Content Contributors: Breanna Ahern, Leah Collie, Julia D’Amico, JP Ervin, Colette Finnerty, Patrick Moriarty, Elaine Nelson, and Carol Whetstine*
Proofreaders: Kari Mullen, Caryn Norton
Special thanks: to the STOBG Corporate Marketing and Business Unit marketing teams.
*External Contributor
STO Building Group refers to a group of separate legal entities including:
Structure Tone, LLC
Structure Tone Southwest, LLC
Structure Tone International Limited (UK)
Structure Tone Limited (Dublin)
STO Mission Critical
Pavarini North East Construction
Pavarini McGovern, LLC
L.F. Driscoll Company, LLC
L.F. Driscoll Healthcare
Govan Brown
Ajax Building Company
BCCI Construction
Layton Construction
Abbott Construction
RC Andersen
as well as their subsidiaries, joint ventures, divisions or affiliates. Each member company is an independent legal entity operating and providing services solely under its own name.
Honoring Structure Tone Founder Patrick J. Donaghy
On November 25th, we lost a visionary leader, astute businessman, and dear friend. Patrick J. Donaghy, founder and former CEO of Structure Tone, passed away at the age of 83. Born in Northern Ireland in 1941, Pat grew up with hopes and dreams beyond the family homestead. He emigrated to the US in 1959, arriving in New York City with only $11 in his pocket. He leaned on his carpentry skills and unshakable determination to begin building the life he envisioned.
Pat’s entrepreneurial spirit led him to cofound Structure Tone in 1971 with his business partner, Lew Marino. Together, they transformed a small interior renovation firm into one of the most prominent and respected names in the construction industry. Today, Structure Tone continues to thrive as STO Building Group’s legacy brand, embodying the client-first mentality that Pat championed from the start. Pat’s wisdom, generosity, and determination touched countless lives. As we remember the man who started it all, we extend our deepest condolences to the Donaghy family.
It’s a new year, with new opportunities for growth in the building industry! We see a number of sectors poised to grow, modernize, or take a fresh look at how their facilities support their business goals—and we’re more than ready to help support our clients through that process.
For the first two issues of Insights this year, we’re taking a deeper dive into several of those key sectors, highlighting projects, trends, and what may be coming down the pike. In this issue, we cover Education, Corporate Office, Broadcast, Hospitality, and Multifamily Residential. In our next issue, we will dive into the more technical fields of Healthcare, Life Sciences, Mission Critical, and others.
We would also like to take a moment to honor the life of someone very special to our organization: Structure Tone founder Pat Donaghy. He leaves an indelible mark on our business, and we’re proud to carry on his legacy across the STO Building Group.
WHAT OUR EXPERTS ARE SAYING
This issue of Insights focuses on the trends and activity in several key building construction sectors. Here, a few of our experts weigh in on where they see these markets headed in 2025.
EDUCATION
“
The education sector continues to provide opportunities, both in K-12 and higher ed. At all levels, sustainability and resiliency have become key focus areas. In addition, schools often serve as community centers, so creating a resilient hub that can double as a community emergency shelter or gathering area is becoming more of a priority in many communities, especially those that are in areas that are impacted by severe weather.”
—Jay Smith, President, Ajax Building Company
CORPORATE OFFICE
“
The outlook for the corporate office market in 2025 reflects cautious optimism despite ongoing challenges. Companies are gravitating toward high-quality workspaces, favoring Class A properties and buildings that emphasize sustainability, wellness features, and modern amenities. This trend is causing an increased demand for newer (or upgraded) buildings. While a full recovery in the sector is unlikely in 2025, strategic investments in high-quality buildings to create flexible, healthy, and sustainable workspaces will offer pathways to growth.”—Curtis Brown, Vice President, STO Building Group
BROADCAST
“
Broadcast and media construction will continue to require facilities to be adaptable, especially as the industry shifts towards multi-platform content creation. As technology evolves, so will how these creators stream their content. Sustainability will also be important. Making sure everything is being utilized efficiently will certainly be a future consideration for spaces in this industry and can help inform what else may be ahead.”
—Michael Farrell, Regional Vice President, Structure Tone New Jersey
HOSPITALITY &
“
The travel, hospitality, and retail sectors are in a transitional period shaped by demographic shifts, evolving technologies, economic recovery, and value-driven behaviors influencing preferences and priorities. Companies that are committed to innovative thinking, new technology, and a willingness to create experiences that exceed consumers’ expectations will drive market growth and improved returns.”—John Kranz, President, BCCI Construction
MULTIFAMILY RESIDENTIAL
“Since the pandemic, drivers in luxury multifamily construction include flexibility of living spaces and innovative façade design that brings ‘the outside in.’ Some developers have altered their typical designs to offer more outdoor spaces and more living areas that can be used as home office space. Flexibility, design, and amenities will continue to drive the sector in many US markets.”—Jason Vesuvio, Vice President, Pavarini McGovern
TAKING PRIDE IN SAFETY
Voluntary Protection Program
A safe jobsite is a baseline commitment for any construction jobsite. But when a project team goes above and beyond, how can they show their workers and the rest of the industry that they excel when it comes to keeping their site safe?
The answer is the Occupational Safety and Health Administration’s (OSHA) prestigious Voluntary Protection Program (VPP). Participating in this rigorous, esteemed program allows project teams to certify that they meet OSHA’s highest standards for workplace safety.
WORKING WITH CLIENTS AND TRADE PARTNERS, LFD has
THE VPP EVALUATION PROCESS
Embarking on the journey to VPP participation begins with inviting OSHA to conduct a comprehensive evaluation of a jobsite’s safety program. Over several days, OSHA meticulously reviews every facet of the site’s safety measures, including safety plans, permits, toolbox talks and other critical documentation.
The evaluation team, led by an OSHA representative, includes Special Government Employees (SGEs). These SGEs, volunteers from other OSHA VPP-certified jobsites who assist in the evaluation process, are pivotal in providing a thorough assessment. Their hands-on experience with VPP-certified sites ensures a nuanced evaluation process.
A prime example of VPP success is LF Driscoll. The LFD team has been engaged in VPP on several jobsites and demonstrated a longtime passion for safety. STO Building Group’s Safety 360° philosophy was actually born out of LFD’s mission to promote continuous improvement in safety practices—and is now embraced by all STO Building Group builders.
“The VPP evaluation team is looking for evidence of the safety program being alive and well, not just written down in a book somewhere,” says LF Driscoll senior safety director Brendon Saguil. “That’s exactly how we operate at LF Driscoll—staying vigilant and evolving our approach to safety year after year.”
KEY ELEMENTS OF THE VPP EVALUATION
OSHA’s evaluation focuses on four essential elements for any successful safety program:
1. Management Commitment and Employee Involvement. Ensuring that both management and employees are actively engaged in maintaining safety standards.
2. Worksite Analysis. Conducting thorough and ongoing analysis of the worksite to identify and mitigate potential hazards.
3. Hazard Prevention and Control. Implementing effective measures to prevent and control workplace hazards.
4. Safety and Health Training. Providing ongoing training to ensure that all employees are knowledgeable about safety protocols and procedures.
The evaluation seeks evidence of these ele ments in both the site’s documentation and its daily operations, conducting informal interviews with workers and formal interviews with management and owner representatives.
OUTCOMES OF A VPP EVALUATION
At the end of the evaluation, the team recommends to OSHA’s area director whether the jobsite qualifies for VPP status. The pinnacle of this program is the VPP Star designation, signifying exceptional adherence to safety standards and self-sufficiency according to OSHA. Two of LFD’s projects—Hospital of the University of Pennsylvania (HUP) and Children’s Hospital of Philadelphia (CHOP)—were re cently recertified as VPP Star jobsites.
“ By achieving VPP Star status, we are committed to continuously improving safety and combating complacency,” says Stephen Kanter, safety manager at LF Driscoll.
“LF Driscoll’s commitment to safety through initiatives like Safety 360° showcases how a VPP-certified site can influence safety practices throughout an organization.”
