Content Contributors: Breanna Ahern, Diana Ardelean, Andrew Clark*, Leah Collie, JP Ervin, Colette Finnerty, Patrick Moriarty, Barbara Horwitz-Bennett*
Proofreaders: Kari Mullen, Caryn Norton
Special thanks: to the STOBG Corporate Marketing and Business Unit marketing teams.
*External Contributor
Structure
STO
Pavarini
Pavarini McGovern,
L.F.
L.F.
Govan Brown
Ajax
BCCI
Layton Construction
Abbott Construction
RC
Now that a few years have passed since the peak of the COVID pandemic, it’s clear that several building sectors are still feeling the effects. We know the corporate office market was severely impacted, but has been making a rebound in the last year. But it’s not just offices—other industries are seeing growth as well. The life sciences and industrial markets, for example, intensified during COVID, when their services became crucial to a functioning society and are now leveling off to more predictable growth. Healthcare had to put all plans aside while they focused on the acute challenges of the pandemic but have since returned to robust capital plans. Airports were, temporarily, ghost towns, but are now as active as ever. And with our increasingly digital world, the data center market continues to thrive.
The supply chain and subcontractors are our best asset when controlling costs in this robust market. Our preconstruction teams work with the best local subcontractors and global manufacturers—long before a shovel hits the ground—to ensure disciplined budgeting practices, controls, and transparency throughout a project. That means our clients can focus on the end result, delivering the space they envision for their employees or customers.
In short, the market has rebounded, and this issue of STO Building Group Insights digs into the construction outlook of those industries working to find cures for diseases, provide stateof-the-art healthcare, and create and distribute the goods and services that drive our modern way of life.
If you’d like to hear more from our experts on these markets and others, subscribe to our podcast. In the meantime, please enjoy this issue of Insights
SUBSCRIBE TO THE BUILDING CONVERSATIONS PODCAST
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.
“The life sciences industry has undergone significant transformation in recent years, driven by technological advancements, regulatory changes, and the global response to the COVID-19 pandemic. These shifts have not only reshaped operations across the sector but have also laid the foundation for the future of healthcare and life sciences facilities.”—Jennie Taveras, VP, Life Sciences Sector Lead, STO Building Group
“Healthcare construction is on a strong upward trajectory, fueled by demographic and geographic population shifts, evolving care delivery models, and technological innovation. We’re seeing increased demand for outpatient centers, behavioral health facilities, cancer care, and flexible, tech-enabled spaces that support both virtual and in-person care. Off-site manufacturing, sustainability, and data-driven design are giving clients greater certainty and efficiency. Speed-to-market continues to emphasize the need for lean principles and streamlined solutions.”
—Cris Bryant, EVP Healthcare, Layton Construction
“On the warehousing and distribution side, we’ve seen a market reset. Construction activity surged following demand from the COVID-19 pandemic. Tenant demand has since cooled through uncertain economic times, leading to increased vacancy rates and slowing construction starts. The market has appeared to reach equilibrium, and our forward look is indicating reasons to be optimistic for growth. On the manufacturing side, discussions about governmental incentives aimed towards reshoring could create a wave of activity in markets with labor pools conducive to manufacturing. We’re closely watching those programs.”—Neil Ascione, President, RC Andersen
“The AI revolution is forcing the data center sector to evolve from predictable and steady to an unprecedented level of growth. Cabinet densities, liquid cooling infrastructure, strained utility providers, supply logistics, and trade labor markets are all impacting the ability to meet the explosive growth of the industry. Experienced teams who are innovative in their planning and approach are required to deliver the unique solutions needed to address the ever-changing impact of AI in the data center sector today.”—Terence Deneny, SVP, STO Mission Critical
“The aviation sector is very active with new projects across the country, from smaller regional airports to the larger international hubs. The airlines and airport operators are upgrading their facilities, from cargo operations to passenger lounges, with a focus on improving the customer experience in terminals. The private aviation market is growing too, with multiple operators building new hangars and renovating their existing facilities.”
—Michael Cortese, Senior Project Manager, Aviation, Structure Tone
Head Protection Gets an Upgrade
Recognizing the benefits of the modern safety helmet over the traditional hard hat, STO Building Group is extending its 100% helmet requirement to include subcontractors.
The hard hat is one of the most iconic symbols of the construction industry, from photos of workers building skyscrapers to children’s playsets and toys. And while the hard hat has played a key role in protecting workers for decades, its design has remained largely unchanged since the 1960s. In the face of continued head injuries, recent years have seen increased calls for innovation and policy change.
Modern safety helmets have emerged as a leading alternative to traditional hard hats. Recognizing their critical advantages, we made safety helmets a requirement for all STO Building Group staff. Now, we are extending our 100% safety helmet policy to include all our subcontractors by the end of 2025.
In 2023, the US Department of Labor’s Occupational Safety and Health Administration (OSHA) announced the agency would replace traditional hard hats with modern safety helmets for all its workers. They acknowledged the lack of side and rear impact protection as well as chin straps to keep headwear in place during falls. Additionally, OSHA recommended the use of safety helmets in key occupational settings, including on construction sites and when working from heights.
In 2024, STOBG businesses began implementing a helmet requirement for employees and are now shifting policies to include subcontractors. These changes recognize safety helmets for their more comprehensive protection and enhanced features.
