Square years prior at an enormously rapid pace, it was gratifying to hear many years later from the same building owner, The Bow Tie Building Partners, who called to discuss a major conversion to convert it into locations for multiple retailers in what is now known as the Bow Tie Building. It was a huge structural job, in terms of demolitions, excavation, shoring and structure, and there was no way to price something like that given all of the unknown conditions, phasing requirements, and on-going commitments that the owner was making to future retail occupancy. The owner understood that to price it lump sum was not feasible given the time constraints and unknowns. This project involved many of T.E.A.R.’s aspects, especially studies of means and methods, value engineering, constructability, phasing, logistical studies and most importantly, the tone the owner set for this major collaboration, with full transparency and accountability.”

Providing additional context on the aforementioned project is Jeremy D. Billig, President of McLaren Engineering Group, which led the engineering aspect of it.

“Challenging renovation projects require a constant revisitation of the balance between constructability, cost, and time. On the BowTie Building, the project team effectively kept an open-mind to what may, at face-value, have seemed to be an atypical solution; yet when factoring in all criteria, produced the best end result for our client.”

Marc then continues to share some tips on how to best manage construction procedures. “I believe in monitoring these big projects under one master plan. This is where the T.E.A.R. Review becomes really handy.

If someone is not integrating the process throughout the overall schedule from the beginning right through to the end, energy is inevitably wasted in spending additional

time on things like RFIs and VE, sometimes even pushing trades out of their lead time or even more costly, critical trades slipping into the winter months. This is why managing a schedule from day one with the architects – the drawings, the deliverables, etcetera in order for everybody to be able to follow it – is a must.

“We met each deadline in an expedited manner to allow the building owner to maintain their commitments to their new tenants,” he continues. “That was a few years ago and we are still working in the building to deliver different owner requests, because we have built a relationship of trust, honesty, and perseverance. That is the best indication of success; repeat business.”

Despite the challenges the company has faced, Marc is optimistic as he shares his outlook for the next few years, which also includes overcoming the impact of Covid-19 on the construction industry. “While the residential markets are busy and the builders appear to be earning profits, the commercial side is still trying to find its feet. All the big players are trying to build up a backlog, because they have these massive overheads to manage, and as a result, they are taking on projects at drastically reduced fees, and they are making it up downstream by taking it out of the subcontractors. They are the ones who seem to be facing the worst of it and I am concerned about how that is going to affect all of us in the coming months and into next year, given their financial stability.

“Apart from that, we are trying to diversify into other sectors at the moment and take advantage of other markets. We will not take jobs at a loss. Conversely, we are dabbling in market sectors that we normally wouldn’t, but where owners believe that you still have a right to make a fair profit. I would rather be strategic about how we overcome this because we have a healthy backlog, however, projects are still on hold, stopped for financial reasons, or have a decent amount of preconstruction required before we get building.

You need to build, in order to bill. Having said that, we are picking up different work than we would normally pick up, so I am hopeful that this will also have a positive impact on ironing out these challenges,” he says. The achievements that his business has acquired so far are – according to Marc – rooted in its professionalism and integrity, solid internal systems, devoted personnel, respect for the trades and vendors, and strong relationships with its clientele; a combination that is sure to see its success continue for years to come.

Above: Bow Tie Building construction

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Capodagli Property Company

Where others fear

to tread

Capodagli Property Company www.capodagli.com Services: Real-estate development and property management

With more than 50 years of experience, Capodagli Property Company continues to shake up the real estate sector with its series of high-quality, affordable property developments

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C

apodagli Property Company is a firm with a mission. Founded in 1970, the full-service real estate development, construction, and property management company has made a name for itself as a specialist in the creation of multi-family and mixed-use real estate projects. Defined by its ability ‘to envision thriving communities on barren parcels’, today Capodagli plays a major role in the

redevelopment of cities throughout the State of New Jersey and surrounding locations.

In 2020, Capodagli celebrated 50 years since its founding. It’s a milestone that’s provided George Capodagli, the company’s President and Founder, with an opportunity to reflect on the company’s growth and evolution throughout that time. “We’ve been blessed,” he admits. “We’ve gone through the best of times and the worst of times.

Although the company has grown steadily, it has accomplished more now than ever. It goes to show that if you plant the first seeds, however many years down the line, the fruits of your labor will eventually begin to show.”