The Philadelphia Museum of Art Core Project was awarded VPP-certified status in 2018. The project planning and safety executed many high-risk activities including moving large steel girder beams into the museum through constrained areas.
Flying High
Inside SMBC Aviation Capital’s New HQ
For SMBC Aviation Capital, one of the world’s leading aircraft leasing companies, the end of their lease represented an opportunity to reimage the future. Together with Structure Tone Dublin and Henry J. Lyons, the company thoughtfully designed, built, and moved into their dream office space—all within 28 weeks.
PROJECT DETAILS
Location: Dublin, Ireland
Size: 135,000sf
Client: SMBC Aviation Capital
Architect: Henry J. Lyons
PM/ Quality Surveyor: Turner & Townsend
Certification: LEED Gold
Sector: Commercial
Completion: April 2024
DUBLIN
ONE TEAM, ONE TIMELINE
Spanning 135,000sf across seven floors in the heart of Dublin, delivering SMBC Aviation Capital’s new space on time was a challenge from day one. “SMBC had a hard move-out date from their previous space, so we couldn’t afford delays,” says Sean Bagnall, Project Manager at Structure Tone Dublin. Fortunately, Structure Tone joined the project before the design was finalized, which allowed for early coordination between the construction and design teams. Through close communication and regular work shops, Structure Tone and Henry J. Lyons were able to identify and solve procurement challenges and constructability issues before they impacted the schedule.
That collaboration continued throughout the project. “We spent a lot of time on-site because the program was so fast paced,” says Aoibhin Egan, Associate at Henry J. Lyons. “We were all really handson the entire time, making decisions in real-time on-site and getting everyone involved as much as possible.” As the project progressed, the project team was able to ringfence certain items and add them to a later phase without delaying SMBC Aviation Capital’s ultimate first day of business. The primary space was handed over in March of 2024, with the remaining areas fully completed in April.
“disruptions, organized for morning deliveries to come in after students were safely in class, and even donated high-vis vests.
BUILT FOR CONNECTION
Despite the expedited schedule, SMBC Aviation Capital’s vision for their new headquarters was extremely thoughtful—from the office’s layout and amenity spaces to its artwork.
was a key decision and one of our biggest design challenges, but it’s become a hub for staff interactions and events, which is fantastic to see.”
Honoring heritage. As an Irish company owned by a Japanese organization, one of the design goals for SMBC Aviation Capital was to honor both cultures. The design team partnered with local artists and craftspeople to create artwork that would reinforce that message. “There are some really nice pieces throughout the space that tie in both Irish and Japanese folklore. Before you start researching, you wouldn’t expect the number of connections that exist,” Egan recalls. One such locally commissioned artwork lives in the client suite and uses Irish linen to overlay Japan’s Mount Fuji and Ireland’s Croagh Patrick.
LASTING IMPACT
With more space than they need for the firm’s current operations, SMBC Aviation Capital decided to pay it forward by dedicating portions of the building to sustainable and social causes.
The program was painfully tight, but having Structure Tone as the center of communication for all the moving parts made us more comfortable,” explains Shane Carroll, SVP Strategic and Market Analysis at SMBC. “We made our first day of business and came in under budget.”
SAFETY FIRST
Throughout construction, Structure Tone went above-and-beyond to make sure safety standards never slipped. The site bordered a nearby school, so school drop-off and material delivery clashes were a top concern. Structure Tone regularly met with the school to keep them updated on any potential
Amenities that matter. From high-quality desks with extra power strips at each workstation, to the state-of-the-art gym and changing facilities, the amenities at SMBC Aviation Capital were designed to enhance employee well-being and encourage collaboration. The third and fourth floors, which house the company’s day-to-day office spaces, include plenty of workstations, meeting rooms, breakout spaces, and pod seating. One floor up, the new headquarters boasts a full Cafe— complete with its own barista. The sixth floor features impressive board and executive areas. For those who bike to work, the building can accommodate approximately 150 bikes and has high-end showers and changing facilities for staff. “We plan to be here for quite a while so we wanted to make it the best office that we could possibly achieve,” says Carroll.
A one-of-a-kind meeting space. The office features a double-height auditorium with bleacher seating that physically connects the two main floors—the perfect space for SMBC Aviation Capital’s weekly meetings. According to Egan, “Creating that space
Searching for sustainable fuel. In addition to achieving the LEED Gold certification, SMBC Aviation Capital has funded a dedicated scientific lab in partnership with Trinity College Dublin to research sustainable aviation fuels. “Sustainable aviation fuel is an immediate replacement for jet fuel that comes from a renewable source,” explains Carroll. “If we’re successful, it will massively contribute to decarbonizing the aviation industry.”
Supporting Together Academy. SMBC Aviation Capital is fitting out the building’s ground floor for the Together Academy—a nonprofit supporting young adults with Down syndrome. The charity space will include classrooms, a training kitchen, and a 3040 seat student-run Cafe. “It’s really about helping the students gain experience and building up their confidence,” says Karen Lynch, SVP of Property, Facilities and Business Support. “We’ve given Together Academy a temporary space while the ground floor is being finished, and it’s been great fun having the students in our building.”
As SMBC Aviation Capital embarks on its next chapter, the space symbolizes global connection, innovation, and meaningful impact in the heart of Dublin.
A Perfect Pairing
When Govan Brown partnered with Cactus Club Cafe in 2013 to oversee the build out of their first Edmonton location, who would have known that it would be just a taste of the fruitful partnership that would come?
Having successfully assisted the premium casual restaurant chain expand into Edmonton, Govan Brown was then entrusted with Cactus Club’s entrée into the Ontario market, managing the construction of their flagship Toronto restaurant in the heart of the city’s Financial District. And now, more than a decade after that initial project, Govan Brown and Cactus Club’s recently completed third project might just take the cake.
After acquiring 15,500sf of space in the heart of Toronto’s Midtown district in 2018, Cactus Club’s plans for a new location that would serve the North York community were put on hold due to the pandemic. During this time, Govan Brown continued to build on its experience and solidify its expertise in hospitality, delivering spaces for clients like Eataly and formally establishing a Retail & Hospitality division that offers sector expertise in the nuanced typology of these builds. And with Cactus Club’s team also undergoing changes of their own, this new location offered the perfect opportunity to continue the recipe for success.
PROJECT DETAILS
Location: Toronto, Canada
Size: 15,500sf
Client:
Cactus Club Cafe
Designer: K Paul Architects/ Jeffrey Beers International
Project Manager: Integrity Project Consulting
Landlord: RioCan REIT
Mechanical Engineer: The Aquila Group
Electrical Engineer: MCW Hemisphere Ltd.
Sector: Hospitality
Completion: August 2024
STARTING FROM SCRATCH
A significant challenge the project team had to contend with throughout the duration of construction was the restaurant’s unique location. While restaurants typically opt for street-level footprints, Cactus Club’s Midtown space is located on the second floor of the Yonge Sheppard Centre, an indoor shopping and commercial development. With the restaurant chain taking over the lease of a daycare that was sandwiched between a bank retail branch and corporate offices, the Govan Brown project team first needed to make the inhospitable hospitable and transform the original space into one fit for a commercial grade restaurant.
“A lot of restauranteurs find spaces that aren’t necessarily designed for restaurants, and it’s our job to help them accommodate their design into the space they’ve chosen,” says Tyler Brown, Govan Brown’s director of retail and hospitality. “In an office build, you could have around 10 penetrations through a slab. In a restaurant, you can have over 100. That’s where understanding things like waterproofing details and under-slab rough-ins become critical because access below the slab becomes very limited after handover.”
Adding to the complexity was the client’s preference for a larger-than-normal kitchen over a larger seating area, which helps them get quality food to patrons quickly. But this also meant that a greater amount of structural steel, mechanical units, and kitchen equipment needed to be transported to the development’s second floor to install the infrastructure needed for the kitchen as well as the all-season, cantilevered patio. Understanding the number of eyes that were on the project—both literal, given the bustling Yonge and Sheppard intersection and the site’s visibility, and figurative, with the client heavily promoting the new location on social media—the Govan Brown project
team invested heavily into devising a logistics and communication plan. The plan outlined a proactive approach to ensure the ongoing operations at the Yonge Sheppard Centre and the impact to neighbouring tenants and the City were as unimpeded as possible.
