NEWS

Wind power

The Hampton Roads Alliance has partnered with Xodus Group and BW Research to conduct a major offshore wind supply chain study for the Hampton Roads area in Virginia. The project will be used to build out the US offshore wind industry in Hampton Roads and identify key opportunities for economic expansion.

The partnership will deliver an in-depth offshore wind supply chain assessment and gap analysis for the Hampton Roads metropolitan area and wider Southern Virginia. The study will be based upon the requirements of both offshore wind developers and tier one suppliers as well as gauge the capabilities of local companies to become key suppliers to the industry.

Virginia is home to the first offshore wind project ever in federal waters. When fully constructed in 2026, the Coastal Virginia Offshore Wind project anchored in the Hampton Roads region will deliver up to 8.8 million megawatt hours per year of clean, renewable energy to the grid — powering up to 660,000 homes.

Intelligent power

Amber Solutions has announced the latest innovative design to leverage its technology — a solid-state based Energy Traffic Controller™ with embedded intelligence that enables on-the-fly switching of building electricity sources. The new capability relies on the company’s breakthrough digital control of electricity to provide state-of-the-art electricity management.

“Amber’s solid-state upgrade to 1950’s-era building electrical is much more than a modernization of outlets and light switches,” explained Amber Founder and CEO Thar Casey. “It is the fundamental integration of state-of-the-art intelligence throughout a building’s electrical grid and endpoints. Our new Energy Traffic Controller application is a leading example of the technology’s disruptive nature, enabling the ability to intelligently and, automatically, alternate sources of power to reduce costs, maximize efficiency and guarantee steady power.”

Ready for blast off

A pioneering UK-based steel construction system is on course to dominate the potentially lucrative global nuclear Small Modular Reactor (SMR) market following the successful delivery of a blast chamber contract with a leading US university.

The Steel Bricks™ modular construction system developed by Modular Walling Systems Ltd, based in Renfrewshire, Scotland, has been used to construct an Environmental Blast Chamber for the University of Illinois at Urbana-Champaign. Known as a ‘blast box’, the revolutionary ultra-strong three-metre cubed chamber is now being used for explosives testing as part of a research programme on advanced warhead technologies for the US Department of Defense.

The Environmental Blast Chamber was fabricated in the UK by Caunton Engineering, one of the UK’s leading structural steelworks manufacturers, at the company’s manufacturing headquarters in Nottingham before being shipped to the University of Illinois at Urbana-Champaign.

The University of Illinois blast box uses the patented Steel Bricks™ modular construction system which comprises two steel face plates internally connected to create a ‘sandwich’ panel. The steel structure is then manufactured off-site as a single piece, before being filled with 72 tons of self-consolidating concrete in a continuous pour once installed. According to Dr. Stewart Gallocher, founding director of Modular Walling Systems, it is this proprietary process which gives the blast box its unique strength - as well as vastly reducing on-site time and labour costs - making it ideal for SMR construction, a market estimated to be worth US $1.2 trillion globally.

Caunton Engineering and Modular Walling Systems are now in detailed discussions with potential customers about a broad range of applications for the Steel Bricks™ system - including the global nuclear industry.

Keeping the wheels turning

MaineDOT is responsible for approximately 8800 miles of highway, just under 3000 bridges, around 500 miles of state-owned rail line, seven ferry boat terminals, and three key seaports

Maine Department of Transportation (MaineDOT)

www.mainedot.gov

Services: State agency responsible for transportation in Maine

It was back in 1913 that the threemember Maine State Highway Commission was first created by the Maine State Legislature. With just 12 employees to its name – including a chief engineer, five assistant engineers and four stenographers – it was the Commission’s job to build a system of connected main highways throughout the state. Move forward to 1972, and the Maine Department of Transportation (MaineDOT) would come to be established by said Legislature, retaining the Maine State Highway Commission’s responsibilities for highways and bridges, but also assuming those for air, rail, public transportation, ports and marine transportation, including operation of the Maine State Ferry Service.

With its three primary goals being to manage the existing system, support economic opportunity and quality of life, and build trust, MaineDOT today employs nearly 1800 people, and expends or disburses more than $675 million per year, including federal, state, and local funds. “Our mission at MaineDOT is to provide our customers with the safest and most reliable transportation system possible, given available resources,” begins Rich Crawford, Director of the Bureau of Project Development. “Given the climate we have as a north-eastern state, arguably our most important service is the maintaining of the existing roads and highways, which is

particularly critical during what can be rather drawn out winter seasons. We support this during the summer months by commissioning capital upgrade and maintenance works in order to keep the system in satisfactory and serviceable condition all year round.”

Another core function of MaineDOT is to ensure that the right investments are made with the funding it is provided, so as to support economic opportunities and the quality of life enjoyed by the residents of the state. This has become all the more important – and indeed complex – since the emergence of Covid-19, which had a near immediate impact on all transportation networks, with commuter numbers falling overnight.

“As we had predicted, the pandemic did indeed have a negative effect on traffic numbers, and subsequently on revenues, especially in those early months of spring 2020,” Rich confirms. “However, unlike a number of other businesses that either reduced or shut down their operations during this time, we actually took the opportunity to utilize some bond funding that we had received to add additional projects to our work plan to the value of approximately $33 million. Lower traffic volumes allowed these projects to be conducted in a safe manner, and this in turn helped to keep contractors working and to lessen the impact of the fiscal blow brought by Covid-19.

“A subsequent survey by the Associated General Contractors of America (AGC) found that Maine experienced 4.6 per cent growth in construction jobs during the pandemic, making it the fifth highest performer in the country. We believe this shows that our efforts to accelerate the use of funding to get more work completed really paid off. Add to this the fact that this work was done at a time when working remotely and social distancing had a big impact on the way we operate, and yet we still delivered an all-time record of 94 per cent on time completion, and you can see why we are very proud of our efforts.”

One of the largest projects to be carried out during the last 12 months in Maine was

its work on Interstate 295 (i295) through Portland. “Here, we worked with one of our contractors, CPM Constructors, and used some of our bridge maintenance forces to set about carrying out extension, repairs and maintenance works,” Rich details. “Again, due to lower traffic volumes, much of this was able to be undertaken during daylight hours, which we found to be not only safer, but much more cost effective, with a saving made on this project of somewhere between $2 million and $3 million.”

Other projects undertaken in the past year include paving works on Interstate 495, a $19 million highway reconstruction and bridge replacement project that is taking place on Route 4 in the state’s Western mountains, and ongoing rehabilitation work on the Piscataqua River Bridge, located at the Southern tip of the state. A further project of note is the Hampden Bridge Bundle Project. This major task, for which MaineDOT has contracted Cianbro, involved the rebuilding of eight bridges – and the rehabilitation of another – along a four-mile stretch of Interstate 95 in Hampden, at a cost of approximately $45 million. “Some of the existing bridges here are almost 60 years old and coming towards the end of their lives, so it is a project of some considerable scale that we are talking about,” Rich reveals. “As they are all interstate bridges, it means we can apply the same works to each, which reduces engineering costs at the

front end, and we also bundle them into one contract package, which again will result in economic savings due to economy of scale.”

Returning back to MaineDOT’s goals, one is its supporting of economic opportunities within the state, and to this end it estimates that in the 12 months prior to our conversation in March 2021 it has actioned over $340 million worth of works, providing jobs for over 4400 people. “On a daily basis, we task ourselves with wisely identifying key areas of investment, so as to deliver a good, fully-functioning transportation system for the state of Maine, because we feel that such a system is the very backbone of one’s economic growth and prosperity, one’s safety and one’s quality of life,” Rich states. “This goes for our highways, our railroads and our ports, which – being the closest of their kind in the US to both Europe and Africa – are hugely important connection points for businesses not only across our state, but the whole country also.

“Moving forward,” Rich continues, “one of the things we want to do is develop our understanding and use of new technologies that are shaping – and will shape – the future of our operations and of transportation as a whole. This will range from increased use of 3D modelling for construction and the use of unmanned aerial vehicles for surveying, right through to the infrastructure needed for autonomous connected vehicles. In this particular case, we have recently opened up a contract to begin upgrading various traffic systems around our state capital, which will allow them to connect in real time to our traffic management centre. This will flag up any problems with a specific signal which impacts the flow of traffic instantly, allowing us to troubleshoot the issue immediately, minimizing the impact on commuters. It is developments like this that have us all at MaineDOT very excited for what the future holds.”

Roofing America

One of the USA’s most respected specialist roofing contractors, RestoreMasters boasts a proud 50-year legacy of integrity, professionalism and construction excellence

RestoreMasters

www.restoremastersllc.com

Services: Specialist roofing contractor

Recently named on the prestigious Inc. 5000 list of America’s fastestgrowing private companies, RestoreMasters is one of the USA’s premier large loss restoration specialists and considered one of America’s Top 100 Roofing Contractors. Providing new construction, roofing and restoration services to property owners and communities throughout the country, RestoreMasters’ industry-leading solutions guarantee superior craftmanship for a wide range of small to large-scale commercial and residential projects.

With more than 50 locations spread across the entirety of the US, RestoreMasters is a trusted contractor for local communities throughout the nation. According to Owners Matt Irvin and Justin Reichl, possessing the capabilities of a national firm whilst retaining the feel of a local business is one of RestoreMasters’ core strengths.

“I think there are a lot of similar roofing businesses with a national footprint, but there are not a lot of national restoration firms,” Matt declares. “For us, it’s about compiling our capabilities and taking care of each location as one business.”

From Seattle to South Carolina and from Nevada to New Hampshire, uniting RestoreMasters across all its locations

is a single culture that revolves around service, sacrifice and delivery. Committed to these values, and a strong believer in the importance of stewardship, the company prides itself on treating its employees and the communities in which it operates with the same respect that it affords its clients.

“I think our culture is a bit different to everybody else’s and I think that helps set us apart,” says Justin. “We actually care about all our people, right across the board, from the sales guys to our installation crews to our office staff. Our employees are not just a number; they are like family to us, and I think that goes a long way.

“It’s a culture reciprocated in the way our staff attend to clients,” Justin continues. “We will sacrifice whatever it takes to the best of our ability to fulfil our mission to serve, and we will deliver excellent results on every project. As a RestoreMasters customer, you have a team of professionals working hard every day to deliver the best project experience and the best project outcome.”

A key modern milestone for RestoreMasters arrived in 2018 when Matt joined up with business partner Justin Reichl in a move aimed to take the business to the next level. Today, in 2021, the company is a preferred national roofing and restoration contractor for a number of major multi-location property owners, including Harley Davidson, Wyndham Hotels, Big O Tires, Ace Hardware and Northeast Florida Safety Council.

“When Justin and I partnered up in 2018, we pooled our resources, our knowledge and all our people. It acted as a real catapult for this business,” Matt reveals. “As of 2021, commercial roofing is our core business and accounts for around 85 per cent of what we do, but we are certified in all sorts of roof systems where we can offer 20-year warranties. We also offer water mitigation and a wide variety of emergency services so that we can keep businesses up and running,

meaning owners don’t have to worry about downtime or being out of business. One of our key roles is to get to clients fast, cover roofs immediately and then help to get things going as soon as possible.”

As a certified member of the National Roofing Contractors Association, RestoreMasters provides a host of roofing services, including built-up roofing, EPDM roofing, PVC roofing, asphalt shingle, tile and slate, and metal roofing. On the commercial side of the business, TPO roofing systems are one of the company’s most popular offerings. Designed for commercial buildings with a low-slope or flat roof, a TPO roof consists of a single-ply membrane, supported by a properly installed solid substrate – often an engineered insulation system. Varying in thickness from 40 millimetres to 80 millimetres, TPO roofing systems form an effective barrier designed to repel water, snow and ice, keeping buildings and their contents safe and dry. Puncture-resistant, energy-efficient and cost-effective, TPO roofing offers key advantages over similar roofing alternatives.

Conversely, on the restoration and disaster response side of the business, RestoreMasters provides a wide array of specialist hurricane, tornado, hail, wind, tree damage, and burst pipe solutions. Dedicated to restoring properties to pre-loss condition, RestoreMasters helps customers every step of the way, from initial clean-up to insurance claim assistance, and from restoration to construction.

Among the company’s emergency response offering is a shrink wrap roof seal, which has become the preferred roof tarp alternative for emergency leak protection in disaster areas after serious weather events. Consisting of a large plastic membrane heatwelded to the contours of a roof, shrink wrap provides protection from catastrophic water or hail damage while customers wait for the installation of a permanent roof.

As an essential business during Covid-19, RestoreMasters has been able to continue supporting those affected by natural disasters over the last 12 months. In March 2020, following a tornado in Nashville, the firm was on the ground within hours to help with the significant clean-up and restoration efforts. Similarly, when Hurricane Laura wreaked havoc in the south-eastern United States in August 2020, RestoreMasters was immediately on hand to repair damage to churches and hotels in the region.

“Despite the challenges of the pandemic, I think we actually performed better than usual in 2020,” Matt reports. “Some things had to be done differently - for example, when we performed damage assessments, we had to show pictures over zoom calls, but it didn’t prevent us from getting the job done. We were essential, and so we were able to mobilize and get on site and carry out vital emergency work for the people of this country.”

More recently, RestoreMasters has been working around-the-clock to help property owners with emergency water mitigation

needs due to frozen pipes, burst pipes, severe interior flooding and water damage during winter storms in Oklahoma and Texas. Assembling dozens of crews from the company’s vast national network to help with water extraction, damage mitigation and general clean-up, RestoreMasters is, once again, delivering a critical service to hospitals, schools, churches, apartments and hotels.

“We’re proud to have performed some really important work over the last year,” Justin states, “and it’s set to continue in 2021. We’re always investing in the business and recently hired Nick Iovieno as our National Sales Director. He is already proving to be an instrumental factor in our growth.”

Looking to the future, Matt and Justin are confident that RestoreMasters will remain on a trajectory of growth for years to come, with expansion into Canada, and eventually Australia, headlining the firm’s plans. Ultimately, within the next decade, RestoreMasters hopes to establish itself as one of the top five contractors in North America.

“We’ve performed projects with a diverse range of large companies from Diamond Resorts to Home Depot, but that is just the beginning,” Matt asserts. “We want to carry on growing and, though we weren’t able to do it last year due to Covid-19, we expect to open an office in Canada and expand our operation up there very soon. After that, the Australian market will be the next target. We’ve already got $140 million dollars’ worth of contracts signed and lined up for 2021, so there are lots of reasons for us to be optimistic going forward.”