Capodagli’s success rides upon its commitment to honesty and integrity across its developments. “Our premise is: give us an opportunity to serve, and we’ll show you what we can do,” George says. “We

don’t take a job on the basis of ‘How can we work this? How can we get more?’ We don’t come back to the client with extras, and we’ve never gone looking to the bank for additional support.”

In early 2021 Meridia Living, the property management side of the company began its third-party property management services for a number of external developers. “We’re not just managing the assets we own, but

we’re working with investors to manage their multifamily and commercial properties as well,” explains Florencia Mansilla, Capodagli Marketing Director. “We manage a various number of properties in the Northeast area.”

Operating via its Meridia Living subsidiary, Capodagli recently finalized the construction of luxury apartments in Rahway, New Jersey, known as Meridia Brownstones. “Meridia

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Capodagli Property Company “We’re like the Statue of Liberty. Give us your tired, your weak, your huddled masses. Having grown up in the inner city, I’m very familiar with underserved people. I know what it’s like, and it doesn’t frighten me.

My own intention is to keep showing up every day, to keep doing what I do, and to do it as best I can”

Brownstones is one of our first residences to include an indoor-outdoor saltwater pool among its amenities,” Florencia notes. “It also has a golf simulator room, game room, social room, and a variety of other amenities that help deliver a sense of community that fits neatly with the theme and goal behind Capodagli’s broader developments.”

In order to meet its own high standards with regards to quality and efficiency, recent years have seen Capodagli move an increasing number of its services in-house.

“We’ve assumed responsibility for tasks including site excavation and clean-up,”

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George explains. “Although we’ve previously hired some good people to do those tasks, we find that they generally don’t share our sense of urgency. Instead, we’re relying upon our own employees, training and promoting them from within, and thereby ensuring that we have complete quality control over our projects.”

The importance of quality speaks for itself, but its pursuit is of particular relevance to Capodagli’s unique business model. “It’s essential for us that our properties are built to the very highest standards of integrity.

Likewise, it follows that we place a heavy

emphasis on quality monitoring, with the correct programs and people in place to realize our expectations.”

This mention of ‘people’ is a pertinent one. Within an unforgiving industry, driven by ever-increasing profit margins, Capodagli is keen to stress that its own priority rests firmly with its staff, whose contributions continue to drive the company’s success.

“There’s something lacking in this world right now,” George insists. “For many of us, it can feel as though there’s no sense of future.

In the major industries, companies can fire thousands of employees in a single stroke.

Our people, I believe, don’t have that feeling.

Of those with us today, many have been part of the company for a number of years. They see that they’re part of something they can grow with, to which they can contribute, and it’s that sense of belonging that’s really stimulated the expansion of our company over the last few years. We’ve hired a lot of new people across all our divisions, and we’re continuing to attract great talent.”

For Capodagli’s staff, an added benefit is the comfort that comes with knowing that their efforts are directed towards a worthy cause. “They’re part of something far more substantial than making money,” George goes on. “If we sold our pipeline, our products, we could put a tremendous amount of money into the company’s hands. But that’s not what we’re dedicated to — instead, we’re committed to building a company that serves people in our communities, in our buildings, and within Capodagli itself.”

Remarkably, the company’s recent success has come despite the chaos and disruption that followed the arrival of Covid-19. “Across our complete portfolio of buildings in the year 2021, over 97 percent of our units were rented,” George says.

“But more importantly, collections were 98.6 percent. Those figures go to show that demand for our products remains high.

We’re offering people the chance to get brand-new, prime-location apartments.”

With its sights now firmly set on making the next 50 years a success, Capodagli hopes to remain true to the principles that have guided it thus far. “We’re like the Statue of Liberty,” George concludes. “Give us your tired, your weak, your huddled masses. Having grown up in the inner city, I’m very familiar with underserved people.

I know what it’s like, and it doesn’t frighten me. My own intention is to keep showing up every day, to keep doing what I do, and to do it as best I can. My family, my wife, and I are dedicated to growing our brand and our people, and we reinvest everything

Above: George Capodagli (left) with Dr. Ben Carson (right), former Secretary of Housing and Urban Development we have back into the company. Within New Jersey, we’re pretty well-recognized; I believe wholeheartedly that if we can keep getting the message out, soon we’ll

begin venturing into new towns, and to other states, where we can start to help an even greater number of overlooked communities.”