WHAT IT ALL BOILS DOWN TO
Because Govan Brown was engaged for preconstruction services in 2023, the project team worked for more than half a year to meet the client’s project budget, which had been solidified pre-COVID. Conducting value engineering exercises that would ultimately hit the bullseye, the Govan Brown team then had to contend with a change in designer midway through construction. Bringing Jeffrey Beers International on as designer helped Cactus Club solidify their brand within the space, with their design significantly impacting both the lighting and millwork packages.
“Cactus Club has a strong understanding of their brand. It goes beyond the food and
includes a huge emphasis on the space,” Brown notes. And that’s where the Cactus Club team was essential. Their thorough understanding of construction meant that they could act like an in-house QA/QC team, one whose eyes were meticulously attuned to their brand standards. As much as they were the client and owner, Cactus Club was looking to be as much a value-additive partner as Govan Brown was. “The relationship was not contractor and owner,” says Brown. “It was a partnership with a common goal: open a restaurant.”
In August 2024, Cactus Club Cafe Yonge and Sheppard had its grand opening, and members from the Govan Brown project team were in attendance, getting a shout out for their successful delivery of the space. As opposed to a corporate office, a hospitality project is “something that you can go back to, show off, and walk other clients through. You’re able to go back and enjoy the fruits of your labour,” Brown says. That’s the cherry on top.
Elevating Workspaces & Partnerships
Norton Rose Fulbright
In the vibrant cities of Houston and Dallas, the collaboration between Structure Tone Southwest (STSW) and Norton Rose Fulbright (NRF)—a premier global law firm—has created a remarkable journey marked by architectural innovation, precision, and trust. Through multiple projects, they’ve transformed the law firm’s offices into sophisticated spaces that harmonize modern design with practical functionality, enhancing Norton Rose Fulbright’s professional image and operational efficiency.
A TRUSTED ALLIANCE
Structure Tone Southwest’s long-standing relationship with Norton Rose Fulbright is built on mutual respect and a dedication to quality. When NRF set out to upgrade its offices in Houston and Dallas, STSW became the prominent partner, entrusted to deliver spaces that reflect the firm’s global stature and maintain a balance of elegance, sophistication, and utility.
SHOWING ELEGANCE IN HOUSTON
Norton Rose Fulbright’s Houston office interior fit-out at 1550 Lamar Street was a significant project for Structure Tone Southwest and NRF. Spread across seven floors (20–26) and spanning 117,869sf, the project aimed to deliver a modern, efficient, and luxurious workspace that would reflect the firm’s global reputation. Each office element was
meticulously planned to create an environment that seamlessly blended function with sophistication.
“The strong trust and collaboration we’ve developed with Norton Rose Fulbright over the years have been key to the success of these projects,” says Tom Gore, Structure Tone Southwest project executive. “We’re certain that our partnership will set new benchmarks in workspace and design functionality.”
PROJECT DETAILS: NRF HOUSTON
Location: Houston, TX
Size: 117,869sf
Client: Norton Rose Fulbright US LLP
Architect: Rottet Studio
Sector: Corporate Interiors
Completion: 2024
PROJECT DETAILS: NRF DALLAS
Location: Dallas, TX
Size: 125,000sf
Client: Norton Rose Fulbright US LLP
Architect: Staffelbach Design Associates, Inc.
Sector: Corporate Interiors
Completion: 2015
INTERIOR FIT-OUT AND DESIGN ELEMENTS
The design of the Houston office masterfully balances style with practicality. A striking central staircase serves as the heart of the office, connecting levels 20 and 21 and creating a sense of cohesion throughout the space. The reception area and conferencing center accommodate high-level meetings, with a spacious layout offering functionality and elegance. Executive areas were tailored with highend stone, ornamental metals, and wood veneers, which add a refined aesthetic to the office environment.
l Custom lighting and pendant fixtures: Carefully chosen to enhance the ambiance, these fixtures provide both visual appeal and the practical illumination needed for daily operations.
l Collaboration spaces and private offices These spaces are designed to enhance both private and collaborative work by incorporating demountable office fronts with high soundproofing, ensuring confidentiality during sensitive discussions.
l Elegant conference rooms and catering pantry: The conference center, equipped with advanced AV systems, supports seamless communication, while the pantry provides both convenience and a touch of luxury, further elevating the office experience.
A MODERN TRANSFORMATION IN DALLAS
In the heart of Dallas, Norton Rose Fulbright set out to transform their office space within the iconic Chase Tower. The goal was clear: to create a modern, functional, and sophisticated environment that aligned with their global brand. The 125,000sf project, spread across four floors, required a complete interior demolition to make way for a state-of-the-art office space. The fit-out project highlights the seamless collaboration with each partner contributing their expertise to bring the vision to life.
A BLEND OF INNOVATION AND PRACTICALITY: DESIGN HIGHLIGHTS
The design of the Dallas office perfectly balances modern aesthetics with practical functionality, emphasizing both luxury and efficiency. Key features include:
Private attorney offices: The suite comprises 160 private offices, each elegantly finished with custom wood veneer panels, incorporating exotic woods such as Etimoe, African Mahogany, and Rosewood. Clerestory glass panels are also included in each office, inviting natural light to flow throughout the space.
• High-end conference rooms: Located on the main reception floor, the conference center features expansive rooms that can be reconfigured using operable wall systems. Italian stone countertops, custom lighting, and detailed ceilings create an upscale atmosphere ideal for the firm’s high-profile meetings.
l Breakroom and Reception Area: The employee breakroom exudes a warm, inviting feel, with walnut hardwood flooring, custom mosaic tile, and contemporary seating. The reception area is equally striking, featuring a glass wall with a backlit world map—a symbol of the firm’s global reach.
“Building the Dallas office gave us the opportunity to incorporate some truly innovative elements,” says Structure Tone Southwest estimating manager, Kelly Ioannou. “The operable wall systems and the selection of high-quality materials like Italian stone and exotic woods are examples of how we worked with the design team to push boundaries and create a space that is both functional and beautiful.”
OVERCOMING CHALLENGES
Both the Houston and Dallas projects presented unique challenges, yet STSW navigated each with resourcefulness. In Houston, the team faced complex logistics, particularly in coordinating construction activities around the base builder’s schedule, which required continuous communication with property management to ensure smooth operations. Delays caused by importing materials, such as European stone, further tested the timeline.
However, STSW demonstrated flexibility by sourcing alternative materials that maintained the design’s integrity, proving their ability to adapt without compromising quality. Similarly, the Dallas project demanded a high level of precision and innovation. From upholding NRF’s brand standards to managing long lead times on specialized materials, the team remained agile and solution-focused. Installing custom elements, like Skyfold wall systems and imported materials, required careful planning and execution.
In both cities, STSW’s commitment to meeting deadlines while maintaining clear communication and high standards ensured successful outcomes, exceeded expectations, and delivered exceptional results.
“Challenges always arise on projects of this scale, but we were able to navigate complex logistics in Houston with close coordination with property management and the building team,” says Gore. “We also found creative solutions when supply chain delays affected material deliveries.”
BUILDING A LEGACY AND A LASTING IMPACT
The partnership between Structure Tone Southwest and Norton Rose Fulbright goes far beyond traditional project execution; it is rooted in shared values, mutual respect, and a commitment to excellence. Each project they’ve completed together, from Houston to Dallas, serves as a testament to the power of strategic collaboration, demonstrating what can be achieved when industry leaders unite with a shared vision. These projects not only meet the evolving needs of high-profile clients but also set new standards in workspace design, blending innovation, functionality, and luxury.
As Norton Rose Fulbright continues to expand its operations and evolve as a global law firm, Structure Tone Southwest remains a trusted ally in bringing this vision to life. The partnership is more than just a series of completed projects—it is the foundation of a legacy built on quality, innovation, and a shared drive for long-term success.