Matt Irvin, Joint Owner of RestoreMasters

Union Corrugating

Union Corrugating have been a strong supporting partner of RestoreMasters for the past two years. Winner of Union’s 2019 and 2020 Commercial Contractor of the Year awards, RestoreMasters value Union’s high level of attention to customer service, including jobsite and sales support on projects sold throughout the United States. Union Corrugating’s mission is to be the most convenient metal roofing and metal building supplier for our customers. We will accomplish this by offering fast and reliable deliveries, high quality products, an easy and pleasant ordering experience, friendly hands-on technical support, and the best sales tools in the industry. Our support network ensures you’ll get what you need, when you need it. Your Roof. For Life. On Time and Complete!

Full service

BC Contracting

www.bccontractingco.com

Services: General construction contractor

BC Contracting began its life known as Bakken Contracting, and it was born in Fargo, North Dakota. A partnership between a local developer and homebuilder, Bakken Contracting responded to the oil boom at that time, when the Bakken formation oil field was thriving, and there was immense demand for multifamily housing in western North Dakota. Calling itself Bakken Contracting to highlight its focus on the Bakken region, it saw enormous initial success, to the point where in 2015 it achieved $115m revenue –a substantial sum, especially in this particular location.

However, as Vice President of BC Contracting, Casey Jackson, pointed out, it was in 2015 when the market changed. Ideally placed to share the story as he joined the business at this time, Casey noted that oil prices began to ‘tank’ (in his words) and as they dropped, so too did orders for multifamily housing projects. “By the end of 2015 we found ourselves in a very different position than the prior year with no project leads, minimal backlog for 2016 and we had to reinvent ourselves,” he said. “So, in 2016 we went through a rebranding effort to change our name to BC Contracting, signifying our move away from the Bakken region, and we developed a business plan, where we formulated a strategy to migrate out of

After reinventing itself in 2016, BC Contracting has built its success by adopting a partnership approach, increasing its market knowledge and diversifying its regional activity

Western North Dakota and leverage the network that we had built with developers around the country, focusing on procuring work in other areas.

“In 2016, we did about $26m in revenue so we were down about 80 per cent – it was a tough year. But through our efforts and our strategic plan, things started to go well in 2017 and here we are today in 2021, working in nine different states and booking about $140m of revenue in 2020.”

While the core business of BC Contracting remains construction of multifamily housing assets, it has also gone into some parallel markets, as Casey explained. “About 80 per cent of our revenue is multifamily and within that segment, we build not only market rate products but also affordable housing, student housing and senior housing as well, which accounts for the majority of the revenue stream for us. The other 20 per cent is commercial construction,” he added. “The lion share of the commercial market is what I would call light industrial, maybe even heavy commercial. We build a lot of stores for RDO Equipment Company, which is the largest John Deere dealer in the country. We have established a great relationship with them and have been building their stores around the country for the last three to four years, which has been the main source of our commercial revenue.”

Having mentioned the importance of the relationship with RDO Equipment, Casey noted that being viewed as a business partner rather than just another commodity is a critical part of the strategy for BC Contracting. He attributed the business and development acumen that the team has accrued over the years as being an essential differentiator for the company. “We have become quite knowledgeable over the last five years on what it takes to get a project out of the ground,” he said. “It starts at site selection and goes through entitlement, designing to a budget, even raising equity and finding financing. We are in a position to help a developer get the most bang for their buck

if you will, and spend their money to achieve their business objectives. That means we look at any given market and find out what draws in the renters, what puts ‘heads on beds’. I think that is one element that sets us apart from our competitors, we really take the approach of being a business partner and looking beyond construction.”

The other distinction that Casey highlighted also stems from the business’ earlier experiences in Northern Dakota – a sparsely populated area where there are few subcontractors to call upon. “We had to bring in contractors from various other states, and through that process we developed a lot of relationships with travelling subcontractors. This has been very beneficial for us when working in a very busy region, such as Austin, Texas, which is a booming market, with escalating costs and where the local subcontractors are able to charge high fees. We can bring in subcontractors in from Michigan or Minnesota where it’s not as busy and this makes us more competitive than the local contractors and we can get to a better price point. We also have relationships with those subs, which means we have a lot better ability to control our schedule, our resources and provide a certainty of outcome for our customers.”

The flexibility offered by BC Contracting is also very appealing – it can join a project right at the front end at concept or site selection, it can come in later in the process to manage the design and budget, or it can submit a bid after the design is complete and if awarded, get straight into the build. “It’s probably an even split between these delivery methods,” said Casey. “Our preference would be to be involved from the earliest point possible, because our experience means we are very in tune with current conditions, and we can provide developers with a more up-to-date snapshot of where the market is today, saving them issues with equity or financing.

“We can be another set of eyes and ears, just to close the gap on the scope development and at the same time we are providing real time cost information so that the developer can react where needed. For example, right now lumber costs are up 200 per cent and have been for the last year, and that is a real cost impact to a customer, especially on a multifamily project. They might need to take a step back and look at how they are going to absorb that premium, and we are seeing it with copper and drywall compound, too. Different things are happening in the commodity market that are going to affect the price of the project, which may affect the overall design or amenity package, and maybe sometimes the developer is not keeping up to date on these - we can assist with this. Our approach is always to get involved as early as we can, act as a business partner and be a valuable resource in all these areas as a project is developed.”

Casey also noted that the business always looks for new materials and options that could offer alternative to traditional solutions, and saves costs on site where possible through initiatives such as recycling. “Reducing costs but maintaining the desired level of finishes and the program objectives are always the target,” he said.

Having talked about the operations side of BC Contracting, Casey then moved onto the important topic of the projects that they construct – these physical manifestations represent the culmination of all its hard work, and stand as a reminder of its efforts at the design and planning stages. He identified one particular building that is a source of real pride for the business – a corporate office for RD Offutt Company, in BC Contracting’s home town of Fargo. “This was actually an 85,000 sq ft fit-out on an 18-story mid-rise building that another contractor had built the core and shell,” he said. “RDO is the anchor tenant, and we were involved in the design development, working hand-in-hand through cost analysis and looking at design and material options - it really felt like we held an important role in that process and were a resource for RDO as they

evaluated where they wanted to spend their money and meet their business objectives.

“It is a legacy project for them as their new corporate office, and so we had to make sure that it met their expectations and the expectations of their team members. The design team, RSP Architects from Minneapolis, did a phenomenal job and the end result is a very high-end, class A office, featuring a lot of architectural woodwork, and some superlative finishes.

“This was our first really big commercial project, and I feel that we did hold our own and add a lot of value throughout the design phase, and we really executed on the construction phase. I walked through the space yesterday [at time of interview] with the principle architect from RSP and we both took a step back and said ‘this is one to be proud of’. I would say that project is a feather in our hat for our commercial construction resume and a really good showpiece for what we can accomplish as a commercial contractor in a high-end office space.”

Another project that Casey chose to highlight was a$65m, 305-unit student housing project, in Flagstaff, Arizona, for McGrath Partners, a large, Houston-based developer. “McGrath asked us to go to Flagstaff, Arizona primarily because of our ability to execute projects in what are typically high barrier to entry markets – places that are not flush with labor resources. That is our largest project to date in a pretty tough market, and the fact that McGrath trusts us to go to Flagstaff and build a significant project for them is something of which we are very proud. We are currently under construction, pouring the slabs for the buildings and getting ready to go vertical.”

Given the flexibility of BC Contracting’s approach and its willingness to go the extra mile, it’s no surprise to learn that clients return for second and third projects. “We are gratified that we have repeat business from a handful of developers and that falls right in line with our strategic plan; to create relationships, trust and confidence, so that clients want to use us again on another project,” agreed Casey. “In fact, we recently commenced four new construction starts and all of them were second projects. We take a lot of satisfaction from that, because it means we are delivering on clients’ requirements, and they are happy with the process and the product we have built. It is always our intention to build customers for life and get repeat business and we have to exceed their expectations to achieve it.” Indeed, it was repeat business that took BC Contracting into Austin, Texas and it is worth noting that it is also working on projects in Alabama, Oregon and San Antonio, too.

Having referred to the several locations where BC Contracting’s efforts come to life, it is apparent that the business has spread its wings far from North Dakota. Nevertheless,

Grafstrom Construction

“All of us at Grafstrom Construction were incredibly thankful to be a part of building the RDO Field Support Office under the steadfast leadership of BC Contracting,” says owner Hans Grafstrom. “Block 9 Tower will be an important landmark in Fargo for decades to come. It was an honor to be one of the many cogs in the machine that built it.”

“ These beautiful buildings and homes are the legacy of what BC Contracting and its people create – it leaves its mark on the landscape and it can be proud of its contribution to the development of housing and commercial space all across the United States

these disparate places do bring challenges, including the fact that Casey and his Operations Manager Trevor Deyo like to personally visit each site the company is working on every month. “This is something that we feel is important, not only to oversee the progress and make sure our teams are executing, but also build up rapport with our team members that are dispersed around the country. What will be a challenge for me going forward will be allocating the time to touch every project personally as we spread out and we do more volume, and that is certainly something I am focused on.

“Whether its myself or maybe some new upper level management personnel, we are going to maintain that approach, so that we are going to be visible in every single project, every single month. That is why we would like to build some critical mass in the areas where it makes sense, because then we can go to a specific location and spend the day there. For example, in Austin we have four projects, so we can visit all projects in a day, and then we can fly to the next city.”

Keeping in touch with his teams is obviously a priority for Casey, and he attributed his dedication to people development as something he learned from a previous employer. “Our people are our greatest asset,” he emphasized. “They are the ones who deliver every single day and work through all the issues, they deal with the stress and anxiety of building a project that pleases our customers. I know that we absolutely have to go and find the best talent in the market, that believe in BC Contracting and share our growth and vision. I have literally been involved in every single hire for the past six years and make sure we are building a core team that I think is really talented, aligns with our culture and has the ability to grow. I know we are going to have people who outgrow us and that’s fine, because if I have team members who are successful to the point that I can’t find the next opportunity for them then that means overall our whole company is succeeding. As we grow we can entrust in some of our young leaders to mentor to the same level that I have over the last five years.”

With its work spread across the country and travel restrictions affecting Casey’s ability to visit sites, you might expect Covid-19 to have been a major challenge for the business. But in fact, Casey noted that because its projects were already distributed across multiple states, it was used to working remotely, and controlling jobs from afar – it was a matter of putting the right policies and procedures in place to maintain jobsite safety. “Once flight restrictions were lifted then I let our team members assess for themselves if they were comfortable to travel, and that is another example of our culture, I provide a lot of autonomy to team members.”

Continuing on the theme of staff, Casey highlighted that finding the right staff is a continuous challenge, and he has tasked

one of his team members to look at how technology can enable the business to work smarter to help make up for labor shortages and managing projects from Fargo. “Being efficient with fewer resources will be paramount in the future,” he agreed. “Technology continues to be a big part of construction as it has in the past five years and I only see it getting a larger role in the process. We’ve already implemented a program called Openspace and we also used a App to help us navigate Covid-19. All our superintendents are equipped with iPads in the field - they can take a photograph, upload it to Procore and share that with the design team, and resolve a problem within a matter of minutes.

“I can see how technology has made construction so much more efficient since the days I started in the industry,” he continued. “We can do things so much faster - the pace that we build today is astonishing. There have been huge advancements in the last 20 years and I think it reduces errors, it makes us more efficient, it provides a better collaboration, and I think we get a better product in the end.”

Also linked to this is the growing trend for prefabrication in construction, which is an emerging market, but is an area that Casey predicts will come to the forefront in the multifamily sector in the future. “To remain competitive and deliver the price points that our developer and customers are looking for, we have to look at other ways we can build smarter, within a controlled environment, with fewer people, using automation - so we can relieve that pressure on labor resources,” he said. “We also need to start promoting the trades more at elementary and high school levels to get young kids interested in construction, to really replenish what is becoming attrition at a craftsman level.”

The evolutions that BC Contracting underwent in 2015 prove that it is a company prepared to take big steps and enter new areas as circumstances demand. This drive for growth and success continues unabated, and not daunted by coronavirus or recruitment struggles, the team has a five-year plan to double revenue from where it stands in 2021. “We want to focus on an emerging market which is as yet undetermined, as well as growing our commercial construction revenue, and maintaining our presence as a premier multifamily builder and keeping that as our core business,” Casey divulged. “We would also like to expand into the industrial market, specifically food processing, primarily because our equity partners are a large agribusiness, they are the largest potato producer in the country and they have a really big footprint. With their agricultural stronghold across the country we feel there is an opportunity for us to go into that sector – our location on the northern plains of the US also works for this.

“Coupled with this we are looking at the energy sector. There is always a need for multifamily housing in energy markets, but we are starting to shift our focus on renewables and specifically looking at solar construction.”

Further exciting plans include a new office opening in Dallas, where BC Contracting is working hard to grow its presence, and Casey sees the company as well positioned at the moment – with an equity partner that is prepared to support expansion and help it to continue to grow and evolve going forward. “As long as we can show them we are yielding a good return on their equity, then I think they are going to support our push into regions and markets where we believe there is great opportunity for BC to flourish,” he said.

Earlier in our conversation, Casey was talking about the RDO building in Fargo, and he shared a thought that almost sums up what BC Contracting achieves through its hard work and dedication. “You can get lost in the daily grind and lose sight of what you are accomplishing - when it’s all said and done, and you walk through a space that you have created, sometimes you need to stop and appreciate the work that people have put in and the space that you have really brought to life,” he said. These beautiful buildings and homes are the legacy of what BC Contracting and its people create – it leaves its mark on the landscape and it can be proud of its contribution to the development of housing and commercial space all across the United States.

Coffrages Synergy Formwork

www.coffragessynergy.ca/en/

Services: Construction firm specializing in formwork

Offering the most complete, leadingedge solutions in the formwork industry, Coffrages Synergy Formwork is a construction firm powered by people. Founded in Quebec, Canada, in 2000, the company grew quickly thanks to the dedication of its workforce, so that today, it operates as the largest formwork construction business in eastern Canada. Now, with 1200 employees furthering the company’s reputation across Ottawa, Montreal and Quebec each day, President and CEO Isabelle

In f ine form

Led by visionary President and CEO Isabelle Côte, Coffrages Synergy Formwork has become an award-winning construction firm with a proud culture and remarkable track record of success

Isabelle Côte

Côte attributes the ongoing success to the growing Coffrages Synergy Family.