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OC Construction Management

OC Construction Management https://oc-cm.com/ Services: General contractor

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O

C Construction Management (OC Construction) was founded with the intention of building better. The company boasts an exceptional range of diversity, owing to the extensive history of its management team.

“I myself am a registered architect,” begins

Jonathan Ninnis, the company’s Principal and CEO. “I also worked on the development side for a number of years, while my partner and our Director of Construction, James Robinson started in civil engineering, before turning to construction, and our third partner, our COO, Michael Sci comes

Diligently diversifying Anchored by the fundamentals of construction, OC Construction Management embraces diverse concepts and intelligent collaborations to lead the building sector with its in-house industry expertise

from corporate real estate. So, we really do understand everything that takes place throughout a construction project. We’re not pretending to be developers, but we do understand the intricate details of the process, which makes us far more able to align with the interests of the owner.”

As Jonathan has progressed in his career, he has taken notice of how the construction industry has struggled with modernization, despite the forward movement of other sectors. In response, he is determined to bring about positive and impactful change. “It’s probably one

of the very few areas that has remained unchanged for decades. When we started, we felt the urgency to build better, and aside from an advancement in technology and techniques, we wanted to focus on the people managing our processes,” he shares.

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OC Construction Management

“Culture, in particular, in our opinion has not been an area of significant investment in the building industry, and this is where OC Construction is determined to stand out.

We’re a people business that is heavily dedicated to revolving our operations around the skills and talent of those who work with us. To reinforce this, we have a full-time cultural architect and leadership coach, Tim Dobbins, who works almost exclusively with our firm, and we work consistently with him, on a weekly basis, both at the partner level and throughout our entire team.

“My partners and I all come from large company and large project backgrounds, so when we set out to establish this business, we wanted to start strong out the gates, and springboard ourselves to a sizable company in the most responsible way possible. We began with internal operations by deploying the best technology and hiring the best people to create a more scalable structure, and continued to grow from there,” Jonathan explains.

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This calculated approach has allowed OC Construction to achieve what others could not. Rather than directing its attention on increasing its size first, OC Construction was determined to have a united and wellcoordinated core from the get-go. “From processes, to putting together playbooks, to hiring the right people, and arranging the necessary departments; that was how we prepared ourselves for future growth.

It allowed us to scale up in 2018 and 2019, when the market was expanding. Then we scaled back down slightly as we’ve dealt with Covid-19, and now we’re back to scaling up again.”

Jonathan acknowledges that outside investors also originally played an instrumental role in getting the company started. “It takes a sizable amount of capital to get a major construction company off the ground, especially in New York, and so we were very fortunate to have had early investors who had a lot of faith in us. Not only did they invest dollars, but they gave

us their resources and experience, in addition to projects, that a company of our age could typically never dream of. So, when you combine the previous experience of our partners, with that level of investment and those early projects, we were able to put together a resume that levelled us up for more projects, larger projects and institutional clients.”

Diving deeper into the topic of OC Construction’s project experience, the CEO shares with us two in particular that demonstrate his company’s best practices.

“Our largest project to date was the 440,000-square-foot tenant interiors contract at 390 Madison Avenue,” he says.

This project involved the relocation of 16 floors of front office private banking and leadership space for one of the largest banks in the world. Notable design features included 13 floors of work place, a two floor conference and amenity center including a full kitchen to support client functions, two enhanced café stations, a functioning terrace, as well

“Over the last two years, we have opened offices in Newark, New Jersey, and Stamford, Connecticut. To support our move towards diversification, we are pushing into retail, industrial, and multi-family residential work in those geographies in addition to our historic strengths in the commercial office market. I believe if we continue with this strategy, the next five years or so will be incredibly prosperous for us”

as various collaboration spaces and a broadcast studio.

Another project that Jonathan is keen to discuss is 368 9th Avenue. “The site was originally built in 1930 by Sears Roebuck & Company as a combined warehouse and office building. In late 2014, the property was then acquired by Nuveen Real Estate, the

proximity to Penn Station, Hudson Yards and the Chelsea neighborhoods. We were honored to lay the foundations for WeWork’s new 236,000-square-foot location at the building, which was actually the largest co-working transaction completed in New York City in 2018.

“We renovated and revamped the building’s

current landlord, from the Feil Organization and Savanna. It sits on the southeast corner of 9th Avenue and 31st Street, and is in close

lobby, ground floor, and elevators as well as completed upgrades to the building’s façade, and created a brand new 2000-square-foot

rooftop amenity space that overlooks the New York City skyline. The entire project was completed in the third quarter of 2019,” he says, adding that working with older building structures falls under the umbrella of the company’s strengths.