“While each project had its unique set of challenges, the shared vision between our Dallas and Houston teams allowed us to deliver spaces that reflect the firm’s global stature and support their day-to-day operations,” says Ioannou. “Whether it was the architectural elegance in Houston or the innovative elements in Dallas, both projects exemplify how effective teamwork can transform a vision into reality while redefining the workspace.”
A Smarter Ladder
Following a 20-week pilot program with Structure Tone, Otto Tech Systems will release their SmartLadder system to combat a leading cause of workplace accidents: falls from ladders.
According to the US Bureau of Labor Statistics, falls, slips, and trips were the second highest cause of workplace fatalities in 2022. Ladders are one of the primary contributors to jobsite falls—ones that organizations such as the Occupational Safety and Health Administration (OSHA) say may be preventable.
Motivated by the hazards workers face, Otto Tech Systems developed the SmartLadder. This system includes a technology-integrated modified A-frame ladder, a mobile app, and a portal and reports for management. Following a 20-week pilot program with Structure Tone, Otto is eyeing a 2025 release.
“It struck us that the ladder has remained essentially unchanged for thousands of years,” says Ellen Giuntini, chief executive officer of Otto. “You can find Stone Age cave drawings of ladders that are not significantly different from what we have today. We saw an opportunity to marry today’s technology with the power of data to enhance safety.”
The Otto team connected with Structure Tone early in the process of developing the SmartLadder and recognized an opportunity to collaborate with safety leaders and workers. After an initial test on an Ajax site in Florida, Structure Tone and Otto partnered for a 20-week field pilot in New York City.
The SmartLadder combines real-time audible alerts with onboard data analytics. Sensors detect movement and weight distribution, sounding a warning tone when users approach a tip-over point, exceed weight limits, walk or hop the ladder, or engage in behavior not in compliance with training. Additionally, the wireless- and Bluetooth-enabled ladder continuously captures data and uploads it into a cloud data management system for analysis. The system can even send out SMS alerts to supervisors in cases of severe unsafe behavior.
The goal is that the ladder will not only be used for post-accident analytics, but also to prevent accidents before they happen. “The data
provided to project supervisors helps understand what happened yesterday,” Giuntini explains. “But it also identifies tendencies that can be accounted for in planning or daily safety talks. At a larger level, a project manager can look at trends of overall safety and training.”
Since the pilot, one of Structure Tone’s largest clients has specified SmartLadders on an upcoming project. With a plan to offer a limited supply of the 8-foot IAA-rated ladders as production ramps up, Otto is allowing interested parties to pre-register on their website to assess demand. The company is offering a priority spot to Structure Tone subcontractors upon release.
SCAN THE QR CODE to learn more about these ladders
“Ladder misuse is one of the leading causes of accidents on construction sites,” says Keith Haselman, senior vice president of corporate safety for STO Building Group. “Our organization quickly saw the value of partnering with Otto Tech Systems to address this critical issue. Through our pilot, we were able to provide Otto with feedback and data based on real-world conditions. Additionally, we were pleased to see a 20–60% reduction in specific undesired behaviors with ladders on the project.”
It’s Great to Be a Guru CarGurus’ New Boston
Headquarters
In a time when many organizations are still questioning what to do about office space, one Boston-based company has put their stake in the ground—literally. CarGurus, the most visited car shopping website in the US*, recently opened their new headquarters in Boston’s Back Bay. Spanning 10 floors and over 225,000sf, the project is one Structure Tone Boston was poised and ready to tackle.
PROJECT DETAILS
Location: Boston, MA
Size: 225,000sf
Client: CarGurus
Architect: IA Interior Architects
Owners Rep: CBRE
Engineer: Vanderweil Engineers
Certification: LEED Gold
Sector: Commercial
Completion: September 2024
BOSTON
“CarGurus is the anchor tenant of this brand-new office building that sits right on top of the Mass Pike, so it’s very visible as you head into and out of the city.” says Ryan Megenedy, Structure Tone project executive. “We were honored and excited to be part of such a notable project for Boston.”
PLANNING MAKES PERFECT
After being awarded the air rights to build over I-90 in 2013, the first such project in over 30 years in Boston, project developer Samuels & Associates spent the following years collaborating with the city and community to design and permit the base building.
Planning to fit out the CarGurus space began in 2019 while construction of the base building was still underway. When COVID hit and introduced a new way of work, the CarGurus team hit the pause button to retool the design with IA Interior Architects to match evolving styles of working.“The pause gave us time to reflect and adjust the use of space in light of our hybrid environment,” says John Hart, facilities manager at CarGurus. “We focused more on collaborative spaces, paired with a variety of meeting rooms and individual workspaces that can flex based on a person’s—or team’s—needs.”
The extra time also meant Structure Tone could take advantage of an extended preconstruction phase. “We essentially got two years of planning,” says Andrew Emden, Structure Tone area manager. “That gave us ample time to work really closely with the design team to determine the most effective and efficient strategies for the fit-out.”
One of those strategies included a unique approach to site management. Rather than assign superintendents by floor, the team divvied up oversight by trade type—one for drywall and ceilings, one for finishes, etc. “This approach made a big difference to how our team collaborated,” says Evan Stark, Structure Tone senior project manager. “It was really easy for the subs to know who their main contact was, no
matter what floor they were on, and made communication very clear.”
The enhanced precon phase also helped the team prepare for possibly the project’s biggest focal feature and challenge: a central staircase that connects all 10 floors. “The scale of that staircase was an enormous undertaking and really drove the schedule of the entire project,” says Jim Custodio, Structure Tone senior account executive. “We launched a stair mobilization phase in March of 2023, a full five months before construction even began.”
RECYLING MADE EASY
How construction progressed also mattered to CarGurus and to Structure Tone. Targeting LEED Gold status, the project team included a construction waste site separation program to reduce the amount of construction waste sent to landfills. The team made it easy for everyone: they ordered extra waste hampers with signs on each one to indicate what goes in it. “The trades were fully onboard,” says Stark. “Everyone understood how to separate the debris, and we took care of getting it to recycling.”
According to Structure Tone sustainability manager Michael Orbank, the program was a huge success. “By the end of the project, our data shows that over half—51.31%— of all waste leaving the site was able to be
site separated and sent directly to material recyclers.”
WITH A BOW ON TOP
The construction team’s crowning achievement, however, may be the pergola on the building’s roof—the literal and figurative “bow” on top. The structure has large steel beams and columns that had to be placed exactly atop the structural steel of the building. That required orchestrating a crane pick in one of Boston’s busiest neighborhoods—above a busy highway and train yard, near Fenway Park, and surrounded by several colleges. “The City gave us two possible weekends to make it work,” says Emden. “We were there from Friday night at midnight until late Saturday night to get it done. Our steel installer said it was the hardest thing he had ever worked on.”
When all was said and done, CarGurus was thrilled with the end result and held a formal ribbon cutting with Massachusetts Governor Maura Healey and Boston Mayor Michelle Wu. The entire Structure Tone team was there and have since continued to work on post-occupancy projects using Structure Tone’s Facilities Construction Services team and Day2+ platform.”
“It is hard to put into words the excitement and joy felt by our community across the board,” says Frank Plati, CarGurus director of facility operations and real estate. “On top of that, the Structure Tone and IA project team was made up of great people with positive, can-do attitudes that made problem-solving fun, rewarding, and enjoyable. We were extremely fortunate to be a part of this team.”
*Similarweb: Traffic Report [Cars.com, Autotrader, TrueCar, CARFAX Listings (defined as CARFAX Total visits minus Vehicle History Reports traffic)], Q3 2024, US
Defining Luxury Living
High Floors, High Tech, and Impressive Amenities
Multifamily luxury housing has been booming in cities across the US. But what exactly does “luxury” mean? It depends on the market, says experts from STO Building Group’s multifamily builders. Here are perspectives from three different US markets.