“The achievements of this company are a direct result of our focus on employees,” Isabelle declares. “We focus on their wellbeing, ensure they have high-end equipment and enable them with the best technologies to carry out their day-to-day work.

“Formwork is a really hard part of the construction business, so we make sure our teams are well-trained because an employee that knows what they are doing will not only give us better quality, but be safer and happier in their work. We want all our employees to be happy and enjoy what they do. Synergy is like a big family. It’s important that our people feel part of something bigger. That’s been a key part of our success over the last two decades.”

With more than 6,500 projects to its name across the commercial and institutional, industrial, and civil sectors, Synergy’s personalized formwork solutions have helped the company build a reputation as one of Canada’s leading construction firms. Operating from two million square feet of land, including a 24-hour, 50,000 square foot prefabrication plant, the company is capable of working on multiple major-scale formwork projects and can supply material for up to 70 sites daily. Focusing on large developments requiring extensive equipment - one current project utilizes eleven tower cranes - Synergy’s illustrious project history includes work at Aeroport International Pierre-Elliott Trudeau, Marriott Courtyard Brossard, and Nouvelle Maison Radio-Canada.

“Specializing in high-rise buildings, we are currently in three different areas for formwork projects, but we are also looking at new segments in Canada,” Isabelle explains. “Upcoming diversification will see us work more and more as a general contractor with public industry entities, such as businesses, schools, hospitals and construction organizations. This will be an important avenue for the business in the next few years.”

People first

Always in high demand, Synergy is set to continue work on a number of exciting projects in 2021, including a long-term development for Hospital Complex Enfant-Jésus in Québec City, which involves the construction of a critical care building. Other recent projects have seen the firm construct projects in Maestria in Montreal, where it has built two towers – one 58 stories tall and the other 61 stories tall – connected by the highest suspended skybridge ever built in Quebec as part of a residential project, as well The Columbia in Hull, which is a 20-story building made up of 226 units.

As evidenced by these developments,

Synergy’s popularity continues in 2021 – a fact that has not gone unnoticed by the wider industry. For example, at the end of 2020, the company was twice honored at the annual Mercuriades Awards, taking home one award for its Training and Workforce and one award for the firm’s Exceptional Women. As a trailblazer herself, Isabelle believes that Synergy’s commitment to putting employees first – and the support the firm offers women in particular – remains a key industry differentiator.

“Sometimes, at male-led businesses, the focus is more on financial results, but at Synergy we are having great results because we put people first and I think that tends to be a more female way of thinking,” Isabelle proclaims. “We’ve hired a lot of women over the years. Our Human Resources Vice President is a woman, as is our Estimation Director, and we have many female project managers and women onsite.

“Today, Synergy employs way more than the average number of women for a construction company in Canada, but the reasoning behind that is not political, rather, we have always just wanted to be an open organization and focus on hiring people that can help us as a business – whether they are male or female. That open mindedness gives a balance to the company; it helps to bring new ideas into construction and presents us with new perspectives.

“As a female leader in the construction world, I believe it is now my duty to provoke

Cropac Equipment

Since 1977 Cropac Equipment have been committed to quality and customer service. Cropac Equipment are one of Canada’s largest crane dealers, and we firmly believe it’s all about your equipment working for you. Based in Oakville, Ontario with branches in Quebec, Alberta, and British Columbia, Cropac Equipment are a major partner of Coffrages Synergy.

Alfa

Alfa engineering and testing facility is proud to be a supplier of products and services to Synergy formwork since 2008

these changes, not only in this business, but across the whole sector,” Isabelle adds. “In general, I think that things are starting to change. As the construction industry becomes more open-minded, opportunities for women are growing, which helps to benefit the sector as a whole.”

Heritage & standing

Powerful and deeply pervasive, the company culture Isabelle has established at Synergy is built upon five pillars of success: Health and Safety, Quality, Partnership, Team Spirit and Efficiency. Known as the ‘Synergy DNA’, these principles make for a workforce that values the importance of community – both inside and outside the workplace.

“Our corporate culture is based on human values. We achieve our goals as a team and that is the strength of the company,” Isabelle says. “Synergy believes that the key to success lies in the desire to give the best of oneself, which ensures a continuously higher level of efficiency. Our members are professionals in the field who possess the same values and objectives that make up our DNA. The Synergy family continues to convey a positive message

to community organizations by participating in events of all kinds to help them carry out their projects.

“At the core of it, our employees are people who care and who give their time generously to the benefit causes, mainly related to youth. Synergy also raises funds annually for the benefit of the Cancer Research Society and the Multiple Sclerosis Society of Canada. Our company is largely socially involved and can also count on the support of a large network of partners and generous contributors.”

One example of Synergy’s commitment to social involvement and community initiatives is its participation in the Toucher le Sommet challenge, an annual ten-week process aimed at promoting perseverance among young people aged 12 to 24 facing various social or academic difficulties. Synergy are multi-year attendees at the event, which usually includes several gatherings and activities, and culminates in participants climbing a mountain that reflects their journey. Similar causes that have received Synergy’s support over the years include La Passerelle Project, mentoring initiatives with the Quebec Association of Construction Companies, and Les Elles de la Construction. Synergy is also a major partner of the ‘Souper des bâtisseurs’ to benefit Le 2159, an organization that works with at-risk youth to prevent and address homelessness, delinquency and sexual exploitation. The 2019 edition raised over $253,000 and despite the Covid-19 situation, Synergy and its partners were able to raise the sum of $175,000 in 2020.

Understandably, a sense of pride filters through the entire organization at Synergy. The company’s heritage and standing in local society is such that, even when they are not on duty, many employees wear clothing bearing the company’s logo.

“We have a big marketing team who takes care of branding at Synergy, which is really important as a way of showing the world who we are and what we are about,” Isabelle reports. “Strong branding helps our workforce feel part of something bigger than just their daily tasks. Everybody on the job site dresses the same way, which facilitates teamwork, togetherness and belonging. It can be hard to find skilled employees in Canada right now, so the more attractive we can make the business, the better chance we have in bringing in great talent.”

In line with its modern approach to business, Synergy employs a number of developers to help with the delivery of the Synergy App. Designed for use on smart phones, the app acts as a onestop-shop for employee needs, providing staff with company updates, training videos, tips and tricks, messages from the CEO, as well as a host of similar activities.

“The Synergy App gives our people the opportunity to watch short, important videos whenever they want - on their lunch break, at

PERI Formwork Systems Inc

PERI Formwork Systems Inc. in collaboration with Coffrages Synergy Formwork continue to leave their mark on major projects throughout Eastern Canada. This partnership is committed to increasing production rates while improving overall safety through using new construction methods. PERI is proud to have its RCS protection system on the 1111 Atwater project in Montreal, Quebec enclosing the perimeter and enabling workers to operate efficiently and safely regardless of wind conditions. A family-owned company since 1969, PERI remains one of the world’s largest manufacturers and suppliers of formwork, shoring and scaffolding systems.

night or over the weekend,” Isabelle states. “We decided to design the app to be like a social media channel, so we regularly post things like birthdays and other occasions, plus, when employees watch videos, we credit them with Synergy points, which they can then use in our store for the purchase of new clothes for themselves, their kids or their partners, as well as umbrellas, home products and a variety of similar branded gear. “As you can see, the app helps us stay connected across the organization,” Isabelle continues. “Nowadays, people are on their phones all time and our employees are no different, so it’s winwin situation for everyone. Instead of sending emails that never get seen, we can take messages directly to our team members in a method they prefer. “The app proved particularly useful during the Covid-19 pandemic, when gathering all our people together in the same room for training or updates became impossible. It’s very useful technology and we are confident that it will remain a vital resource for us in the future. The app is just another example of how we react and adapt to changing times, develop new strategies, put those strategies in place and then gain results.”

With a backlog of more than two years of work in front of it, Synergy hopes to spend the next 24 months improving its service and firming up its long-term vision before it actively searches for new projects. Having always excelled on the client relations side of the business, Synergy’s gratitude towards its customers has only been reaffirmed by the Covid-19 pandemic. Isabelle and her team are now looking forward to repaying the faith that Synergy customers placed in the business throughout the Covid crisis.

Lauded reputation

“We have the pleasure of working with people we really like and love,” Isabelle asserts. “I am thinking about the clients, the suppliers, and everybody that gravitates towards Synergy. It’s not just our employees that we want to keep happy, but everyone else we work with. Consequently, we focus a lot on the families of our employees and clients to make sure they are happy. Making sure that everyone who

comes into contact with us is content is very important to us because it makes for a happy business in general. This is the main focus for us over the next year.”

As a widely respected expert in its field, Synergy hopes to take its formwork capabilities to new regions and industries in the next three to five years, as well as adding to its work as a general contractor. Unsurprisingly, as a business with such a lauded reputation, demand for Synergy’s services across the next decade will not be in short supply.

“There are a lot of new projects heading our way,” Isabelle reveals. “We’re well set up for positive years ahead, and with Covid-19 behind us, I think we have a lot to look forward to. We have a detailed, well-built strategy in place and it’s going to help accelerate our success. There’s a lot of demand out there and, importantly, we have a crew able to handle it. It still makes me so proud to see our people working together so perfectly as a whole and it’s a great sign for our future. When I think about the next five years at Synergy, it makes me smile. It’s going to be great.”

Réno-Direct

Réno-Direct never compromise on excellence when it comes to providing construction material products and exceptional service. Moreover, our retail sales and services for all trades have made us an essential ally for construction experts and contractors alike. In order to help them meet their critical deadlines and to provide them with high quality products, our qualified and devoted team is proud to accompany Synergy to successfully carry out their numerous projects of all sizes. Consequently, Synergy Formwork and Réno-Direct have built a strong and durable partnership over the years. We are looking forward to expand our mutual business to new heights as our future together looks bright.

Masters of their craft

A relentless dedication to skill, artistry, integrity and pride has resulted in Escobedo Group creating some of the most luxurious residences found anywhere in Central Texas and beyond

Escobedo Group

www.escobedogroup.com

Services: High-end residential home builder

“While we are not a business that is out there saying that we can help to solve the housing crisis that exists in different parts of the world right now, what we are working hard to do with things like the Dario Panelized System is to create a product that we believe will ultimately become more affordable to the masses, and that will help to facilitate greater opportunities for companies and home owners in the future”

Passion for quality and craftsmanship. Those were the qualities that were set as being the cornerstones of Escobedo Group when it was founded as a house builder in Houston in the late 1950s by Dario Escobedo. It was these qualities and a dedication to superior construction that made the Escobedo name synonymous with quality, and they would subsequently be passed down by Dario to his son, David Escobedo, who leads the business today as its Owner.

It was under David, in 1983, that the business would relocate to Austin, Texas, by which time its mastery in each stage of the construction process – from concrete and stonework, to steelwork and millwork – meant that its team could grow through the recruitment of people such as experienced artisans and engineers.

Today, Escobedo Group is a recognized pioneer in luxury construction, providing its clients with new and innovative solutions, and is in every sense of the word a family business. Alongside David is fellow owner – and wife – Kathy Escobedo, while his three children, Matt Escobedo, Jessica EscobedoSmalley and Anna Escobedo-Pryputniewicz, also hold prominent roles.

“One of the things that Escobedo Group is known for is our somewhat unique style of business, by which I am referring to our ability to self-perform,” David begins. “What this means is that we carry out, on average, 80 per cent of the work on a project ourselves utilizing the skills of our own highly skilled employees, a number of which have been with us for several decades and are real masters of their respective crafts. This is what sets us apart from the vast majority of general contractors, who subcontract much of their work out to other parties. Not only does this approach help to deliver the amazing quality of work that we are known for, it has also meant that we have become well versed in delivering contracts in compressed time periods.”

Escobedo Group’s track record when it comes to innovation is also something that places it on a pedestal above many of its peers, and this is perfectly highlighted by its development of a ground-breaking solution known as the Dario Panelized System. Named after David’s father, it is a panelized construction process that allows the company to build better, faster, and more efficiently, with less material waste generated and less impact on the environment. Utilizing a combination of craftsmanship, specialized software and cutting-edge technology to build customized, fully system-integrated floor, wall and roof panels in what will be a soon-to-be-built, 50,000-square foot, quality-controlled, state-of-the-art facility, Escobedo Group believes that the Dario Panelized System represents the future of construction.

Legacy homes

The group’s unique capabilities and technologies have helped it to cultivate a unique client base, made up predominantly of those within the highest wealth bracket in the country. “I would estimate that around 90 per cent of our clients are what you would

Falcon Lath and Plaster

Falcon Lath and Plaster have been privileged to work with some of Austin, TX best GC’s, with one of the top being Escobedo Group. All of their projects speak of their dedication to and demand of high-quality craftsmanship. Through decades of working with them as a subcontractor, we believe they trust we deliver on their high standards of quality when it comes to our craft of plaster and stucco service.

call ‘self-made’ individuals. What they tend to look for in a home is something that is special or different that can be seen as their legacy home, if you will, and they recognize ourselves as also being very entrepreneurial in the work that we like to carry out,” David explains.

On behalf of said clients, Escobedo Group has spent the last several decades creating some of the most luxurious residences found in Central Texas, or indeed beyond. There are a whole host of different examples that one could explore, and David is happy to share a few of his favourites. “One of the first projects on which we started to really integrate our own cutting edge technology and craftsmanship was on The Mayan Estate, in Central Texas,” he details. A multi-level home with a stunning cantilevered stone staircase, stone vaulted ceilings, and load-bearing limestone walls, The Mayan Estate is truly a project unlike any other, and features long imperial-like halls with striking columns and polished stone floors, lavish interiors, and even Texas granite quarry cylinders stacked to form columns that fill a room with sunlight during the winter and summer solstices and equinox.

Ground breaking system

More recently, another good case study to highlight the innovative work of the group would be the Rural Colorado Ranch project, found in Southern Colorado. “This particular project was delivered to a repeat client of the group’s, who reached out to us again around four years ago with a desire to turn their particular vision of what they wanted their remote rural ranch home to look like into reality,” David continues. “Turning to the Dario Panelized System, we built everything here in Austin, before shipping it to site to be assembled, thus combating the logistical challenge posed by the location of the ranch. The system allowed us to fully fabricate and pre-build the steel structure, floors, walls and roof panels – including all cut stone – without our own facility, and in spite of the complicated nature of the double curvature structure of the premises, we were able to complete work in just 11-and-a-half months.”