Of course, completing projects of this magnitude proved to be trickier during the pandemic. However, OC Construction worked studiously to ensure that, as a young company, it would outlast market instability, even if the strategy required inhouse adjustments. “The reality of Covid-19 changed our thinking overnight. It’s not an uncommon occurrence for the direction of a young company to be influenced by external forces – the 2008 recession is a great example of this. So, in the case of Covid-19, our response was to diversify. This was due to how the commercial office sector contracted rather substantially, which forced us to open our eyes, and diversify by expanding our geography and our project type.

“One area that we refused to change was our focus on culture and the development

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OC Construction Management

of our team. In fact, when we were looking at overhead costs and how we could save dollars, we actually decided to invest more

in these efforts. We needed to keep the team together and keep moving forward.

It was definitely worth it. I don’t deny we

faced our challenges, and navigating that first year was incredibly difficult, but we were really able to keep the team together, and the company moving forward.”

On the topic of the future, 2022 is looking to be a promising year for the business, and going forward, Jonathan is excited to see the completion of several projects in the pipeline. “We’ve been doing preconstruction on 23 Wall Street for the better part of two years; understandably so, as it has been a difficult market for redevelopment. So, we’ve been working alongside our clients there, and now finally it looks like that project is going to move forward. It’s the original office building of JP Morgan down on Wall Street and Broad, and it fits perfectly in our wheelhouse of historic building redevelopment.

“Similarly, there’s another project underway at 14 Vesey Street. Fortunately, it looks like that project is going to be moving forward this year as well. These are substantial contracts, and they’re phenomenal buildings, so we’re really looking forward to getting moving on them as soon as possible,” he informs us.

“In this industry, we do believe that scale is meaningful, from the perspective of cost control, maximizing efficiencies and buying power. So, the goal for us is to keep growing, while balancing our commitment to our clients.”

OC Construction would also like to continue its expansion throughout the Tri-State area. “Over the last two years, we have opened offices in Newark, New Jersey,

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and Stamford, Connecticut. To support our move towards diversification, we are pushing into retail, industrial, and multifamily residential work in those geographies in addition to our historic strengths in the commercial office market. I believe if we continue with this strategy, the next five years or so will be incredibly prosperous for us,” Jonathan says.

Our conversation ends on a note of gratitude as Jonathan pays homage to the clients with whom the company works, and he looks forward to the many more projects ahead. “Who we’re working for is indicative of how we operate. The majority of our clients are institutional, class-A owners and landlords. Whether its Trinity Church, Beacon Capital, Boston Properties, Related or Nuveen, and many others, we are incredibly privileged to be working with them. I’m especially grateful for the fact that the vast majority of these clients are repeat clients, and I think that speaks to how we perform and how we operate,” he concludes.

Streamstown Construction Streamstown Construction specialize in commercial, industrial and upscale retail projects, many of which have received custom made bespoke ceilings. Each project is self-performed by our skilled tradesmen, completed with the highest standards. We aim to be our clients first choice for construction partnership as we have proven to deliver on each promise that we have made. This leads to building strong long-term relationships with our clients. We take pride in maintaining strong quality control, achieved by ensuring any issues that arise are dealt with quickly and efficiently.

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Ohio Power Tool

Powerful

growth

Family-owned Ohio Power Tool is capitalizing on a resurgent construction sector in order to modernize its operations and pursue aggressive growth throughout the year ahead Ohio Power Tool www.ohiopowertool.com Services: Tool retail, maintenance and repair

I

n 1983, Jim Amstutz was feeling a change. A successful sales rep, he took the decision to trade one career for another, buying out one of his customers for the purchase of a small tool repair shop in central Ohio. It was the beginning of an era: for the next 15 years, Jim dedicated himself to the trade, servicing tools and equipment through his company,

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then-operating as Central Ohio Power Tool, and establishing a reliable consumer base around the family-owned brand.

Buoyed by his initial success, in the 1990s Jim took another major decision, embarking upon a journey to transform his business into a supplier and retailer of tools. It was a smart move, grounded in Jim’s astute sense of an important shift in the market. “We’ve

certainly changed with the times,” admits Jay Amstutz, son to Jim, and current Ohio Power Tool President. “Over time, we’ve seen the length of warranties increase, while tools have become more disposable. Since the company made the move to diversify from service and repair, new tool sales have built up dramatically. Initially, those sales were in-person, conducted from our shop in

“Within the last year, we’ve doubled the size of our showroom within our own building.