The Experts:
Andrew Geier
Executive Vice President, Layton (Phoenix, AZ)
Brooks Rutledge
Vice President, Layton (Nashville, TN)
Jason Vesuvio
Vice President, Pavarini McGovern (New York, NY)
One Park Point, Brooklyn
What defines “luxury” in multifamily housing?
AG: What someone labels as “luxury” is subjective. Most owners call their building “luxury,” but luxury is defined by the market—whether it’s amenities, the fit and trim, or location. In Arizona, most multifamily buildings are wood-framed and four to six stories, so tall concrete buildings stand out as more luxurious. Shorter buildings can be luxurious as well. For example, our project, The Ascent, is a private residential community within the Phoenician resort. It features contemporary desert architecture integrating natural materials and colors. We installed European cabinetry in the kitchens and very high-end finishes throughout.
JV: There is a spectrum within the spectrum when it comes to defining luxury. In New York, a new level of luxury has been defined by “Billionaire’s Row” along 57th Street due to the 1,000-foot-plus super tall towers. There, luxury typically means a concrete building with a high-end enclosure, a great location, a high floor with an unimpeded view, ample square footage, lavish interiors, and a Michelin-starred restaurant with a great chef.
BR: Our clients are looking to balance luxury with cost efficiency, so often they will spend more on amenities like an expansive lobby, a pool, fitness center, music room, restaurant, retail, or coworking spaces. In doing so, they are conveying a luxury space through public spaces and amenities, while remaining more cost conscious in the units themselves. In Nashville, it’s vital that tenants are provided access to parking, often underground, due to the lack of infrastructure to support its exponential growth.
What is driving the demand for luxury housing in your market?
AG: Arizona is a vacation and snowbird destination. The demand for luxury living is coming from people who are looking for a lock-and-leave condo as a second or third home. They want all the comforts of home in a beautiful location without having to take care of a yard. For younger people, we find that they want nice aesthetics in cool surroundings. Our project at Sol Modern in downtown Phoenix has everything singles and young families could want in a community—outdoor lounge and kitchen, an eighth-floor basketball court, citrus groves, and the tallest multifamily pool in the city.
JV: Since the pandemic, one of the drivers of luxury in New York is flexibility in your living
space. Some developers offer building designs with more outdoor spaces, more living areas for potential home office space, and the option to easily “punch through” another unit to expand your home. Balconies and courtyards—green spaces in general—are another component of luxury living in the city.
BR: In Nashville, there remains a focus on music, tourism, and entertainment. Often we find that apartments and condominiums located in SoBro, Midtown, or the Gulch act as second and third residences or an alternate means of income (VRBO or Airbnb). As such, unit renters, owners and/or guests are not likely to spend a great deal of time at “home”—they are here for the party, so the unit itself need not be luxurious, but functional. It’s vital, however, the building be centrally located and convey an upscale appeal.
What are some trends for luxury apartments and buildings?
AG: Technology is becoming more prevalent—for access, for security, and within the home. With the younger demographic now in the rental and buying market, a high level of technology integration is a requirement.
JV: The New York residential market pushes the envelope on buildings’ structural limits and very complex, detailed exterior wall
design that brings the outside into the living space. A high level of integrated security and smart home technology also comes to mind. Sustainability is reaching new heights here as New York heads towards its Local Law 154 mandate for all-electric buildings in new developments.
BR: We, too, are seeing the need for security and automation. Many of our clients are intent on providing three to five levels of below-grade parking.
Right now, luxury is driving multifamily construction spending. Do you expect this to continue?
AG: Yes, in Arizona, its competitive. Each developer wants to do it better than the last; it’s like an arms race.
JV: In New York, there is a continued pause in this subsector of the residential market due to the lending environment. Regardless, everyone here is keenly aware of what the competition has done and will likely do in the future to make their luxury product better than the last development.
BR: In Nashville, there is a need for multifamily housing, luxury or otherwise. Location and speed-to-market are paramount.
Sol Modern, Phoenix, AZ
Greenlighting Studio Construction
Q&A with Broadcast Experts from Structure Tone and Pavarini Northeast
The golden age of Hollywood may be behind us, but the demand for captivating content is higher than ever. A production boom is spreading across the northeast, leading owners, designers, and builders to ask themselves: how do we keep up with it all? Scott Corneby, executive vice president at Structure Tone New York, Jamie Dunn, senior project manager at Pavarini Northeast, and Mike Farrell, regional vice president at Structure Tone New Jersey, share what they’re seeing from their broadcast and media clients and where studio construction may be headed next.
Jamie Dunn Senior Project Manager Scott Corneby Executive Vice President
What makes building in the broadcast and media sector unique?
Mike Farrell, Structure Tone New Jersey: While there is definite overlap with projects in other sectors, broadcast facilities and studio spaces have unique characteristics. One is the acoustic requirements—soundproofing material—to minimize interference and optimize audio quality. Room dimensions and organization are also important. Studios often have high-tech control rooms that need to accommodate large monitor screens, state-of-the-art A/V equipment, and premium lighting. Additionally, these facilities must be flexible, adaptable for different types of productions and advancing technology. We’re seeing modular walls, movable partitions, changeable furniture. And everything (power, internet, broadcasting equipment, etc.) must be integrated; production cannot go down, especially in a live environment.
What are some common challenges on broadcast/media projects compared to other sectors?
Jamie Dunn, Pavarini Northeast: One main challenge is finalizing broadcast decisions early. It’s important that we involve end users or operators in construction or even preconstruction meetings to understand their needs and timelines and get everything right from the beginning. We’re building the job, but at the end of the day, what we turn over to the client needs to function properly. Another common challenge is the need for commissioning agents/engineers to establish testing and commissioning requirements early so there’s adequate time built into the schedule. And the structural design of these facilities is crucial.
Mike Farrell Regional Vice President
Studios need to be isolated from the rest of the building, with capacity for custom lighting, extensive A/V equipment, and filming/streaming. End use, cable paths, and accessibility all need to be considered from a structural standpoint.
Scott Corneby, Structure Tone New York: All projects are unique, but for broadcast facilities, the planning, scheduling, and understanding of technology stand out. Our recent experience in New York consists of complex headquarter projects in new buildings. They need computer rooms, technical gear rooms, critical equipment rooms, and other infrastructure—mechanical, electrical, low voltage, etc. And this is before we build out the countless studios, edit rooms, voiceover rooms, streaming rooms. It should also be noted that most broadcast facilities require early turnover, which is always a scheduling priority. We often turn those rooms over six, nine months, even a year in advance to allow the integrator to build, test, and commission, so that the end user has ample time before anything goes live. This QA/QC process is invaluable to the success of broadcast facilities construction.
Dunn: In the Connecticut market, we’ve had the opportunity to work on high-profile broadcast studios in occupied spaces. We’re certainly used to building within multi-tenant facilities, but media projects have specific technological and structural requirements. Building media and studio space takes comprehensive planning, both in terms of the client and other tenants.
NEW JERSEY
What are key design considerations when building or renovating media production space?
Farrell: Technological integration is essential in these types of spaces. Modern broadcasting relies on advanced technologies like high-defi nition video, multiple camera setups, and live streaming. We need to understand, de sign, plan, and build for these systems, while also keeping the infrastructure flexible so that the end user can adapt the space down the road. Scott mentioned another key consideration: understanding the workflow of production, including leaving time for integrators before our construction finishes. And then, as in other sectors, we have to factor in the ability to work remotely. Off-site production capabilities require special infrastructure and high-speed internet networks, as well as extensive data management and analytics integration that can report on viewer behavior and drive better content strategies.
How do you manage strict timelines on broadcast and media projects?
Dunn: I’ll also mention site selection. Choosing the right spot is paramount. Most of these facilities are broadcasting live content, often during off-hours, and require dedicated infrastructure systems independent from the building’s regular operations, which can evolve as necessary. Then, during design and construction, it all comes down to flexibility and evolution. Planning for things like added cable, raised floor tiles, conduit and raceway expandability, and technology improvements, is a main consideration.