The Rural Colorado Ranch is just one of a number of projects that has benefitted massively from the development of the Dario Panelized System, and David needs no convincing of how much more in demand it will become going forward. “Every single person we have introduced this system to thus far has been amazed by what they have seen, and once they have taken the chance to view some of the work that it has helped us to deliver on the ground they are even more convinced of the cutting-edge nature of it,” David proclaims. “So convinced do they tend to be, that these people also come away sharing our view that, in perhaps as little as ten years’ time, the whole industry will be heading in the direction of such panelized solutions.”

Wilson AC & Appliance

David and all the staff at Escobedo Construction are such a positive force in the building trade. Every job, and there have been many over the years, proves once again what a creative, innovative professional can do with home design and build. It’s rare to find a builder that does so much of the design and material fabrication in house. The Wilson Appliance sales and installation teams love working with Escobedo because they know they will get to share in the experience of building a home that is beautiful, creative, of superb quality, and frankly, amazing.

What the above does, however, is beg another question, and that is what further steps does David think the system can take to evolve in the years to come? “We are already looking at how we can use the system to further improve functions such as guaranteeing better air quality in the home, which is something that people are now much more aware of,” David adds. “We also want to continue to make our homes smarter and more technologically connected, but not necessarily by reinventing the wheel – as it were – but rather by taking the best bits of technology and the best techniques, and using them in such a way that they result in a better-quality outcome, while also keeping costs down as far as possible.”

Future opportunities

Prior to 2020, Escobedo Group had celebrated its biggest year to date in 2019. However, while David is in no mind to jinx the group’s fate, its pipeline as of the first few months of 2021 put it in such a position that it could be celebrating new records of business by the end of this year. What makes this all the more remarkable is that it comes at a time when the group has yet to even seriously begin rolling out a focused advertising campaign for the Dario Panelized System, with all of the demand for its use currently coming as a result of word-of-mouth.

“We are in the process of getting ready to launch some exciting marketing materials that will shine a spotlight upon the Dario Panelized System and some of the work that we have delivered with it,” David states. “Also, we continue to move forward at pace with the construction of our new facility that will be dedicated specifically to the system, and once it comes online – hopefully by the end of the third quarter of 2021 – it will allow us to put out products faster than ever before. At the same time, we are also investing in a number of incredible new machines and pieces of kit from overseas, which will arrive in the coming weeks.”

Although the group is open and honest about the fact that it works primarily with clients within the higher echelons of wealth, its efforts to further improve upon its innovative systems and solutions have all the potential of creating a real lasting, positive impact on the wider construction industry. “While we are not a business that is out there saying that we can help to solve the housing crisis that exists in different parts of the world right now, what we are working hard to do with things like the Dario Panelized System is to create a product that we believe will ultimately become more affordable to the masses, and that will help to facilitate greater opportunities for companies and home owners in the future,” David concludes.

Communities

for the future

With a portfolio stretching from New York to Hawaii, The Howard Hughes Corporation® has built a reputation for developing some of the best-in-class and most desirable master planned communities in the United States

Bridgeland - Josey Lake Boat House

The Howard Hughes Corporation®

www.howardhughes.com

Services: Real estate owner, developer and operator, specializing in master planned communities & premier commercial properties

The Woodlands Towers at The Waterway

The Woodlands Waterway

Dedicated to innovative placemaking, The Howard Hughes Corporation owns, operates and develops award-winning commercial, residential and mixed-use real estate across the US. With a portfolio strategically positioned to meet and accelerate development based on market demand, Howard Hughes operates one of the strongest property portfolios in the country. Focusing on master planned communities and communities of the future, Howard Hughes’ inspirational vision helps people discover new ways to experience life.

“Our approach to master planned communities at Howard Hughes makes us unique,” declares Heath Melton, Executive Vice President, MPC Residential. “We are one of the few fully-integrated, publicly-traded, large-scale developers in the industry. We develop all the infrastructure associated with a project and self-perform all asset classes with the exception of home building. We focus on long term value creation and remain 100 per cent involved in our projects for the life of the community.”

Environmental commitment

As of 2021, Howard Hughes’ portfolio includes the Seaport District in New York City, Downtown Columbia in Maryland, The Woodlands®, The Woodlands Hills®, and Bridgeland® in Texas, and Ward Village® in Honolulu, Hawaii. Summerlin® in Las Vegas, another of Howard Hughes’ master planned communities, was originally the site of a property owned by the company’s namesake and takes its name from Mr. Hughes’ paternal grandmother, Jean Amelia Summerlin. Today, Summerlin is the #3 top-selling master planned community in the US.

“Our company is dedicated to being creators of culture and building for the future, with an unwavering commitment to masterful design and excellence in execution,” Melton says. “We want to bring people together in places where they can really engage and enjoy life. Building for the future has been a major focus for us. As you can see from our sites, we don’t just develop for the current day, we like to build with the future in mind - both from a sustainability standpoint, as well as ensuring our sites stand the test of time architecturally. We want all our developments to remain vibrant and relevant within the marketplace for the long-term.”

While every one of Howard Hughes’ master planned communities has its own distinct environment and amenities, each is developed with the same principles of design excellence and focus on providing exceptional open green space, parks, lakes and trails, offering residents the opportunity to connect meaningfully with nature and each other. These areas also fall in line with Howard Hughes’ commitment to the environment.

“We encourage health and wellbeing in our communities,” Melton states. “You’ll see a lot of pedestrian connectivity in our neighborhoods. We like to make sure we have extensive trail systems to help connect residents from their homes to places of interest, including parks, retail centers or their office. A live, work, play component is incorporated into our design and our placemaking experiences to create an urban walkable environment. It also helps with our sustainability goals. Not only do these open, walkable communities reduce vehicle usage, but we use a lot of plant materials native to the region, which sustainably reduces long term maintenance cost and water usage. We are focused on the overall ecosystem – all of nature’s creatures existing together.”

Over the course of the last 12 months, the market around Howard Hughes has, understandably, shifted dynamically due to the Covid-19 pandemic. As more and more people decide to move out of densely populated areas, the demand for a quality lifestyle with open spaces has increased, and Howard Hughes’ master planned communities have been ideally positioned for the spirit of the moment.

“Going forward, we will continue to deliver communities that remain focused on sustainability, as well as environmentally, but from a market penetration standpoint as well. We are constantly striving to keep our finger on the pulse so that we can adjust to the market and be dynamic in everything we do”

The Woodlands Hills

The Woodlands Hills Pool - Founders Park

“Today’s consumer is looking for alternatives to the traditional office density that provide a higher quality work/life balance and many have transitioned to working from home or a hoteling concept where they work from home two days a week and then go to the office for three days,” Heath explains. “We have definitely been able to capture that level of demand within our communities. Our home sales increased dramatically in 2020, and we will amplify that in 2021 if current trends persist.”

Blend of offers

When it comes to residential properties, Howard Hughes’ efforts during the last four years have been directed towards cutting-edge design and becoming an architectural market leader. Since 2015, the corporation has helped to bring more modern interpretations of singlefamily residences and is widely believed to be the first to introduce modern farmhouse and modern prairie style designs to the Houston market.

“Bridgeland has been home to a modernist development program that includes midcentury modern design and more transitional elevation. It has fared really well with the millennial generation that is now coming of age. In general, millennial customers have a changing family dynamic and are looking to get out of cities and buy homes in higher rated school districts,” Melton reports. “As a result, to better suit this market, we’ve worked closely with builders to redesign interior floor plans and create more of an open concept for people who like to entertain and seek modern inspired exteriors and interiors.”

As part of its contemporary approach to community building, Howard Hughes has also been concentrating on the affordability and attainability of its properties. With the need for housing on the rise across the U.S., and master planned communities becoming an increasingly popular choice, Howard Hughes believes in offering a variety of residency programs at various price points, whilst maintaining the overall quality and aesthetic for which the company has become renowned.

“One example of how we respond to market demand can be viewed through our townhome offerings. We partnered with select home builders and re-envisioned the elevations, making them feel really rich and modern, from the interior to the exterior,” Melton reveals. “We have used the same strategy on introducing 40-foot and 45-foot homesites, offering lower price points without sacrificing the design aesthetic fitting for our master planned community developments.”

To diversify its assets, Howard Hughes is introducing more multifamily programs in some of its master planned communities, allowing the business to better speak to the demographics of each location. The Woodlands, for example, which is one of the company’s more urban, business district-based communities, is now home to a variety of high-rise, mid-rise and garden-style multifamily properties.

“Our multifamily residences include large, two-story townhomes with dedicated garages, as well as four-story programs,” Melton remarks. “We offer a nice blend of offerings that speak to different demographics, both in terms of location and buyer/renter price points and preferences.”

The Woodlands Hills - Founders Park playground

The Woodlands Hills - Activity Center

The Woodlands Hills - Trails

Market reawakening

In the coming months, Howard Hughes is set to begin work on two million square feet of development across its master planned community portfolio. New condos and multifamily residences, as well as office and retail facilities will soon find their way to the Seaport, Downtown Columbia, Summerlin, Ward Village, The Woodlands and Bridgeland.

“We are really bullish about 2021,” Melton asserts. “Based on the increasing demand for single-family housing, we think there will continue to be huge opportunities for us in Houston and Las Vegas. The single-family residential market will certainly be a focus for us in 2021, and we will be working across all our communities to satisfy that requirement.

“As vaccines are implemented and the market recovers from Covid-19, we are going to see retailers re-awake in the market space,” Melton continues. “All signs point toward 2021 being very different from 2020. We are not only focused on filling out our existing space but also on discovering new opportunities that we can bring to market to fulfil the rising demand.”

As owner and developer of its own master planned communities, Howard Hughes’ destiny remains very much within the company’s control. Not interested in selling its properties to third-party users, Howard Hughes is able to manage its own supply chain and, to some extent, manage the market, ensuring the space in which it operates never becomes oversaturated.

“As we look out across the next three to five years, one advantage is our flexibility,” Melton notes. “We remain very flexible in both a design sense and in how we implement our plans.

“As our core values suggest, we are always looking to build for the future,” he adds. “Going forward, we will continue to deliver communities that remain focused on sustainability, as well as environmentally, but from a market penetration standpoint as well. We are constantly striving to keep our finger on the pulse so that we can adjust to the market and be dynamic in everything we do.”

Beyond Net Zero

For Howland Green Homes, its mission is simple, yet revolutionary, and that is to create buildings that produce more energy than they require

Howland Green Homes Ltd.

www.howlandgreen.com

Services: Building positive energy developments

“All aspects of the system are geared towards energy conservation. Whether that means building the box out properly, or heating and cooling it effectively, it is about reducing the amount of operational energy required so that your bottom line comes out an awful lot lower than the average building

At Howland Green Homes (Howland Green), the aim of the business is not just to build homes, but positive energy developments. By this it means, creating homes, buildings and communities that are so efficient that they produce more energy than they consume. This marks the business out as representing the next step towards greater sustainability, as it looks to build beyond the ‘Net Zero’ standard and into ‘Net Positive’ territory.

Leading this push is one Dave de Sylva, President of Howland Green. “I have been in the business of building and development for 49 years now, previously operating a company called Del Ridge Homes Inc. (“Del Ridge”), which is known for its popular GreenLife brand (“GreenLife”),” he details. “Whereas this company operated with a goal of creating Net Zero buildings, Howland Green is all about being ‘Beyond Net Zero’.”

For Howland Green, this means utilizing even more insulation, applying greater technology in conservation, sharing advanced energy practices that result in even lower operating energies, and achieving lower operating costs. “We build commercial office buildings and residential condominium buildings, and with both we have a unique building system that we try to make improvements to with each new project,” Dave explains. “All aspects of the system are geared towards energy conservation. Whether that means building the box out properly, or heating and cooling it effectively, it is about reducing the amount of operational energy required so that your bottom line comes out an awful lot lower than the average building.”

In a further positive move, Howland Green then looks to satisfy those lower energy needs with renewable energy. It generates off site solar on nearly every building which, when combined with the on-site photo

voltaic system that it has become adept at utilizing, exceeds all demands generated by the building, allowing the company to give back its excess, clean, pollution-free energy to the local community.

The success of Howland Green – and GreenLife before it – can in part be credited to Dave’s love of science and passion for problem solving. “I am one of those individuals who never stops thinking and looking at different ways of doing things,” Dave continues. “Science is so interesting because it talks to you, it responds to what you do with it, and rather than sit back on things that have already been done before, I enjoy experimenting and I don’t think that is something that should be feared.

“As builders and developers, we take a piece of land and what we put there evolves over time, but more often than not our industry doesn’t really want to study how that land or construction behaves. A key part of science is data collection, and having the ability to collect data from that development, analyze it and manipulate it is so important as it allows us to learn from what we have done in the past to create a better future. I think that thought process is missing all

Fastform Insulated Concrete Form

Fastform ICF have been supplying Insulated Concrete Forms in Ontario for over 25 years, helping on thousands of projects ranging from residential foundations to large multi-unit projects like Howland Green’s Bronte West Condominiums. Fastform ICF’s president Eric Duiker says: “Dave de Sylva and the Howland Green team continually push the envelope of energy efficient ideas and design. From net-positive structures, to industry leading R values, they don’t settle until they’ve exceeded the best in the industry by a significant margin.” Fastform Insulated Concrete Forms currently has three locations in Southwestern Ontario (Mississauga, Orangeville, and Ayr) stocking Nudura Insulated Concrete Forms and various other EPS insulation products. “In response to the highrisk profile and lack of trust between parties, the industry has devised an array of contracts to try to deal with the situations only to contribute to ever-growing claims and disputes and other costly invoicing mistakes, where whole groups are dedicated to preparing, analyzing, disputing and correcting invoices

too often with people more fixated on past accomplishments.”

Howland Green’s own experiments with data, technology and various construction processes have led to it adopting a number of specialist techniques that it has incorporated into its Building Envelop, which make its projects so sustainable. This includes the use of upgraded insulated concrete forms (ICF). The company has invested in custom made ICF, which increases the walls from 2-to-5/8’’ of expanded polystyrene insulation (EPS) on each side, to over 4’’. “A major benefit of having an enhanced ICF system is that your demand for space conditioning – heating and cooling – is so much smaller, often almost ten per cent of the norm,” Dave enthuses.