We’ve dedicated that to the actual trade professional, focusing on the workwear they’ll need, from harnesses and flame-resistant apparel to boots and workwear, and featuring brands like Helly Hanson and others” central Ohio. Beginning in the early 2000s, that’s slowly shifted online, with e-commerce taking off in earnest around the middle of the last decade.

“To do that effectively, we tried to mirror online and local sales, targeting the same customer base and growing from there,” Jay continues. “That was a success, allowing us to drop the ‘Central’ from our name,

and to start serving customers all over the country from our online store. We target the electrical, mechanical and concrete trades, specializing in the tools and equipment you wouldn’t be able to find in a home-repair center. Often, a customer might require a product for a specific application or unique situation that they’ve not encountered before, and might not be sure which product

is suited to their needs. In that situation, we have trained staff on hand who are able to offer their guidance and expertise.”

Jim Amstutz remains active in the business to this day, along with his wife, Suzanne.

Perhaps that’s why Ohio Power Tool has preserved its origins in service and repair, becoming a factory-authorized service center for a number of major brands, including

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Ohio Power Tool

DeWalt, Enerpac, Honda and Makita. “It was with service that we initially grew the business, so it’s something very important for us to maintain,” Jay says. “A lot of larger companies within our industry today have lost that element. Instead, they’ll simply send stuff back to the factory. At Ohio Power Tool, we like to do that in-house.

We’re equipped with a lot of specialist equipment here, enabling us to do our own testing, service and repair, with hydraulic repair a particular area of focus. We also rent a lot of equipment ourselves, the mentality being that if someone buys a tool, they’re going to need it serviced. We like to

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think in terms of the complete lifecycle.”

As the company approaches 40 years of operation, Ohio Power Tool continues to found its growth on solid client relationships.

“We don’t like to make it too complicated,” Jay says. “We ask the customer: ‘What are your biggest struggles?’ ‘What do you have trouble sourcing?’ Everyone who buys tools and materials does so from four or five different people at a time, so we try to do a really good job of taking care of the basic needs in the hope of making our piece of the pie that little bit bigger. Perhaps we just get our foot in the door with a service, or with a rental or unique item that no one

else has in stock. Either way, we’ll start the conversation with an initial sale and begin strengthening the relationship from there.”

Like all businesses, Ohio Power Tool’s operations were given a severe test in early 2020, as the arrival of the Covid-19 pandemic threatened to undermine trade.

Thankfully, the company has emerged relatively unscathed. “We had to shift and transition relatively quickly,” Jay says.

“Already having an online presence helped significantly. We have to do a lot more work for the same amount of business, dealing with fluctuating prices, back orders, and supply chain issues. In a typical trading environment, a big customer might come to us and say, ‘I need 30-40 of a certain item,’ and we’d have to fulfil that with 25 on the shelf already, and a week to source another five. Post-pandemic, that’s become far more challenging. As a result, finding alternative items, communicating with our partners and conducting additional research to make sure we’re ahead of the game is vital.

“Our customers have definitely changed the way they operate, too,” he continues.

“Years ago, they might’ve said, ‘I need this blade.’ Now, they understand that their desired product isn’t always available, and they demonstrate an openness when they look at new lines, enquiring about alternatives, and showing us that they’re willing to try something different.”

For Ohio Power Tool, this need for alternatives places even greater emphasis

on the strength of the company’s relations with its suppliers and partners. “Building effective relationships with our suppliers is imperative,” Jay says. “If we get into a situation where a customer needs more technical specs on a product, then we rely on them for technical expertise. In other cases, we have products that we can make specifically for a customer, concrete being an example. Geographically, all concrete is different, so we can spec different concrete blades and bits, and we work with the reps and the purchasing teams closely in order to source the best products. We also have access to all the technologies and portals we need in order to know what’s in stock at any given time.”