Corneby: To me, the most challenging aspect of broadcast and studio projects is the scheduling. Preconstruction must be looked at as a true investment. Jamie talked about the uniqueness of broadcast projects, building them, turning over to an integrator, having time to commission, test, and rehearse. During this phase, it is imperative to develop a schedule that not only addresses the major milestones of the CM and subcontractors, but also the end user, integrator, equipment vendor, and everyone else involved before final completion. Broadcast jobs are like other corporate interiors projects in that we try to order long-lead items and special equipment/systems early. But studios require early award for any above-ceiling trades, which need to be coordinated and finished early, because it’s almost impossible to go back if something isn’t right, with the insulation and multiple layers of sheetrock. And again, I don’t think we can repeat it enough, the QA/
QC process, the ability to leave time for sound testing, commissioning, startup, is critical. That way, when the talent shows up, they can rehearse in a space that’s finished.
What’s next for broadcast and media facilities?
Farrell: First and foremost is flexibility. Broadcast and media construction will continue to require facilities to be adaptable, especially as the industry shifts towards multi-platform content creation. Elements we’ve seen on recent projects are going to continue to advance, such as high-speed internet, cloud storage solutions, and data analytics. Another future focus is engaging with local content creators and integrating community activity within the established platform, potentially incorporating virtual reality and augmented reality. As technology evolves, so will how these creators stream their content. And similar to design and construction in other sectors, sustainability will be important. For broadcast and media, that could mean using green materials or being cognizant of efficient energy usage. Editing rooms and production studios use a lot of power, so making sure everything is being utilized efficiently will certainly be a future consideration for spaces in this industry and can help inform what else may be ahead.
WATCH THIS SPACE for our podcast episode with these experts
Ask the Expert
Brooks
McDaniel
and the Rise of Residential Conversions
Brooks McDaniel
Senior Vice President, Building Repositioning
As urban landscapes evolve, cities face a dual challenge: high office vacancy rates and critical housing shortages. One innovative solution is transforming underutilized office buildings into residential spaces. To explore this trend, Brooks McDaniel, Senior Vice President of Building Repositioning at STO Building Group, dives into valuable insights into the complexities and opportunities of these conversion projects.
What are the common myths surrounding office-to-residential conversions, and how do the realities differ?
This is one of the most frequently asked questions. A prevalent myth is that these conversions don’t work due to challenges like deep floor plates, plumbing issues, or high costs. However, the reality is that many office buildings in cities like New York are well-suited for conversion.
For deep floor plates, the solution lies in designing deeper units, often featuring home offices or interior bedrooms with borrowed light, which some cities allow. Plumbing challenges are resolved by core drilling the slab to relocate pipes as needed. Ultimately, these projects are no more complex than any other construction endeavor.
How do costs compare between constructing new residential buildings and converting existing office spaces?
Cost is a significant factor favoring conversions. New construction typically involves demolition costs of $75 to $100 per square foot and rebuilding expenses of $450 to $550 per square foot, resulting in a total cost of $550 to $650 per square foot. In contrast, office-to-residential conversion prices in New York City range from $275 to $375 per square foot.
What is the timeline difference between office-to-residential conversions and new construction?
The timeline is a significant factor when considering conversions versus new builds. Conversion projects typically take 22 to 24 months to complete, compared to 36 months or more for new residential construction. This time savings not only reduces carrying costs but also accelerates the delivery of much-needed housing. For developers, shorter project timelines translate to quicker returns on investment, making conversions a practical and appealing alternative to groundup construction.
What are some common design challenges in office-to-residential conversions and are there solutions?
Design challenges often begin with windows. Buildings must meet legal light and air requirements, which dictate specific depths between windows and lot lines. If existing conditions don’t suffice, we modify floor plates to create the needed space. Operability is another consideration; windows in residential buildings must open, which can necessitate modifying facades of office buildings. Partnering with skilled design teams allows us to address these challenges effectively while ensuring compliance with energy codes.
How are zoning laws in cities like New York and Los Angeles impacting these projects?
Zoning laws play a pivotal role. In New York, Article 1, Chapter 5 of the zoning text facilitates as-of-right conversions of office buildings, offering benefits like reduced rear yard requirements. Similarly, Los Angeles is updating its adaptive reuse ordinance to include buildings as recent as 15 years old, reflecting a nationwide trend toward more flexible zoning.
What roles do government incentives like tax abatements and streamlined approvals play?
Government incentives are crucial for making conversion projects viable. New York City, for instance, offers generous tax abatements that support project financials. Other cities like Los Angeles and San Francisco are following suit, reducing approval timelines from one to two years down to six months and proposing state-level tax abatement plans. These measures significantly reduce carrying costs and expedite project timelines, making conversions more attractive to developers.
How do urban housing shortages and high office vacancy rates intersect? Is repositioning existing buildings a solution to both?
Many cities face the dual challenge of housing shortages and high office vacancies. This convergence creates an opportunity to repurpose underutilized office spaces into much-needed housing. Declining office demand allows these properties to be acquired at a discount, while high residential rents make conversions financially attractive. By repurposing office buildings, cities can address housing demands while reducing the oversupply of office space.
Additionally, converting office buildings into residential spaces supports urban revitalization. These projects can breathe new life into neighborhoods, attracting residents and boosting local economies. By aligning urban planning strategies with market trends, cities can transform challenges into solutions, creating a more balanced and sustainable real estate landscape.
100 Vandam Street, New York, NY
Class in Session
The Rebirth of Rutledge H. Pearson Elementary School
For six decades, the Rutledge H. Pearson Elementary School was the cornerstone of its neighborhood. However, over time, the aging building’s infrastructure and outdated systems could no longer meet the needs of its students. That’s when Ajax Building Company stepped in to help support a new mission: to create a stateof-the-art facility to inspire learning and serve the community in new and meaningful ways.
FROM VISION TO REALITY
The new Rutledge H. Pearson Elementary School spans 95,933sf and houses 42 classrooms, accommodating 906 students. The two-story building is designed around a “neighborhood” concept, with wings that create a central courtyard to encourage collaboration and a sense of community. Key areas, such as the media center and a multipurpose dining area, are strategically located to accommodate after-hours use and potential future expansions.
“The building isn’t just functional—it’s also inspiring,” says Jay Smith, President of Ajax Building Company. “This school is a reflection of the neighborhood’s history and its future potential.”
But the project wasn’t just about classrooms—the building doubles as a hurricane shelter, offering safety and security to the community in times of crisis. Ajax’s choice of durable, low-maintenance materials—tilt-up concrete walls with brick veneer accents—emphasizes a commitment to long-term functionality and resilience.
PUTTING DETERMINATION TO THE TEST
No project of this magnitude is without its hurdles, and Ajax faced their fair share. Tight deadlines, unforeseen tragedies, and pandemic-related disruptions tested the team’s perseverance, but innovative problem-solving kept the project on track.
A race against time. Meeting the deadline was a non-negotiable priority. With the students displaced to other county schools during construction, returning them to their local school on schedule was critical. Ajax implemented a “punch as you go” approach, conducting daily inspections to identify and resolve issues in real-time rather than waiting until the end of the build. This proactive strategy ensured that the project progressed efficiently and that the school would be ready for the new academic year.
“The pressure was immense, but the team’s ability to adapt and stay focused was remarkable,” shares Smith. “Every day was about finding solutions and moving forward.”
Managing loss. Midway through the project, the unexpected passing of the civil engineer created a gap in the permitting process. Her death profoundly affected the team, who had worked closely with her from the beginning. Despite the heavy loss, the Ajax team rallied together, maintaining their focus on the work she had contributed to and ensuring the project’s momentum wasn’t lost.
“It was a tough moment for the team,” Smith says. “We had to unite and find a way to honor her legacy. Her work was integral to the foundation of this project, and we pushed forward in her honor, ensuring the project stayed on track.”
Supply chain solutions. Pandemic-related delays compounded the challenges, particularly for critical materials like electrical gear. Ajax’s team contacted a GE plant in Mexico, which expedited production and delivered the necessary equipment in just four weeks. This creative solution allowed the school to open fully operational, avoiding temporary fixes.