Other facets of the company’s Building Envelop include, high quality triple glazed fiberglass windows, entirely enclosed garages – which eliminate at least 80,000to-100,000 KWHs of energy for ice/snow melt, the most up-to-date LED lighting options available on the market, hot water storage, decant recapture, geothermal

heating and air conditioning, clean and grey water harvesting, and post waste recycling.

Arguably the company’s flagship development today is its Howland Green Business Centre, one of the first and only net positive energy office building in Canada. Standing three storys tall, offering over 59,000-square feet of office space, and powered by solar and geothermal energy, it is a true revolutionary landmark achievement. In addition to producing more clean energy than it uses each year, the building has been constructed to include individual geothermal heating and cooling controls, it harnesses all rainwater and recycles it on site, possesses 360,000 watts of photovoltaic panels, and stores energy for later usage using high-tech battery and pneumatic systems.

“The Howland Green Business Centre is a terrific example of our pioneering work, that people are amazed by every time they hear about it or visit,” Dave proudly states. “Just to give you an example of its environmental credentials, it is February as I speak, and the furnace here has yet to come on once this year! Thanks to features like our enhanced ICF, pre-cast floors and terrific triple glazed windows, heat doesn’t escape and the building’s temperature stays constant virtually all-year round. There is so much stuff also that you cannot see, little elements and features throughout the building, so we are looking forward to collecting all of the data for a full-year’s operation later in 2021, so as to really highlight the benefits that the center has – and can – deliver.”

On the residential side of the business, Howland Green’s major undertaking at present is its work on Milton’s Bront West, a

“One of the biggest things I would like to see us do is come up with an in-built system for the storage of a percentage of the energy that falls onto our planet each day. I know that there are a number of techniques being explored today to try and make such a solution possible, and while I don’t know if one of these will show it can be done within a building itself, my instinct tells me that there has to be a way, and I am more than happy to explore such a theory to see if it can become a reality

new condominium development spanning some 190,000-square feet in Milton, Ontario, Canada. Here, more than 16 different energy features combine to create a fully sustainable, eco-friendly, waste conscious condo experience. Ranging from 1078-square feet to 1607-square feet, these two and three bedroom suites feature open concept living, with luxury finishes throughout. “Milton’s Bront West utilizes much – if not all – of the same technological features that have gone into create the Howland Green Business Centre, albeit over a larger, more spread out space,” Dave adds. “I have taken the experience that I had in successfully delivering condominiums under the GreenLife banner for Del Ridge, and combined it with technology such as our enhanced ICF that is being used in such applications for the first time ever, and the results so far have been excellent.”

Looking back on the success of the business over the past 12 months – and indeed beyond that – Dave pinpoints its ability to adapt to the world around it, as well as the efforts of its people, as being fundamental. “One thing that sets us humans apart from the animal kingdom is our ability to adapt, and we as an organization are constantly evolving, because we know that standing still is simply not the answer,” he professes. “As far as our people are concerned, we are not a huge company in terms of numbers, but some of those working alongside me have done so for 20, 25, even 35 years now. The reason why is because they – like their colleagues – believe in what we are, and are thrilled to be a part of what we are achieving here at Howland Green.”

For 2021, the focus of the company is initially to complete its work on Milton Bront West. In the meantime, it is currently at the

drafting board stage of a new office building project, and has its sights set on a follow-up residential build. Needless to say, then, that Dave and his team have no intentions of slowing down for the foreseeable future.

Longer term, Dave’s attention is also fixed on identifying other firsts that the company can achieve. “As far as our mission or goals for the future are concerned, it goes back to that thought process of leaving no stone unturned when we set out to accomplish something,” he declares, before revealing one of the ambitions he would like to achieve. “One of the biggest things I would like to see us do is come up with an in-built system for the storage of a percentage ofthe energy that falls onto our planet each day. I know that there are a number of techniques being explored today to try and make such a solution possible, and while I don’t know if one of these will show it can be done within a building itself, my instinct tells me that there has to be a way, and I am more than happy to explore such a theory to see if it can become a reality.”

In fairness, given the track record that Dave has had delivering industry firsts while operating Del Ridge and now Howland Green, you would perhaps be unwise to bet against the above coming to life sooner than later.

Uniting across borders

By creating a new, 21st century border crossing for the San Diego-Baja California mega-region, The SR11/Otay Mesa East Port of Entry Project will not only enhance regional mobility, but also facilitate job growth, create economic opportunities, and help reduce emissions

The SR11/Otay Mesa East Port of Entry Project

www.dot.ca.gov https://dot.ca.gov/caltrans-near-me/district-11/current-projects/sr11 https://www.keepsandiegomoving.com/SR-11-Corridor/SR11-intro.aspx

Ajoint venture between the San Diego Association of Governments (SANDAG) and the California Department of Transportation (Caltrans) – in collaboration with state and federal partners in the United States and Mexico – the State Route 11 (SR 11)/Otay Mesa East Port of Entry Project (OME POE) is designed to improve the commercial movement of goods, services and passengers across the US-Mexico border. Situated where San Diego and the Baja California regions meet, this 21st century border crossing will be a clean, green and smart port of entry, which will greatly enhance regional mobility, whilst also fuelling economic growth and binational trade.

Over the years, the US-Mexico border region has consistently grown, and as of 2018, the existing Otay Mesa and Tecate commercial ports of entry were found to process a combined $47.5 billion in total bilateral trade. With that number expected to increase in the coming years, it was determined that a new port of entry was required to facilitate further job growth and new economic opportunities for the private sector on both sides of the border. The answer is the SR 11/OME POE Project.

Mario Orso is the Trade Corridor Director for the undertaking, which involves working on behalf of both SANDAG and Caltrans. Mario leads teams consisting of a wide range of professionals in different disciplines from both agencies to deliver the SR 11/OME POE Project. Here, he provides some background behind the project coming to life and its progress to date. “In recent decades, we have witnessed exponential increases in movement across the border between San Diego and the Baja California, whether that be in the form of business transportation – trucks, heavy goods vehicles etc. – or commuters and/or tourists,” Mario begins. “In 2006, studies were carried out that revealed

up to $6 billion in trade was being lost due to border wait times. Such stark figures highlighted the importance of developing a new border crossing for the region, and what followed was a cost benefit analysis study, which determined that the cost benefit for building the new port of entry could be as high as ten-to-one.”

Today, the project has what Mario refers to as three major pillars or components, the right-of-way, the roadway infrastructure, and the port of entry. “The first of these - the ‘right-of-way’ element – involved buying up all of the property for the highways and the port of entry itself,” he explains. “What traditionally happened is the Federal Government came and built the border crossing and then the local or state governments constructed adequate transportation facilities around the port of entry. This time, we the state completed the acquisition of all the right-of-way elements of the project. Then, we planned and designed the roadways leading into and out of the port of entry, because we know that

you cannot have a good heart without good arteries.

“Now, where we find ourselves is in the process of constructing all of the road ways, with the major component currently taking shape being the final piece of State Route 11 – together with some of the connector ramps there – which is being worked on by Skanska. We are also channelling efforts towards bringing the port of entry element to life, through potential funding or by striking some form of partnership, potential using the toll revenue. We are now getting ready to bring in all of the utilities that will be required at the port of entry, and we will soon start levelling the paths so that we can begin the construction of the facility. We have approached this phase of the project with a view towards greater modernization, be it in the form of more dynamic trip assignment and signage, or more intelligent transportation systems.”

To date, approximately $564 million has been invested into the SR 11/OME POE Project on the US side. Meanwhile, in Mexico, it too has acquired the right-of-way element to the project, and at time of print was in the process of closing a deal for the design of its port of entry. Also, with Mexico having now completed a traffic and revenue study of its own, as of March 2021, the two sides are in a position to commence with revenue sharing negotiations.

In addition to SANDAG and Caltrans, other key stakeholders in the project include the US Customs Agency, the Federal Highway Administration, and the General Service Administration. As one can imagine, maintaining co-ordination between so many different agencies and entities is no easy task, particularly when some of these are based on both sides of an international border. In spite of this – and also in the face of disruptions caused by the Covid-19 pandemic – everyone involved in the project has excelled to the point where it is currently several months ahead of schedule!

The project is also continuing to be delivered with the utmost respect and sensitivity towards the environment, with sustainability playing a huge part in every activity undertaken. “In California, we pride ourselves on being worldwide leaders when it comes to sustainability,

and this is being reflected in the decisions and investments we are making for the SR 11/OME POE Project,” Mario proclaims. “For example, our intelligent transportation systems and strategies have been designed around reducing vehicle waiting times, and thus also reducing emissions. Currently, commercial and passenger vehicles can wait for hours to cross the border. We are also signed up to the Governor’s Sustainable Freight Action Plan, which is a pilot project that will see us developing a border waiting time system, which utilizes data from all of the border crossing points to advise drivers of current waiting times. This data will also be able to be fed back to border agencies so as to better improve efficiencies across the board.”

The endeavour of Mario and his teams is to open the facility in late 2024 or early 2025. While he himself describes it as a medium-sized facility, the purchase of significant acreage around the site leaves it with the tantalizing opportunity to expand even further in the future. “Once the project is complete, I want those who have been responsible for this to have left behind the tools and foundations that will allow it to grow as demand increases, and to be able to adapt to and embrace additional new technologies that may arise,” Mario states. “It is important to note that along the way we have always taken into consideration the resiliency and redundancies of the border itself, so as to prepare the project and the port of entry to all manner of potential eventualities.”

The SR 11/OME POE Project is unquestionably a project that is being watched closely in many different quarters, and should go on to be recognized as a monumental success on an international stage. As Mario concludes, however, its completion will no doubt mean the most to those it will benefit at ground level. “Here in the San Diego/Baja California region, we consider ourselves to be one big border community, and what we want this project’s legacy to be is a showcase of what can be achieved when we work together. Often, families and businesses here can be divided by the US-Mexico border, so for many, going back and forth across it has become part of our daily lives. As such, we understand the long-term value of making The SR 11/OME POE Project a success. After all, the more doors we can open to people on either side of the border to navigate through, the better we believe it will be for everybody!”

SRK Engineering

SRK Engineering are a certified Disadvantage Business Enterprise, Small Business Enterprise, and 8a General Engineering Union Contractor based in Southern California that specializes in retaining walls and underground infrastructure. We are dedicated to helping our clients achieve success in the construction industry through attention to detail, executing efficiently, and delivering innovative solutions. Our team possesses years of experience on a diverse list of heavy civil, airport, bridge, retaining wall, and pipeline related projects..

Guido Construction

www.guidoco.com

Services: Commercial construction and building materials

A family legacy

A truly family-run enterprise, today Guido Companies is transitioning from the third to the fourth generation of Guido Leadership, and 94 years after its founding, is still focusing on customer service and meeting the needs of its clients

Established in 1927 by Louis L. Guido and still privately held, Guido Companies includes Guido Construction, a construction management and general contracting firm, and Guido Materials, a material supply firm. While the organization and the services it offers have evolved over the years, the mission to create places and spaces that inspire human connection remains.

Cosmo M. Guido, Vice President of Guido Construction, credits Guido’s longevity in the industry as being ‘based on building relationships FIRST, with a reputation grounded in the timely completion of diverse projects, focusing on quality of service’. “Guido has been a driving force in the San Antonio construction market for more than 90 years,” he said, before setting out what sets the business apart. “Our companies were founded in San Antonio and will remain here, maintaining working relationships based on mutual, professional respect. Our leadership team is involved in the daily activities of the company and are available literally 24/7 for any need. Many large companies’ owners are just a ‘face’ of the company; our leadership is in the office every day, visiting jobsites and working with clients.”

The leadership team includes Chris Guido, President of Guido Materials, and Tom and Maryanne Guido, who hold the titles of President, and CEO/Owner, respectively. Maryanne joined the business in 1992 and was elected CEO and Chairman of the Board in 2005. “When Tom first asked her to work in the company, her biggest challenge proved to be gaining acceptance as a viable businessperson in a male-dominated industry — and a third-generation business,” revealed Lauren Tew, Director of Marketing at Guido. “Few women worked in Texas in the early 80s and even fewer in an Italian family,” agreed Maryanne. “I remember when Tom and I were first married and we’d be having business discussions at the Guido family dinner table, most of the men were surprised I cared. A woman who wanted a career and be involved in business leadership was very rare. However, I was raised on the East Coast by parents with a lot of foresight — and I would question if something did not make sense to me. I wanted to debate it and fix it.”

From early analysis of commercial operations, Maryanne learned that barely ten per cent of family businesses survive beyond the third generation. The Guido Companies were also struggling to expand and she made it her mission to help. She began to study familyrun business models; what made them successful, why they failed and what their unique challenges were. She observed distinct differences between the corporate environment and a family business environment, and she realized the third generation of the Guido business lacked leadership, accountability, and standardization.

However, with Maryanne’s input, the Guido Companies began a solid period of growth. They worked on projects such as the Sacred Heart Chapel at Our Lady of the Lake University, the University of Incarnate Word Chapel, HEB Science Treehouse at the Witte Museum, and the first of eight projects completed at SeaWorld of Texas: the SeaWorld Lazy River.

Furthermore, when she took over in 2005, Guido became certified as a Woman Owned Enterprise and this fact is a source of pride not just to the Guido family but the entire company. Lauren also pointed out that the women within the business are keen to mentor other women throughout the industry and the San Antonio business community as a whole. “Young women in high school and college will come visit our offices and learn about opportunities for women in the field as Superintendents and Project Managers, as well as Saleswomen and Window and Door Installers,” she noted. “We believe it is our responsibility to mentor the future workforce, especially young women. As a womanowned business, we have had opportunities to work on public projects with the City of San Antonio, Bexar County and the State of Texas, representing minority women-owned businesses throughout our State.”

Time of transition

Cosmo and Chris, alongside Lauren Guido Tew and Michael Guido, represent the fourth generation to be part of the business. As operations transition from Maryanne and Tom to their children, Cosmo noted that the Guido name does not guarantee you a place at the table. “My parents emphasize accountability; you don’t get a pass card because you are family. In years past, family businesses were almost seen as substandard to other businesses, and I do think that paradigm has shifted. People understand that in a family business, the owners really care what happens, as we now have over 175 individuals’ livelihoods at stake every day. It sounds cliché, but we are like one big family and we want all our customers to have the same great experience.