As disruption continued into last year, the company took the time reformatting its e-commerce and ERP systems. “In hindsight, I don’t know if that was a great idea,” Jay admits. “2020 had come and gone, and we thought optimistically that things would calm down. It’s unusual to change both e-commerce and ERP systems at once, but we saw an opportunity to build an integrated system – and so we did. The shift took place mid-way through the year, which was poor timing with regards to supply chain issues, but it does means that we now have far more robust systems moving forward. As we push into 2022, we’re seeing those start to pay off, delivering benefits by enabling us to stay on top of important updates, and allowing us to staying in closer communication with our customers.”

The company has also taken steps to expand its physical footprint. “Within the last year, we’ve doubled the size of our showroom within our own building,” Jay says.

“We’ve dedicated that to the actual trade professional, focusing on the workwear they’ll need, from harnesses and flameresistant apparel to boots and workwear, and featuring brands like Helly Hanson and others. It’s a place where they can actually touch, feel and try on these items. We’ve already set up a placeholder website: www.tradeproofoutfitters.com. In the next few months, that’ll become a full-blown e-commerce site. We are investing more in the web side of the business fulfilment, and we’ve just added a second warehouse to help facilitate shipping and enable us to stock more inventory.”

With the arrival of 2022, the outlook for Ohio Power Tool looks bright. “We continue to grow pretty aggressively,” Jay confirms.

“The commercial construction market

is very strong, both within central Ohio and nationally. There’s a lot of activity currently in the planning stages, alongside a number of projects coming out of the ground and actively being built, so we

feel pretty confident that the time is right for us to invest, stock more, and grow the business. We don’t have a crystal ball, but we don’t currently foresee any immediate slowdowns.”

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Wolfrum Roofing & Exteriors

Full-service solutions Now entering its twelfth year of operation, Delaware-based Wolfrum Roofing & Exteriors is celebrating a sixth consecutive appearance on the Columbus Business Journal’s list of central Ohio’s 50 fastest growing companies

I Wolfrum Roofing & Exteriors www.wolfrumroofing.com Services: Roofing and exteriors

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t’s not every business that can confidently say that 2021 has been a success. Across the globe, the impact of Covid-19 has been severe, with staff shortages, persistent lockdowns and disruptions to global supply chains combining to create a hostile trading environment.

For Wolfrum Roofing & Exteriors, however, there’s been plenty of cause for celebration.

Led by President Joseph Wolfrum, and with the support of Vice President of Operations

Justin Folk, the company has retained its status as Central Ohio’s fastest growing exteriors contractor, and has been recognized yet-again on both the ENR Top 600 and the Roofing Contractors Top 100.

“When Joe started Wolfrum Roofing & Exteriors in 2010, it was a three-partner LLC operating out of his home basement,” Justin recollects. “In 2012, Wolfrum transitioned to an S-Corp and began its remarkable growth, adding new staff to positions in key areas

“Although we were originally founded as a roofing company, 12 years later we now have two distinct services that we can offer to our clients. Our clients turn to Wolfrum for both their roofing and exteriors solutions, and it enables us to deliver a seamless project experience” such as estimating, project management, and office support. At the same time, Wolfrum embarked on an overhaul of its brand, hiring a marketing consultant to help with the creation of an entirely new brand image, including logo and website. By the end of the following year, the company had moved into a new, larger building in Delaware. Fastforward to 2019, and Wolfrum was now a company of over 90 employees, with annual sales of $22 million.”

In the months prior to Justin’s interview with Construction Today, Wolfrum had been recognized on the 26th Annual Fast 50 list, published by the Columbus Business Journal – the company’s sixth consecutive appearance.

Honoring the fastest-growing companies in Central Ohio, eligibility for the Fast 50 list requires companies to be to be for-profit and privately held, with at least $1 million in annual revenue in one of the past three years.

“In 2016, Wolfrum was named on the Fast 50

for the first time, thanks to sales topping $10 million,” Justin says. “That year, our ranking came in at number 25 – this year we came in at number 22. We’re honored to be included on such a prestigious list, accompanied as always by a long list of impressive Central Ohio companies. In the construction industry especially, the past two years have been particularly difficult. To make the list again despite these challenges has been even more rewarding.”

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Wolfrum Roofing & Exteriors

Last year also marked five years since the launch of Wolfrum’s exteriors division, introduced to provide customers with a range of services. For Justin, it’s proved a particularly valuable decision, one considered integral to much of Wolfrum’s growth in the year’s since. “Our exteriors division began mainly as a service to our general contractors for the

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installation of fiber cement and vinyl siding products,” he says. Over the years the division has expanded to include not just siding, but also railings, pavers, metal wall panels, and more, and has now grown to become almost half of our sales each year.