CONNECTING WITH COMMUNITY
The Ajax team understood that building a school was also about fostering relationships within the community. From the beginning, they engaged residents through initiatives like job fairs to connect with potential workers, create economic opportunities, and raise awareness of the new school.
The job fairs proved to be an effective platform for engaging potential employees from minority communities. During these events, the team took the time to explain the available opportunities, address questions, and educate attendees about the local Office of Economic
Opportunity and Ajax’s Minority/Women Business Enterprise Program. Ajax also engaged one of their Mentor Protégé program partners, Shifting Gears, on the project, expanding opportunity to local MWDBE businesses.
Additionally, the project team implemented an innovative initiative by creating a mock-up tilt wall panel before full-scale construction began. This quality assurance measure ensured that the building’s structure would align with the design, allowing construction to proceed smoothly and confidently.
A NEW BEGINNING
The impact on the community was immediately evident when the school officially opened its doors. Hundreds of residents, school employees, and local leaders gathered for the ribbon-cutting, a testament to the project’s significance. As the project becomes a model for future improvements, its success goes beyond just the physical space.
“Our team believes in building not just for today but for the future of every student and every neighbor who walks through these doors,” says Smith.
Restoring the Human Spirit in Maui: Ohana Hope Village
When the Lahaina wildfires devastated Maui, thousands of families lost more than homes—they lost stability and hope. Supported by Layton Construction, the Family Life Center (FLC) and Hawaii Off Grid (HIOG) responded with a vision to rebuild houses so the people of Lahaina could start rebuilding their lives. This vision was brought to life through partnerships with Palladium, GISI, and the unwavering dedication of volunteers like Layton project manager Melissa Humphrey, who donated over 1,200 hours of project management to support the construction on the ground. The result was Ohana Hope Village, a groundbreaking initiative that provides 83 off-grid homes to support displaced families. Through compassion, innovation, and determination, the project proved that building isn’t just about brick and mortar—it’s about restoring the human spirit.
A COMMUNITY BUILT FOR HEALING
Located on the island of Maui, the thoughtfully designed homes at Ohana Hope Village include private kitchens, bathrooms, and enclosed lanais. These features prioritize privacy, dignity, and safety for families who have endured unimaginable loss.
Crafted from modular units and assembled in minutes, the homes come fully wired with lights, outlets, and lockable doors. Each unit is part of a “pod”—a cluster of six homes that share access to a community center. These centers are equipped with laundry facilities, larger kitchens, meeting rooms, and spaces for mental health and disaster recovery
services. Community gar dens and walking paths add to the village’s restorative atmosphere, embracing Maui’s cultural tradition of self-sustainability.
THE POWER OF THE PLATFORM MEETS INTERNATIONAL MOBILIZATION
Creating Ohana Hope Village required unprecedented, international coordination and speed.
A finished home in Ohana Hope Village
Layton project manager Melissa Humphrey, first day of sitework
The project broke ground 11 days after the fires were doused, and on day 12, Continest modular housing units were flown in from Hungary via NATO C-17 aircraft, an effort facilitated by the Hungarian government.
“We had only four hours to unload the aircraft before the airport had to clear for Air Force One as President Joe Biden was arriving the next day,” says Melissa Humphrey. “The urgency was intense, but the drive to succeed was even stronger.”
A pivotal aspect of the project was the role of GISI’s resources and expertise, which were leveraged through individual networking and collaboration
“GISI Executive Vice Chairman, Jeff Kissell, whose support and guidance were invaluable, exemplified how connections across industries and organizations can amplify such impactful initiatives,” says Humphrey. “Through direct collaboration with myself and other volunteers, Jeff helped to ensure that the project had the necessary resources and expertise to tackle the many challenges along the way.”
GISI’s involvement not only facilitated key planning but also underscored the importance of community-driven, international support in times of crisis. Local contractors and volunteers, many of whom were personally affected by the fires, worked diligently to assemble the homes and infrastructure. The bathroom and kitchen units were built locally, creating jobs in a community struggling to recover from the disaster. Solar panels and other off-grid solutions provided sustainable energy, aligning with Maui’s environmental values.
Additionally, this housing was being offered rent-free for the residents for as long as they needed to get back to Lahaina. For those families without insurance—40% of those who lost homes—also had the option to move these modular units to their Lahaina lots after cleanup, giving them a tangible path toward reclaiming their lives.
A MODEL FOR RESILIENCE
The impact of Ohana Hope Village extends beyond its residents, as the local construction has provided jobs to a community that was hardhit by the disaster. For the Lahaina residents who lost their homes, these modular units offer a glimmer of hope, providing them with secure rent-free housing as they financially and emotionally recover. When the first wave of families moved in February 2024, some of them had moved 9 times in less than the 6 months post disaster or had been living as a family of 7 in one hotel room. Ohana Hope Village is not just a response to the Lahaina fires; it is a model for sustainable recovery, offering wrap-around services such as mental health counseling, di saster navigation, and housing assistance to equip families with the tools they need to rebuild their lives. As the village nears full comple tion, it serves as a promise that Maui will rise again, stronger than ever.
“This project is a testament to what people can achieve when they come together,” says Humphrey. It’s been challenging but know ing we’re giving families a safe place to land makes it all worth it.”
LF Driscoll is helping make history in New Jersey. The LFD team is currently building Rowan University’s new Shreiber School of Veterinary Medicine, the first in the state.
The first two floors of the 162,000sf facility will be dedicated to the classrooms, exam spaces, and animal care needs of the veterinary school and animal hospital, while the third and fourth floors will host labs, collaboration spaces, and support areas for the Virtua Health College Research Center.
While this hospital focuses on animals rather than people, the standards for the facility are equally high, says Ken Kaighin, LFD senior project manager. “The Department of Health doesn’t inspect the building, but there is an accreditation process for the school and its facilities,” he says. “The facility must meet all the standards expected for the cleanliness and biosensitive considerations of the pharmacies, surgical rooms, anatomy labs, and other spaces. That’s an area of expertise we know very well.”
One of the biggest challenges of the project so far has been managing its aggressive schedule. With the project timeline directly tied to the academic school year, there is no margin for delay. The team has been focused in particular on coordinating the constructability of the MEP systems within the design. For instance, the air handlers require extensive ductwork, and some ducts are so large (up to 12 feet wide) that additional steel support racks were needed to hang additional equipment below the ductwork.
That’s where virtual design and construction (VDC) strategies really came into play. “We have avoided numerous issues over the last several months by solving the problems in virtual space first,” says Kaighin. “We also did a trial run of a software that allows team members to walk through the modeled space
using VR headsets. This was incredibly helpful for the owner’s maintenance and engineering staff to understand what they would be handed at the end of the project and provide input for adjustments before we build.”
The project is on track to be completed by August 1, 2025. Most of the walls are framed and topped out, roofs are on, and the team is digging into the interior systems and fit-out.
“There are over 250 tradespeople on-site right now,” says LF Driscoll senior superintendent Steve Ciallella. “We are installing the MEP systems and are well on pace to make sure the school welcomes its first-ever class of veterinary students right on time.”
QUICK FACTS
Year established: 2015
Location: Philadelphia, PA
Cameron & Associates 8
Tell us about you and your company. My professional journey spans over three decades, starting as a banking executive and evolving into a community-driven entrepreneur. I’ve always been deeply committed to serving others, whether through volunteerism or forging strong partnerships that bridge gaps between industries, governments, civic organizations, and nonprofits. I established Cameron & Associates to create opportunities, not just for myself, but for others—especially those historically excluded from this industry. Through my leadership, we’ve built a company known for its excellence, resilience, and commitment to community impact.
How did you get into construction?