“Growing up, we were taught that if we wanted to join the company then we needed to have cultivated experience and expertise that is valuable to Guido. We were encouraged to work elsewhere and take time to get useful experience if we wanted to be part of the companies’ future,” he said. “This gave us all a chance to really figure out who we were, what our management style is, and what our vision for the Companies was. What has made us so unique is creating and maintaining a culture where everyone is treated as family, regardless of the size of our company.”

From Cosmo’s account of the current operations at Guido, it is clear the company has been through some evolutions over the years; he highlighted the past two decades as being especially successful with exceptional growth being recorded. Looking more closely at the reasoning behind the growth in these ten years, Chris Guido identified three areas that had been given particular attention. “In the first two generations, the business was a labor of love and very entrepreneurial. But as the company ‘grew up’, there were a few things we realized we needed to do to really reach the next level,” he stated. “Firstly, everyone had great technical skills but nobody thought to really develop the soft skills around leadership and communication. So, we have placed a lot of emphasis on this in recent years – creating a clear unified vision and helping managers understand why people want to follow you or not.”

He continued: “Stemming from that, we have refreshed our story and reinvented ourselves. Whilst some things remained unchanged in terms of our core values over the generations, one thing that has been key for us is redefining and reprioritizing our values. As the company grew, we realized that objective input would be critical to future success.

“Finally, our team has worked to create clearer accountability to each other and employees and have held ourselves to the same standards and higher. This has been incredibly important in helping to navigate conflict or challenging situations, which can exist in any business – family or not. Business can’t be for the benefit of the family; it has to be for the benefit of the business.”

This revitalized agenda was added to a base layer of solid skills and services, which over the years have completed multiple milestone projects throughout San Antonio. These include meeting a huge demand for the renovation and restoration of cultural institutions and landmark projects such as The DoSeum – San Antonio’s Museum of Kids, the Historic Renovation of City Hall, Alameda Theater Renovation, the Shops at Rivercenter and the Fairmont Hotel move and renovation. The historic Fairmont Hotel project took place in 1985, and saw Guido move the Fairmont Hotel through the downtown streets of San Antonio, across the Market Street Bridge – a record move of 3.2 million pounds! In recognition of its significant cultural importance, it was recently presented with the AIA San Antonio Twenty-Five Year Distinguished Building Award.

This is an impressive win but not the least of the Awards that were presented to Guido over the years – it was also the recipient of Construction Today’s Top Landmark Builder, Mayor’s Choice Award for ChildSafe Salado Creek Campus, and the Best Public Project & Community Impact Award for ChildSafe.

Cosmo F. Guido, son of company founder Louis and a legend in the San Antonio

construction industry, was also recognized in 2019 with an SAISD Foundation Inspire Award, where he was honored for making a significant difference in their field and for his ability to inspire others. He passed in 2020 at the age of 97, leaving behind a legacy of San Antonio landscape that had been substantially shaped by the activities of his father’s company. Cosmo Frank Guido, Tom, and Maryanne that Guido stands in a good position at the beginning of the second quarter of 2021, with the next generation of Guido’s ready to take the business to further heights in the future. “We are stronger due to the challenges of 2020 and have great projects scheduled for the next three years,” Cosmo confirmed. The company perfectly represents long-standing traditions, innovative new ideas, and the collaborative efforts of its employees who have the vision and passion to build what is possible. “They take pride in producing works of excellence and timeless beauty, and really do build the exceptional,” concluded Cosmo.

Exceptional buildings

2020 also saw the unveiling of the business’ newly constructed headquarters on Vidor Avenue, tripling the size of its offices and showcasing a beautiful showroom for Guido Materials. But of course, 2020 also saw the arrival of the Covid-19 pandemic, and Cosmo confirmed that Guido had to contend with challenges including delayed project starts and materials shortages. But its main priority was to keep Guido’s staff safe. “We issued Covid-19-specific personal protective equipment for all employees and visitors and we offer up to 80 hours to our employees affected by Covid-19,” he added.

The dedication to employees during this tumultuous time reflects the core values that have remained at the heart of the business since its founding. Summing these up as Authenticity, Commitment, Ingenuity, Community, and Integrity, Cosmo gave an example of the latter in action. “A great representation of our integrity was exhibited on a project completed at the Winston School. After we submitted our bid to the Owner, a subcontractor realized they had left over $100,000 of scope out of their bid. We believe our word is our bond so we stuck by our bid even though it hurt us overall.”

It is thanks to this core set of standards, coupled with the vision and ethos of Louis,

Building back better

Almost ten years on from being founded on the concept of being a client-focused, one-stop-shop for restaurant and retail development, Cocozza Restaurant & Retail has emerged from the Covid-19 pandemic as a leaner, more robust organization

Cocozza Restaurant & Retail

www.cocozza.com

Services: New York City-based construction and production company

In late 2018, Construction Today had the pleasure of documenting the operations and successes of New York City-based construction management and general contracting services company, Cocozza Restaurant & Retail. Speaking with its owner and Managing Director, Dan Cocozza, he highlighted how it had built a name for itself by becoming ever-more specialized in the fast-paced world of restaurant and retail construction, and was achieving strong and steady sales.

Now, in early March 2021, Dan is able to provide an update on what life has been like for the company in the intervening time. “When we spoke back in 2018, the market of the time was really helping to dictate a lot of what was happening with our clients and their various projects,” he begins. “With rents on the increase, and leases coming up for renewal, our clients were becoming more and more creative with how they wanted to fill their space, and this led to us creating for them all manner of different concepts, from bakeries and cafés, to speak-easy’s and fast casual or fine dining sushi restaurants.

“This was a trend that continued pretty much all the way up until March 2020, resulting in a pretty big boom period for our industry. At this time, we were making our own push internally to grow as a business, which focused on developing our internal

systems, training and processes. This also involved the creation of our Production service, which we devised to guide, represent and educate our clients from the very onset of their respective projects, through to completion.”

As everyone across the world will now know, what followed in the early months of 2020 was the emergence and spread of the Covid-19 pandemic, which delivered a huge hit to Cocozza’s clients and markets, effectively changing the business overnight. “The pandemic essentially pulled the rug from under us, bringing all of our projects to a sudden halt,” Dan recalls. “This placed us in the difficult position of determining our next move, and how we could best protect our business and our employees going forward.”

The decision that was made was to significantly downsize the team – a move that Dan describes as the hardest he has ever had to make in his life. In the weeks that followed, Dan and his fellow Directors worked to keep the company afloat, and come the end of May 2020, clients began to reach out wanting to commence works on projects, which was the signal that Cocozza Restaurant & Retail was back and operational.

One of these projects that Dan is very keen to highlight is the group’s work on Talea Brewery, a 10,000-square foot space located in Williamsburg, Brooklyn. “This is a project that, for me anyway, really does highlight what we as a company can achieve for our clients,” he enthuses. “It is the vision of Tara Hankinson and LeAnn Darland, the women behind the Talea Beer brand, which they successfully built from the ground-up. We first met them back in June 2019, and they shared with us their goal of having their own brewery in which to manufacture their beer, as well as creating a modern, elevated tap-room experience unlike anything that exists in New York City today. That drew me in immediately, and in meeting Tara and LeAnn we were able to establish incredible trust and mutual appreciation extremely quickly. This allowed us to set about helping them to identify the

perfect site for this project, with our real estate team assisting in negotiating the best lease possible, and we commenced with the design phase of the project at the back end of 2019. We would go on to officially break ground on construction in August 2020, and we are very proud and happy to hear that Tara and LeAnn have now begun canning their first batch of beer from the brewery as of the beginning of March 2021!”

The Brewery project presented a degree of design and construction complexity, what with the location site being designated as a DP Environmental Hazmat Site, which required the group to go through a special filing and review process ahead of works being approved, and with the installation of a number of large brewing tanks – with a weight capacity of up to 15,000 pounds – being of primary importance. With the help of a structural engineer with experience in this type of work, the team was able to develop and install a unique mat slab solution to sit beneath the above-mentioned tanks, which was supported by steel piles driven 25-to-30 feet below ground.

“We are thrilled that by working closely with the client and by being very creative when it comes to value engineering that we were able to deliver this project within budget, and without compromising on the amazing look and design of the building,” Dan adds. “Working with interior designers Carpenter and Mason, the end result is a fantastic and unique building that has stayed true to the client’s brand and their vision.”

Like any project that the company undertakes, it approached The Brewery with the same levels of attentiveness and dedication. “We really focus in on the things that our clients care about, so things like the budget, location, and scheduling,” Dan explains. “We do everything we can to align ourselves with the client and their expectations from day one, and by developing trust it allows us to do what we do best, which is bringing together the best team possible to manage the process from start to finish.”

An added caveat to this particular project was the fact that the construction work took place during the world’s response to the Covid-19 pandemic. As Dan reveals, this required the team to approach their work in a specific way. “Key for us during this time was the need to simplify things, so be much more lean and efficient in the way we carried out our activities,” he says. “We wanted to make the whole process easier for our clients to be able to digest as well, and by really listening

to them, and getting in-depth knowledge of their respective needs and challenges, we have also been able to devise targeted service programs that we think will provide them with long-lasting support, even after construction is complete. This is something that we believe will help us to forge ever-closer working relationships, which will ultimately result in repeat business.”

As we move through the early months of 2021, Dan and his team are right to feel positive about where Cocozza is headed. “With the development of things like our Production service, and by actively getting involved with projects at as early a stage as possible, we have created a strong pipeline of work for ourselves,” he states. “We have several projects currently in the design phase, with construction due to start in various locations in the coming weeks, which will keep us busy through the summer. For some clients, we are presently working on finding them the right locations for future works, while for others we are assisting with the signing of leases, with a view to commencing with design and construction over the summer and fall of 2021.

“Coming out of the pandemic, we will focus even more on being a lean, mean operation, and while we want to grow the business, we also want to be able to remain fairly selective over the types of work that we take on and the clients that we work with,” Dan says, before concluding by reflecting on the fact that Cocozza Restaurant & Retail will soon be celebrating its tenth anniversary.

“The last ten years has been such a wild journey,” he says. “It all started out for me as an opportunity to pursue something that I love, which is taking a space and transforming it into something wonderful that we hand over to people and businesses making a living. This is an enterprise that I and my team feel sits at the heart of what New York City is all about and what makes it such a great place to live, and we cannot wait to be a part of helping the city recover from the past year of the pandemic.

“However, what everything comes back to in the end is our people, without whom we could not have achieved all that we have done over the last decade. Real estate, design and construction are crazy industries at the best of times, with so many moving parts to them, so this is not by any means easy work. Therefore, the fact that throughout everything that has been thrown at us in the last ten years we have managed to retain our values of being a boutique business that cares deeply about its clients and employees, while remaining an enjoyable environment in which to work, is something that I am personally immensely proud of.”

Covering new ground

A close-knit family-oriented company within the asphalt paving sector, Rose Paving LLC continues to make great strides in exceeding industry, customer and employee expectations

Rose Paving LLC

www.rosepaving.com

Services: Parking lot maintenance, asphalt, concrete, cracksealing, sealcoating, and lot markings

“It’s important for us to keep growing and continue making improvements. We are not a company that remains stagnant and complacent. From field work to office work, we are always looking for ways to evolve through enhancing processes, technology, culture, branding and more”

Ed Campbell CEO - Rose Paving W ith an extensive service offering and clients stretching from coastto-coast, Rose Paving is one of North America’s largest, and most well-known, service providers focusing on parking lot management. Headquartered in Bridgeview, Illinois, the company has evolved significantly since its early days as a sealcoating firm and is now one of the US and Canada’s most respected parking lot maintenance specialists.

Founded in 1974, Rose Paving grew steadily up until 2002, when the company looked to actively expand the business nationwide, adding a national sales team to concentrate on customers with multiple properties in the US. This led to a sales increase of almost 30 per cent annually in the years that followed, sparking a handful of acquisitions and the launch of satellite offices in Chicago, Denver, Atlanta, Los Angeles, Phoenix, Tampa, and Nashville.

Recently honored in the Top Contractor Awards 2020, Rose Paving serves a wide variety of sectors, including healthcare, education, retail, hotel/restaurant, commercial real estate, apartment complexes (HOA’s), industrial, religious institutions, warehouses, transportation and distribution. Not only is the company a reliable provider of parking lot maintenance and repair services, but also plays a key role in the education of industry professionals and the sharing of expertise with current and prospective clients around the country. For CEO Ed Campbell, success at Rose Paving starts with strong relationships.

“Rose Paving has established an extensive network of parking lot management professionals at strategic business units across the US and Canada, and these locations provide us with vital local knowledge and national coverage,” Ed says. “More than this though, what has really made us so successful, hands down, is relationship building. That’s the number one building block for this business, and I don’t just mean with clients; it is extremely important to have harmony with your own employees, which then transfers into all business relationships.”

Among Rose Paving’s broad range of services and solutions, the company offers asphalt, concrete and sports surface installation, lot marking, sealcoating,

signage, consulting, portfolio management and turnkey design/build projects. From local car parks to major-scale, multi-story parking lots, the firm is more than willing to take on projects of all sizes, as well as a number of North America’s most recognizable businesses.

“More recently, we have been getting excited about a new pavement coating product we are testing out that lowers the surface temperature by 10 to 15 degrees - making it UV resistant - which prolongs the life of the pavement,” Ed reports. “It retains its color, is chemical resistant, non-slip, no tracking, no odor and comes with a five-year warranty. Properties can earn LEED points utilizing this material and there is still a lot more to come.”

Core values

Though the company may primarily be known for the close relationships it forges with its clients, and the personal attention it affords to each, Rose Paving holds its workforce in the same high regard. This was especially evident in 2020 when the Covid-19 pandemic presented major challenges for businesses the world over. In response to the crisis, Rose Paving acted swiftly to protect its employees, vendors and business partners, placing restrictions on company travel, allowing working from home, equipping employees with video conferencing capabilities, and cancelling conference and tradeshow appearances.