“We’ve always carried a great deal of pride that we are one of the few subcontractors

that is a full-service exteriors company,” he continues. “Although we were originally founded as a roofing company, 12 years later we now have two distinct services that we can offer to our clients. Our clients turn to Wolfrum for both their roofing and exteriors solutions, and it enables us to deliver a seamless project experience.”

Crucial to Wolfrum’s efforts to remain at the forefront of its field is the company’s willingness to entertain innovation. In 2019, Wolfrum took the decision to invest in a sheet metal shop at its Delaware location. A smart move, it has enabled the company to perform metal fabrication in-house, expanding Wolfrum’s product offering while hitting new levels of efficiency.

“Bringing this equipment on board allows us to fabricate our own metal, including trims, coping, gutters, wall panels and standing seam metal roofing (SSMR) panels,” Justin explains. “In doing so, not only is it more cost effective for our clients, but it enables us to streamline the delivery of our products and services by delivering work ourselves that would previously have been outsourced to third parties and suppliers.”

As its investment shows, Wolfrum is keen to bring business in-house where possible. Nevertheless, the company continues to foster strong relationships with its base of suppliers as a means of delivering innovative products and services. “Both in and out of a pandemic, Wolfrum’s relationships with its suppliers is one of the most important factors as we look to continue on our trajectory as a thriving business,” Justin confirms. “Material shortages are at an all-time high and price increases happen on the regular. In order to keep our projects on schedule and on budgets, we need to remain in close contact with suppliers each and every day. Likewise, we rely on our suppliers for product innovation. Our closest supplier relationships continue to lie with those who took a chance on us when Wolfrum first started in 2010, and we’re well aware of the need to maintain those key existing relationships. At the same time, we’re always working hard to establish new connections and partnerships with quality material suppliers.”

The emphasis that Wolfrum places on its supplier relationships is mirrored in the collaborative approach that the company adopts with its customers. This was in evidence across one of Wolfrum’s most significant recent projects. “In 2020 we conducted a roof replacement for the Center of Science and Industry (COSI), a large children’s museum based in central Ohio,” Justin explains. “Everyone in the local community recognizes the museum’s vital role as a key education resource, and it was essential for us to ensure that it remained operational throughout the complete duration our work. Thankfully, we were able

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Wolfrum Roofing & Exteriors

to collaborate with the owners throughout the project to eliminate any disruption.

Looking back, it’s a project of which we remain particularly proud.”

Not all disruption can be avoided, however.

As with all businesses, the ongoing Covid-19 pandemic continues to pose challenges, and has required Wolfrum to make a series of adaptions across its operations.

“The lockdown period was challenging for everyone,” Justin reflects. “Since the pandemic first emerged in the beginning of 2020, we’ve been constantly adapting to new rules and regulations on a daily basis. We’re lucky to have enough space in our main buildings for our staff to maintain appropriate distance without impacting our daily activities, while the few of us that didn’t have our own space were able to work from home, particularly during the first few months of lockdown. We utilized virtual

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platforms to remain in constant contact with co-workers, including morning video huddles and periodic daily check-ins. Post-lockdown, all office employees were able to come back to work successfully with minimal exposure risks. In the field the issues were somewhat different, as the majority of our trade involves working exclusively outdoors. While most of the country was working from home, we took steps to ensure that all our staff were implementing the necessary precautions to be able to maintain productivity on the jobsites.”

The emphasis that Wolfrum places on staff safety underlines the pivotal role that employees have to play within the company’s success. “Our staff is the reason we have been fortunate enough to grow into the business we have today,” Justin reiterates. “Our President, Joe, hand-picked the small staff he began the business with

and has continued to make key hires in each department to ensure the right leadership.

In an industry with increasingly high turnover, we rely heavily on employee referrals for both office staff and field staff. We have grown, but we’re still small enough to operate as a happy family!

“Our immediate hope for Wolfrum Roofing is to continue to maintain stability throughout the remainder of the pandemic,” he continues. “We’re fortunate to have maintained operations without downsizing any of our service lines. Before the pandemic hit in 2019, we had a strategic plan to expand our services to Indianapolis. That isn’t off the table, but there remain a number of great opportunities for us to explore here, in Central Ohio, and that remains our focus.

In the future, we hope to continue growing out those operations alongside a potential expansion.”

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