I’ve always been fascinated by the construction industry. There’s something profound about creating structures that not only stand tall but also serve as spaces where people live, work, and dream. My transition
Number of employees: 12 full-time and 10 part-time
Notable projects: Princeton University, University of Pennsylvania, Children’s Hospital of Philadelphia
Years of partnership with LF Driscoll: 8.5 years
from banking to construction was driven by a desire to combine my entrepreneurial spirit with my passion for building stronger, more inclusive communities. I saw construction as a vehicle for empowerment. For me, it’s about more than building buildings—it’s about building stronger communities through diversity and inclusion.
When
and how did you start your company?
In 2015, I took the leap and started Cameron & Associates after years of preparation and soul-searching. Before taking on clients, I spent time in the field, having honest conversations with MWDBE business leaders, civic organizers, and everyday people. Those conversations revealed the deep challenges minority firms face in the construction industry—challenges like access to resources, fair treatment, and being seen as equals. I wanted to address these issues head-on. Cameron & Associates was built to be a bridge, offering solutions that empower
Pat LaRoche President & Owner t
small businesses while delivering exceptional results to our clients.
What is your company’s specialty?
We are a multi-faceted company with four distinct divisions, each designed to meet the diverse needs of our clients:
l Exceptional construction services: As a general contractor, we specialize in selfperforming finished trades, ensuring the highest quality and attention to detail.
l Top-quality construction supplies: We’re proud to be authorized dealers for some of the most trusted manufacturers in the industry, providing reliable equipment and materials.
l Building maintenance & on-demand services: Our on-demand model is designed for flexibility, allowing clients to address immediate needs without compromising affordability or quality.
l Professional services: From training and educational programs to outreach initiatives, we empower communities and businesses to grow sustainably.
What achievements are you most proud of?
Taking the leap. Starting my own business in an industry that is often unwelcoming to women and people of color required immense courage, resilience, and faith in my vision. I’m also proud that, over the years, I’ve earned respect and trust, not just as a business owner, but as a leader who prioritizes integrity and inclusion. Finally, my proudest achievement is mentoring and opening doors for others—especially women and people of color—so they can find success in construction. Every step of this journey has been a testament to the power of persistence and the belief that we can change the narrative for underrepresented groups in this industry.
What was most helpful as your company began competing in the local market?
l Recognizing the “concrete ceiling.” I quickly learned that being a minority-owned business comes with unique challenges—challenges that require strategy, resilience, and innovation to overcome.
l Mentorship and support. Building relationships with mentors who genuinely believed in me was critical. These were people I could be vulnerable with, sharing my fears and weaknesses without judgment.
l Navigating cash flow. Managing cash flow and securing capital were some of the hardest lessons, but they taught me the importance of transparency and strategic planning.
How did your partnership with LF Driscoll begin?
I first met Michael Delaney at a networking session in 2015. Two years later, after building trust and rapport, I earned my first opportunity
with LF Driscoll on a significant project in Philadelphia. Mike shared with me the “Crawl, Walk, Run” approach—a step-by-step framework for navigating this challenging industry. This mentorship evolved into a partnership and friendship that has led to over 20 projects and opened doors to collaborations with other top firms and institutions.
What have you appreciated most about LF Driscoll?
What I admire most is LF Driscoll’s commitment to action. They don’t just talk about inclusion—they create tangible opportunities for smaller firms like mine to succeed. Their team—led by individuals like Mike Delaney and Ken Innella—has offered countless moments of learning, from project management tips to leadership development.
What could the industry do to help MWDBE-certified businesses?
The barriers we face are deeply systemic. While promoting inclusion is essential, addressing foundational issues like debt servicing, cash flow, and operating costs is equally critical. Tight profit margins and delayed payments, for example, create bottlenecks that make it nearly impossible for small businesses to scale. What’s needed are structural reforms to reduce these barriers, ensuring MWDBE firms can compete fairly and sustainably.
What’s your advice for entrepreneurs in the industry?
l Embrace the journey! Success takes time. Start by crawling, then walking, before running.
l Build relationships. Mentorship is key. Find people you can trust and who will challenge you to grow.
l Focus on financial health. Always keep a sharp eye on your company’s financial picture—it’s the backbone of your success.
l Break through ceilings. The challenges are real, but with perseverance, you can overcome them.
l You can’t strive if you don’t survive. After a decade in this business, I’m still learning and growing, but I know the best is yet to come.
Restoring Lake Union Piers
How Abbott Construction helped revitalize an iconic Seattle destination—and prioritized sustainability in the process
Seattle’s Lake Union has lived many lives throughout its history. It is the ancestral home of the Duwamish indigenous people and a key part of the Lake Washington Ship Canal that connects Lake Washington to the Puget Sound. The freshwater lake was also the construction site of Boeing’s first aircraft and the location of Tom Hanks’ houseboat in the movie Sleepless in Seattle.
Lake Union began a transition when Seattle changed the shoreline’s usage from industrial to commercial. Once a heavily industrialized area peppered with gas plants, lumber mills, and shipbuilding facilities, the site is now host to picturesque walk ing paths and recreational boating—ringed by the offices of tech companies like Amazon, Google, and Meta.
It is against this backdrop that Abbott Construction partnered with property owner Vulcan Real Estate and design firm Miller Hull Partnership to renovate Lake Union Piers, a complex of buildings and docks located on South Lake Union. Prioritizing sustainability, the partners modernized the property and enhanced the site. In the process, they reused aging industrial structures to create extensive restaurant, entertainment, and retail space.
Vulcan purchased Lake Union Piers in 2000, and when it came time to renovate, they chose to work with the sustainability-minded
Seattle/San Diego architecture firm Miller Hull. The project was the first completed through Miller Hull’s 2021 Emission Zero initiative, which targets the elimination of greenhouse gas emissions generated from upfront construction.
Abbott and Vulcan chose to support the initiative, marking the first time the contractor and owner joined in on the zero-emission commitment.
To meet this goal, the three partners agreed to purchase carbon offsets to cover their respective one-third shares of upfront construction emissions. The renovation strategy for the project was estimated to generate approximately half the emissions that would be produced through new construction.
According to Andrew Bry, project executive with Abbott, the decision to partner around zero emissions was an impactful one, and a positive learning experience.
“To have all the partners buy the offsets is unique,” Bry explains. “Although the tangible impact of the offsets is a key focus, creating an opportunity to educate our staff was equally valuable. We were able to demonstrate how our funds went toward a blowing agent for spray foam that has less environmental impact, illustrating a real-life example of how this can make a difference.”
A key part of the Lake Union Piers project was deciding what to do about a series of 1980s industrial structures located on the property. The partners considered several options for how to approach the site, including tearing down the original properties. There were several challenges in deciding on an approach, especially how to adapt a property developed before contemporary environmental concerns. There were also shoreline setback requirements—ones that prevented the group from exceeding even one inch of the structure’s footprint.
“During preconstruction, we worked through several design and budget iterations,” Andrew Bry says. “We worked with Miller Hull and Vulcan to determine associated costs, constructability, and opportunities to build smarter and more effectively. The reuse option was determined to be the best value solution. Sustainability was baked into the process right from the start, which also meant less wear and tear on the team to pivot and manage changes later.”
Settling on the reuse approach, the partners worked to generate a sense of openness by whittling away materials from the preexisting site. According to Miller Hull, “our team designed subtractively, doing away with the unnecessary ornament of the exterior like we were carving into a piece of stone. Ultimately, we found that this alteration provided the most value while still affording the opportunity to redefine the experience of the site. The subtractive approach also reinforced our long-held philosophy that the most sustainable solution is the one that makes use of existing buildings.”
The final outcome of the work was 60,000sf of space, featuring terraced seating, shoreline plantings, and outdoor patios. Expanded visitor mooring opportunities and improved connections from arrival points to the water’s edge increase ease of access and invite the public to make use of the space. The site
was capped by a new “lantern,” a transparent restaurant amenity space with operable glass walls and extensive views of the lake.
Of course, sustainability was also central to the finished product, including bringing the buildings up to Seattle’s current energy code via envelope upgrades, all-electric space conditioning systems, and new lighting. In the end, Abbott’s work on Lake Union Piers shows how sustainability can be infused throughout a project—from the vision to the process to the end result.