Having vowed to maintain these procedures, and others, until it receives government confirmation that the virus is no longer a threat, Rose Paving has kept its

ABCO Pavement Services LLC

ABCO Pavement Services LLC have had a positive working relationship with Rose Paving for over 20 years. Through this time, we have successfully completed thousands of projects together and have also built lasting friendships with the Rose Paving Staff. We look forward to many more years of success!

people and partners safe, while continuing to operate at full capacity nationwide. The company is now in a strong position to continue expanding in 2021 and investment in tangible assets, such as IT and infrastructure, as well as in the values and culture that have helped the business to achieve such success over the years, will, unsurprisingly, be a priority.

“We are always investing in our people, equipment, IT and infrastructure as a whole,” Ed remarks. “In fact, we just recently implemented a new cloud-based system, which allows all departments to work more efficiently, effectively and improves communication internally and externally.

“Perhaps most importantly, especially in the current climate, we will continue focusing our energies towards living out our company culture from the top down,” Ed states. “By leading with core values, like trust, communication, teamwork, service, and responsibility, we aim to empower our company leaders and employees to work collaboratively and make better decisions. Rose Paving has been built through promotion, loyalty, and dedication, and many of our leaders have grown up with us and are excited to see this trend continue.”

Rose Paving’s commitment to its culture is reflected in more than four decades of valuable community outreach work. Over the course of its history, the company has

supported - and continues to support - a host of worthy causes, including the St Jude Children’s Research Hospital, Ronald McDonald House, the V Foundation, the Maria Matters Foundation and the American Cancer Society.

Positive direction

In recent years, the company has been engaged in ongoing conversations about diversity in the workplace and how it enriches the communities in which it thrives. Likewise, one of the firm’s most effective communitybased efforts has been in partnership with the Center for Companies that Care, an organization that, since 2002, has been ‘dedicated to ensuring social sustainability and improving the lives of individuals, families and communities’. In 2020, after a number of Rose Paving team members began mentoring in the AIM High Program, which works with under-served high school students until they graduate from college, the company was named to the Center for Companies that Care’s honor roll.

“Giving back is deeply rooted in Rose Paving’s culture,” Ed declares. “We feel very honoured and fortunate to be able to contribute philanthropically to special causes and organizations that are near and dear to the hearts of our employees - not only through financial donations, but in many cases through volunteer efforts.”

The value-centric culture at Rose Paving, and the company’s personal approach to business, have won the firm numerous projects since its founding and will remain a key differentiator going forward. Hungry for more growth, the organization is now targeting new markets that might be a suitable fit for the business. According to Ed, Rose Paving won’t be slowing down any time soon.

“It’s important for us to keep growing and continue making improvements,” the CEO asserts. “We are not a company that remains stagnant and complacent. From field work to office work, we are always looking for ways to evolve through enhancing processes, technology, culture, branding and more. We have a dedicated Mergers & Acquisitions team hard at work at the moment, so customers should stay tuned to see where we pop up next!

“Looking ahead, we now can’t wait to get back to in-person events when it is safe to do so,” Ed continues. “While technology has played a huge role in keeping us engaged with employees and clients, and kept our business moving forward in 2020, we value our personal interactions. The pandemic made us truly appreciate and exercise our values as a company, but now we are ready to get moving in a positive direction again. Within the next few years, we plan on leveraging IT, growing our client base and gaining more of a presence in markets that we are not a part of currently.”

Built dif ferent, on purpose

Approaching the construction process as a positive, dependable team player, CHASSE Building Team is a general contractor committed to providing its clients with exceptional and innovative services

CHASSE Building Team

www.chasse.us

Services: Arizona-based construction company

When Barry Chasse decided to start CHASSE Building Team (CHASSE) in 2007, he did so with the intention of creating a business that was founded on the concept of teamwork and on building to make a positive difference within the communities in which it serves. Based in Phoenix, Tempe Arizona – and with another office in Tucson, Arizona – the company has since grown into a top-ten builder within the state, going from ten original employees to over 150 as of 2021.

Since its formation, CHASSE has created an organization that has a cost-effective overhead model, which it combines with highly experienced builders to create a winning construction formula. “The markets that we focus on include the community, education, multifamily, office, and retail build sectors,” begins Owner and Founder, Barry Chasse. “We undertake all types of construction, from renovation to new

builds, from pre-construction through to modernization or repurposing of existing buildings. We also assist with budgets, providing our expertise in helping architects to select the right materials or solutions to get the most bang for their buck from their designs and deliver their vision.”

In recent years, there has been a very noticeable increase in the amount of people migrating into the state of Arizona, driven not least of all by its excellent climate. This has helped drive further growth for CHASSE, but in truth it has been enjoying year-on-year increases in both revenue and head count for some time now, and Barry puts this down to several factors. “I believe a lot of our success comes down to our people, the technical expertise of our team – which continues to develop – and the culture that we have built here, which is one based on providing people with a positive and empowering environment in which to do great things,” he enthuses.

The great work that Barry alludes to can be seen in the form of the projects that the company works on. These tend to be fairly complicated, challenging undertakings that only a small number of specialist organizations can successfully deliver, and CHASSE’s ability to do so has helped it to consistently win both new and repeat business.

“There are three projects in particular that we feel showcase our capacities very well,

“We want to stay true to who we are and to what it is that has gotten us to where we are today. CHASSE has always been the type of business that wants to do better

all of which are multifamily based, with two located in the Midtown/downtown Phoenix area,” states Project Director, Mike Pask. “The first of these is NOVEL Midtown Phoenix by Crescent Communities, a single five-story building made up of a mix of 345 one bedroom, two bedroom and studio units. Amenities will include group fitness space, a lounge area complete with a waterfall, two murals, a suspended fireplace, pool and spa facilities, an indoor/outdoor cantina, and a movie lawn with a vintage airstream. The building will merge mid-century modern architecture with a location providing residents with convenient transit accesses to Midtown Phoenix. We received temporary certificate of occupancy for NOVEL Midtown Phoenix on schedule, so people are now moving into the building over the coming weeks, and we anticipate works to be fully completed by the end of April 2021.”

Located close to downtown Phoenix is The Fillmore, a 348-unit complex, comprising seven stories across two different towers, and spanning a site that is 2.8 acres in size. Made up of a mix of studio, one, two and three bedroom units, junior one-bedroom units, and alcove studios, The Fillmore also boasts a three-story parking garage and two retail areas on its north side. “Unlike most other projects in downtown Phoenix, which are typically considered wrap projects with a pre-cast parking garage with apartment

units built around it, The Fillmore is a castin-place structure,” Mike details. “In addition to its large retail spaces, it also features a clubhouse, a tequila room for resident gatherings, billiards room, kitchen and bar, lounge, and a pool deck that will provide cabanas, grilling stations, a spa, hammocks and fire pits. The first units at The Fillmore will turnover in October 2021, those being based in the south tower of the project, while the north tower is due to turnover in February 2022.”

Committed to customers

The third project of note is the Formation development that is occurring near to downtown Scottsdale in the Phoenix metro area. This 170-unit project saw work commence in October 2020, and upon completion in August 2022 it will boast 3800-square feet of retail space, an 8200-sqaure foot amenity area, a pool, a courtyard, and a wraparound precast parking garage.

What makes the recent work of CHASSE even more impressive is that it has been carried out in the midst of a global pandemic. With construction being quickly deemed as an essential service in Arizona back in March 2020, the company worked rapidly to establish new protocols to ensure that it could continue to deliver to its customers, whilst also keeping its people and the local community safe. “By sharing best practices with a number of our peers throughout the industry – particularly those on the East Coast who felt the initial wave of Covid-19 cases – we were able to roll out significant new procedures across our premises and construction sites, such as additional hand wash and sanitizer stations, mandatory face masks, and social distancing,” Barry says.

“Meanwhile, from a customer service perspective, what we did in response was to set up cameras and use things like drones to document the progress of the projects, while also holding regular Zoom and Teams calls to relay up-to-the-minute information to all stakeholders,” Mike adds. “Our clients were extremely happy and impressed with the approach that we decided to take, however the truth is even prior to the pandemic, we were a business known for our meticulous planning and scheduling, and such good habits have proven invaluable in recent months. Also, our teams have responded phenomenally to the challenge, and have never once wavered from their commitment to deliver for the customer.”

As it was back in 2007, the three main goals for CHASSE are to have a great team, be a great builder, and have great clients. To this end, the game plan for the business’ immediate and long-term future remains similar to what it has always been, and that is to continue to improve the culture within the company, to improve upon its skills and expertise with each new project, and align itself with the type of client that really appreciates the emotional and personal investment CHASSE puts into the work that it does on a daily basis.

“We want to stay true to who we are and to what it is that has gotten us to where we are today,” Barry concludes. “CHASSE has always been the type of business that wants to do better. That is a philosophy that has proven to work really well for us to date, and with the future ahead of us looking bright we see no reason to change that recipe any time soon.”

Making Magic City

Urban-X Group

www.Urbanxco.com

Services: Asset and property management, real estate development and construction management As Urban-X Group looks forward to a summer resurgence in Miami following the Covid-19 pandemic, 2021 is set to be headlined by the company’s signature River Landing Shops & Residences project

Since 2006, Urban-X Group has been transforming the South Florida landscape with its modern brand of real estate development, property construction and asset management. Led by Co-Principals Andrew Hellinger and Coralee Penabad, the company has assembled a proven track record of success in ground-up development, as well as distressed asset consulting to banks, investors and developers of high-end residential, commercial land, and mixed-use properties.

Having forged a reputation for highquality, contemporary projects that not only meet investors’ desire for growth and value, but also serve, enrich and enhance communities, Urban-X Group just completed construction of its latest, and greatest, development - River Landing Shops & Residences on the scenic Miami River west of downtown Miami.

Offering two million square feet of retail, office and residences on 8.14 acres along the river, River Landing Shops & Residences has become Urban-X Group’s signature project, and a defining development for one of Miami’s oldest neighbourhoods in the urban core. Designed to transform one of the region’s most densely populated employment centers into a thriving fullservice community with a host of retail,

dining and entertainment options, River Landing Shops & Residences is widely considered to be South Florida’s most exciting new developments.

Construction of River Landing Shops & Residences was completed in September 2020 and soon after, the project welcomed its first retail tenants. In October, the first residential tenants moved in. Demand for market-rate apartments has been such that more than 60 per cent of the project’s apartments are now already occupied. Speaking to Construction Today, Andrew provides an update on progress at River Landing Shops & Residences as Urban-X Group turns its attentions to securing restaurant leases for the remaining vacant space along the river.

“Due to Covid-19, we had to put the leasing of restaurants on hold, but work in that area started to pick back up again at the end of 2020,” he reveals. “We have some fast-casual outlets that will be opening at River Landing Shops & Residences in 2021, including Lime Fresh Mexican Grill and Ficelle Boulangerie & Patisserie. Later this year, we will also be welcoming Tanuki, a sit-down, fine dining, Pan-Asian sushi restaurant.”

Serving an extensive array of Japanese and Chinese food, Tanuki will occupy 3300 square feet of space and provide guests with a unique Asian culinary experience complete with seasonally updated sushi, sashimi, dim sum and signature hot and cold Asian fusion dishes. The latest of more than 70 sites around the world, Tanuki’s location at River Landing Shops & Residences will be its second restaurant in Miami-Dade.

As Tanuki joins Chick-fil-A and a growing number of eateries slated to open at River Landing Shops & Residences, Andrew believes that this is just the beginning for the project’s Restaurant Row. “We envision River Landing Shops & Residences becoming a cornerstone dining destination in Miami where visitors will be able to dine and relax right alongside the scenic Miami

River,” he states. “Bringing in a renowned upscale establishment like Tanuki, which has already found success in Miami Beach, is an important step in bringing our vision to fruition. As the restaurant industry starts to recover from the pandemic, we are seeing a growing interest from restauranteur operators who are bullish about the Miami market. We expect to make further announcements about our fine dining offerings in the coming weeks.”

The opening of River Landing Shops & Residences follows a long line of success for Urban-X Group. Its first key project was completed in 2007 in the form of 151 at Biscayne Bay. A residential condominium development on a 193-acre site in North Miami, the scheme consists of two towers of 373 two- and three-bedroom condos. In 2008, the project was affected by economic collapse in the US, but after the developer lost the partially sold condo towers, Andrew Hellinger was appointed receiver of the homeowners’ association and of the 160 unsold units. In that role, Andrew, as part of Urban-X Group, has been managing the condominium association and overseeing the development of the amenities for the towers ever since.

Building on the positive reviews garnered by its inaugural project, Urban-X Group next worked closely with the City of Miami, Miami-Dade County, Miami-Dade Aviation Authority and the Federal Aviation Administration to deliver the second tallest residential tower in the county. Completed in 2009, Marquis Condominium and Hotel is a 67-story tower consisting of 310 residential units, a 57-room hotel, six townhouses, a 12,000 square foot spa and a 17,000 square foot retail space.

Until River Landing Shops & Residences, Urban-X Group’s most groundbreaking development was a 47-story, luxury waterfront condominium project at Paramount Bay. Located on the edge of Biscayne Bay and a public park, the 347-unit condominium tower was delivered in 2010. Similar to 151 at Biscayne Bay, Andrew Hellinger was appointed as a receiver of the development during a recession. Urban-X Group became responsible for repairing problems with the construction and maintenance of the building, completing unfinished amenities and common areas, obtaining a certificate of occupancy and creating a condominium association. Despite the challenges, the company successfully sold out the building, while managing any litigation dating back to before the company was in control of the site. It was an example of how Urban-X Group’s ability to tackle difficult issues and challenges head on.

Like with all businesses, the Covid-19 pandemic posed as a significant challenge for Urban-X Group and River Landing Shops & Residences. Considered an essential business during the Covid-19 pandemic due to its position in the construction sector, the construction of River Landing Shops & Residences continued to work unimpeded throughout 2020. Thanks to the flexibility of its workforce, the firm adapted to the changes it faced and quickly instigated the appropriate processes and protocols. While many staff worked remotely, Urban-X Group introduced social distancing measures, mandatory mask-wearing, and sanitization stations to help keep its on-site workforce safe. The hard work paid off and the company recorded positive results in the face of a difficult global crisis.

“It required a lot more management in the field to make sure that our people were following the CDC guidelines established for construction, but we made it work,” Andrew reports. “If you weren’t following the rules and you had an inspection, you ran the risk of being closed down. We needed to stay open and complete our work on time. In the end, 2020 was a highly productive year and it has helped set us up for the months and years ahead.”

The impact of Covid-19 will be felt across the world for many years. In the US, the virus has already acted as a catalyst for Americans to up sticks and relocate to states with less Covid-19 restrictions, lower taxes, and healthier, more stable lifestyles. Lured by warm weather and greater affordability, US citizens are turning their backs on New York, Illinois and California, and fleeing south to Georgia, Texas and Florida. According to Andrew, this Covid-19triggered migration is in full swing in Miami.

“Miami is on fire for multi-family property at the moment,” he declares. “People are flocking here from all over the world and it’s putting a lot of pressure on real estate pricing. Rental rates are up, the condo market is coming back, single-family home prices have increased dramatically and we are running the risk of becoming a more expensive market with a workforce that can’t keep up with the cost of living. It’s possible that we could have a situation where people can’t afford to live here. As a city, we run the risk of not being able to provide a basic service to blue-collar workers or low-level white-collar workers.

“At Urban-X Group, we are doing everything we can to address these issues,” Andrew continues. “Most prominently, we

are trying to joint venture with people that already own land at a lower cost - this is the only way that makes sense. You can’t build a nice project and overpay for land. People overpaying for land is a risk in the marketplace because the quality of the project or the quality of the architecture is going to suffer. We ensure that this won’t happen at Urban-X Group. Our hands-on approach and reputation for quality is unmatched.”

In 2021, Urban-X hopes to complete the leasing of River Landing Shops & Residences, as well as acquire more real estate with a view towards developing a similar major project in the future. Though there is undoubtedly an exciting summer ahead as Miami makes up for time lost to Covid-19, Andrew and Urban-X Group already have eyes on the company’s longterm future.

“We would like to see three or four more major mixed projects under our belt similar to River Landing, which really reshaped a community,” Andrew asserts. “I would like us to be defined as a development company that reshapes regions for the better.

“In development, our best quality is problem solving. We take difficult opportunities and find effective solutions. We are really good at planning and zoning - working through the challenges of what programming should be, or could be, built on a piece of land in a particular community. That is what sets us apart and that capability will remain at our core going forward.”

Constructing excellence

Putting clients first for more than a century, McCormick Construction continues to bring its family-centric, values-based approach to some of Southern California’s most exciting construction projects

McCormick Construction

www.mccormickbuilds.com

Services: Construction and consultation services

Below: Wallace On Sunset, Hollywood, CA

Founded in Missouri in 1914, McCormick Construction moved to Southern California in 1945 and never looked back. However, though the sunny California coast might be very different to the peaks and prairies of Missouri, the company’s strong identity remains unchanged.

Family owned and operated since its inception, McCormick combines its construction experience with in-house Consulting, Interiors and Renovations, and Management groups to help it deliver complete solutions across the Golden State. Now in its fourth generation of family leadership, the centenarian business combines its founding principles with modern methods, resulting in a forward-thinking firm that clients know they can trust.

“Service, integrity and honesty were key values for McCormick Construction when it opened its doors in the early 1900s and those ideas remain just as important in 2021 for our President Steve McCormick, his brother Mike, the executive level staff, and, of course, our dedicated employees,” explains Executive Vice President Don Shipley. “We have staff at McCormick that have been employed here for a long time. I, myself, have been here 31 years, working my way up through the business, and there are other individuals with similar stories. It makes for a highly-dedicated group, well-versed in various aspects of construction and with a deep knowledge of the quality we expect to produce.

“At its core, the culture of this organization is built around care and speed,” Don adds. “We are highly customer-orientated and the McCormick Family’s focus on honesty, ethics and transparency continues to permeate the business today.”

Highly regarded throughout the region, McCormick has forged strong relationships with clients across Southern California over the decades, working on major developments like Wallace on Sunset for the Essex Property Trust – a seven-story, mixed-use project featured in Construction Today in 2019 that is now nearing completion. The firm has performed work on numerous projects with Hudson Pacific Properties, as well as constructing various office buildings and associated parking structures, both subterranean and above ground.

“This company is diverse, which allows us to be able to pursue various product types

Harlow Sunset Las Palmas, Los Angeles, CA

that include office buildings, entertainment industrial, hospitality, financial organizations, manufacturing, retail and multi-family,” Don says. “Flexibility means that we can adjust to changes in the market, and recently, we’ve gone back to our roots and completed over 700 multi-family units. The most recent of these projects was Vert in Canoga Park – a joint venture by McCormick Evolution boasting 277 units, as well as a swimming pool, community room, fitness centers, yoga rooms, spin rooms, coffee shops and sky decks.”

Prior to the Vert project, McCormick completed a development in Burbank, California, called Talaria. Developed by the Cusumano Real Estate Group, Talaria included 244 units, a swimming pool, two courtyards, a cigar lounge, dry cleaning services, a beauty salon, business and fitness centers, a movie theatre, sky decks, penthouse units and a Whole Foods store on the ground floor. This LEED Gold certified property in the City of Burbank, Talaria helped to blaze a trail for greener, more environmentally conscious McCormick projects.

“Talaria was one of our higher value projects and it gave us another opportunity to work with Michael Cusumano and the Cusumano Real Estate Group. We have built several properties with Michael over the years,” Don reports, “including office buildings and parking structures, but this was our first multi-family project with Michael and his team. We always enjoy working with the Group and they are like us in their high level of ethics. We hope to do more work with Michael and his family in the future.

“When it comes to Talaria’s LEED certification, it’s helped inform our work since and we actually completed another LEED Gold certified project last year,” Don reveals. “LEED certification is a step above the green building requirements in our nation and celebrates leadership, energy efficiency and design. Quite a few of our personnel at McCormick carry LEED certification, so our project managers, engineers, design team and subcontractors all understand the requirements for green building, whether that be indoor air quality, the thermal values of the wall systems, or utilizing materials with zero VOCs.”

Supporting McCormick behind the scenes throughout these projects has been Procore Construction Management Software, a system that has allowed the business to learn and expand in conjunction with Procore’s support. A key part of the way McCormick has operated for four years now, Procore continues to act as a fully transparent, single-source platform of information for construction projects, with reviewable information and real-time updates available at any time.

“Procore is one of the most widely used and successfully utilized systems in our industry,” Don declares. “The fact that it’s been in use at McCormick for almost half a

Talaria Burbank, California

decade shows just how good the company is at keeping its finger on the pulse of the industry and the wider economy.

“As a business, we monitor situations carefully and react accordingly. Lately, that has meant understanding the shortage in manpower in the industry and the challenges it is likely to pose for our projects. In subcontractor development, you need to understand the ability of the subcontractors and the manpower necessary to make a project successful. That is one of the reasons why we like to employ a fully collaborative, integrated project delivery method. The use of systems like Procore enhance this approach and facilitate our success.” As we move deeper into the 2020s, McCormick hopes to keep growing, placing strong emphasis on its employees and their training, onboarding, and professional development. Over the next few years, Don and his team will be looking to reinforce the relationships the McCormick Family has established throughout the company’s history, and, utilizing the firm’s knowledge and expertise, pursue more multi-family, hospitality, and industry work with new developers.

“We also want to better exploit Procore so that we can harvest all the possible advantages it offers,” Don asserts. “Similar efforts will go into our use of Oracle, which we employ as part of our pre-qualification processes for subcontractors. We are actually working very closely with Oracle on that side of things, which will only enhance our ability to maintain performance and increase quality.”

So deeply ingrained in the organization that he often jokes about changing his own surname to McCormick, Don believes that the company will continue to lead the industry from an ethics and integrity standpoint in the years ahead. Focusing on quality rather than volume, McCormick aims to create long-term success through the professionalism of its staff and the quality of its workmanship. Whatever challenges the firm faces, public service, job creation, economic growth and the wellbeing of its local communities will always remain at the heart of its mission.

“Everyone at this company takes every project very seriously, including Steve McCormick, our President, who meets customers and attends project meetings regularly. To have a president of a company directly oversee the management of your project is highly unusual, but that is just the kind of business we are,” Don remarks.

“It’s now time for myself and other employees to carry the torch for the McCormick’s. They have always been incredibly good at working closely with customers and building a team environment that provokes trust between both parties. We can learn from that. Every business endeavor needs trust, and McCormick is excellent at establishing that in its clients.

“One of the differentiators of this business is that we only ever take on a project volume that we can manage efficiently,” Don notes. “It’s all about great customer service at McCormick and there is a clear intention to build relationships and continue to work with repeat customers. Even now, we are still working with clients that we constructed buildings for around 40 or 50 years ago. I, personally, am currently working with some of those long-standing customers that my McCormick predecessors worked with long ago. That is all due to the quality, professionalism, and high level of service that this company provides. I believe that’s what really sets us apart.”

Reaching new heights

“Our list of expertise includes construction, general contracting, development, architectural, equity management, property management and buildto-suit services for retail, office space, industrial, healthcare, multifamily and more

Phoenix Construction

www.thebirdusa.com

Services: Full Service Commercial Construction & Real Estate Development Company Headquartered in Fredericksburg, Texas, with offices across Texas and projects across the country, Phoenix Construction is a full-service commercial construction, real-estate development and architectural design company

Kaleb Brewer founded Phoenix Construction in February 2012 in the oilfields of South Texas as a leap of faith, with only $10,000 and very little construction knowledge in his skill set. No surprise, the organization thrived early on as an industry leader serving the industrial construction and real estate development needs of the Texas oil and gas industry. This expertise soon led to the company’s rapid growth and expansion into the commercial construction and development market. In 2017, Kent Johnson joined Phoenix Construction as COO to lead the company through its rapid expansion, and since that time, the company has built some of the most state-of-the-art facilities for several Fortune 500 companies across the nation.

Under the leadership of Brewer and Johnson, and their talented management team, Phoenix Construction has assembled a highly skilled line-up of commercial builders, brokers, agents, and architects. In fact, it is true to say that the team of people at Phoenix Construction is key to the company’s success – and Johnson agrees, describing them as its ‘biggest asset.’ “We truly believe that our team of industry professionals sets Phoenix Construction apart from the competition

and has made us one of the top commercial construction and real estate development companies around. With every project, our team is committed to working together to ensure a smooth start and an impressive on-time and on-budget completion. They are a tight-knit team, dedicated to making the customer experience as remarkable as the products and services we deliver,” he said. “Each job is performed by committed experts, and our projects are competitively priced, with a quick schedule to completion.”

This people-centric methodology also extends to the customer – Phoenix Construction phrases it as keeping ‘the word Family at the center’ of who it is. This means that customer service is of utmost importance, and that the client’s vision for their project is shared by the Phoenix team, who work tirelessly to make customers’ dreams a reality. Brewer maintains, “our people not only build buildings, but they also help inspire, create, and deliver meaningful spaces within which people may accomplish their goals.”

Given the ‘family’ atmosphere and the dedication that the business has to its people, it is no surprise to learn that when Covid-19 struck, it was the staff that rallied around and kept the business’ momentum going. “As a company, the Phoenix Construction team has pulled together to endure those hardships,” agreed Johnson. “Every employee has made significant personal sacrifice to keep all that we value here at Phoenix Construction moving in the right direction during these unprecedented times.”

Of course, the pandemic has caused major modifications to construction practices across America, and Phoenix Construction has addressed these challenges along with the rest of the industry. One of Phoenix Construction’s major projects of 2020, the Urban Air Adventure Park in Hudson Oaks, Texas, which has been a long-time entertainment dream for families in the East Parker County community, is a prime example of the steps the business was required to take to maintain its operations on the jobsite during the pandemic.

Although construction progress was steady at Urban Air, it was not without setbacks and Phoenix Construction took every precaution to ensure the safety of the team, while

building a quality facility, including social distancing, as well as use of hand sanitizing stations, gloves, and masks. Now, Urban Air, a 35,738 square-foot building that houses a new year-round indoor amusement adventure park, and features a diversified mix of attractions and merchandise, as well as food and beverages for family entertainment of all ages, is entertaining families from all over Parker County and beyond.

Large scale-projects such as Urban Air are familiar territory for Phoenix Construction. Over the past few years, it has also built new facilities for Cameron and XTREME (both Schlumberger companies), as well as projects for Nine Energy, Vulcan Materials, Altec Industries, and CBS Rentals.

However, industrial and commercial projects are not Phoenix Construction’s only focus. Phoenix recently broke ground on a new site for the Divine Mercy Lutheran Church, a project that will feature a 148-seat sanctuary with a stone and wood trimmed altar. The church will also have a center gathering room, kitchen, classrooms, and restrooms. The landscaped lot will consist of 47 paved parking spaces as well as space for a future maintenance building. Additional upcoming projects include Purvis Industries and Repeat Precision.

“We are a one stop shop providing quality service to our clients from concept to completion,” noted Brewer. “Our list of expertise includes construction, general contracting, development, architectural, equity management, property management and build-to-suit services for retail, office space, industrial, healthcare, multifamily and more.

“As we progress into 2021, our goal is to continually strive for excellence in all aspects of our business, as we grow our amazing team not only in numbers, but also in knowledge and skill,” Johnson allows. “We also intend to add new, more innovative technologies and processes along the way.”

While Phoenix Construction maintains a culture of excellence and continuous improvement across all its operations, as a Kingdom Business, the company is dedicated to advancing the agenda and values of the Kingdom of Jesus Christ in the world. This means the company has a level of distinction to always attain. By upholding its Core Values (based on the biblical Beatitudes) - ‘Remain Humble, Show Compassion, Believe in a Common Good, Invest in the Truth, Show Mercy, Be Genuine, Promote a Peaceful Environment, and do the next right thing, even when it hurts’ - Phoenix Construction strives to live by a higher standard.

This culture of service is also reflected in its mission statement, where each word has been carefully selected to reflect the Phoenix Construction approach with its clients, as well as its strategic direction and goals. “We make every effort to expound upon the thought that success is not final and failure is not fatal - it is the courage to continue that counts. Phoenix Construction will strive for excellence in all aspects of business, in service to community, and in service to each other. Successes, failures, and courage will all be derived from one Divine Source that defines all three and guides them,” Brewer states.

Now standing in the early months of 2021, the future is looking bright for Phoenix Construction as Kaleb Brewer, along with Kent Johnson and the rest of the dedicated team, prepare to take the company to new heights. “As we look ahead, we see Phoenix Construction growing by leaps and bounds over the next several years,” exclaimed Brewer. “We are a very diversified, smoothrunning, well-led team, and God willing, this Phoenix will continue to soar!”