“Modern safety helmets offer invaluable protection in settings where falling objects or other hazards are present,” explains Keith Haselman, senior vice president of corporate safety for STOBG. “Additionally, they include crucial features like chin straps. In the past two years, hard hats without chin straps have fallen off 100% of the time during falls. We saw an opportunity to set a new standard for worker protection and strengthen our overall approach to PPE.”
Going forward, the company-wide policy will be written into new contracts with subcontractors, allowing the organization to make a smooth transition toward universal helmet use. Some STOBG businesses have also begun circulating memos and hosting informational sessions to help convey the value of helmets and clarify new policies.
The shift toward modern safety helmets represents just one way in which STOBG is working to improve PPE and set an example for peers and trade partners across the industry.
ventilation
Attached, moveable eye-shield
Better
Improved shock absorption
Chin strap prevents helmet from falling off
Repositioning Real Estate: THE RISE OF OFFICE-TO-LAB CONVERSIONS
by Brooks McDaniel, Senior Vice President of Building Repositioning, STO Building Group
In the wake of the pandemic, we’ve seen a fundamental shift in how cities use space. Commercial tenants are prioritizing quality over quantity, leaving older office buildings underoccupied and underutilized. At the same time, an increase in healthcare investment and technological advancements have led to a surge of life sciences growth across the nation. These two trends have set the stage for an unconventional solution: converting office buildings into lab space.
Innolabs, New York, NY
THE MARKET APPETITE FOR LAB CONVERSIONS
We’re seeing this concept of office-to-lab conversions gain traction across the US, particularly in markets where life sciences hubs intersect with world-class hospitals and leading universities. Cities like Boston, Philadelphia, New York, San Diego, and the Research Triangle in North Carolina are all attractive locations for life sciences companies looking to cluster near top talent from these academic and healthcare institutions—and that cluster effect often means we’re looking for lab conversion opportunities in very specific neighborhoods.
WHAT MAKES A BUILDING A GOOD CANDIDATE?
Lab spaces have specialized needs, and not every office building is equipped to meet them. In my experience, only a select few office buildings have the right attributes for conversion. When evaluating whether a building is a viable candidate for lab use, we consider several factors, including:
l Structural load. To support heavy equipment and reduce vibrations throughout the structure, labs require a live load capacity of at least 125lbs per square foot. The typical office building is only built to support 50lbs per square foot.
l Ceiling heights. The ceiling height of most office buildings (usually between 11 and 12ft slab-to-slab) should be the minimum ceiling height for a lab space. To accommodate mechanical systems and equipment, 14ft slab-to-slab would be ideal.
l Loading bays. With trucks of materials, supplies, and samples coming in and out all day, labs require a lot of loading birth capacity. Some loading bays must also meet specific requirements to ensure the safe transport and delivery of any hazardous materials.
Each of these requirements are difficult to find in a traditional office tower. The most promising candidates are usually office buildings that were formerly manufacturing facilities.
Take Innolabs in Long Island City, for example. Originally a manufacturing facility, it checked all the boxes: structural strength, floorplate size, and location in an emerging life sciences district. Our team at Pavarini McGovern led
the transformation, gutting the MEP systems and reengineering the vertical shafts to handle massive air intake and exhaust needs. The result was a dynamic, flexible facility tailored to the needs of cutting-edge biotech tenants.
CONVERSION VS. NEW CONSTRUCTION
Why go through the trouble of selecting an office building and converting it when you can just build new? These conversions often cost less than new construction—think $400 per square foot for a conversion compared to $575+ for new builds. These projects also move faster. Depending on the project requirements, a lab conversion can be delivered in as few as 20 months of construction, while ground-up laboratories require at least 30 months.
THE ROAD AHEAD
About two years ago, office-to-lab conversions were the hot topic. Owners were eager to transform underperforming office buildings into high-rent lab space. Today, the market is more educated. Real estate professionals understand it’s about identifying the right building in the right location and pairing it with the right team. With a strong demand for state-of-the-art lab space, these conversions offer a smart path forward for our clients looking to expand in booming life sciences hubs.
LEARN MORE about STOBG’s recent officeto-lab conversions on ‘the word.’
325 HUDSON STREET (Pavarini McGovern)
VAGELOS SCIENCE CENTER (Pavarini McGovern)
CONFIDENTIAL CLIENT (Structure Tone Boston)
by Jennie Taveras VP, Life Science Sector Leader STO Building Group
What’s Driving Life Sciences Construction?
The life sciences industry has undergone significant transformation in recent years, driven by technological advancements, regulatory changes, and the global response to the COVID-19 pandemic. These shifts have not only reshaped operations across the sector but have also laid the foundation for the future of healthcare and life sciences facilities. Here’s a closer look at four key forces driving change in the sector and its built environment.
1. Speed to market. The rate of building must match the rate of innovation—and in the life sciences sector, keeping up can be a daunting task. During the pandemic, pharmaceutical companies and biotech firms harnessed cutting-edge technologies, such as mRNA platforms, to deliver vaccines at record speed, marking a significant milestone in vaccine technology.
Beyond vaccines, the pandemic accelerated the adoption of artificial intelligence (AI), big data analytics, and machine learning in drug discovery and development. These technologies have become indispensable in identifying potential drug candidates, optimizing clinical trial designs, and predicting patient responses. The result has been shorter development timelines, improved efficiency, and greater precision in the research phase. Meanwhile, cell and gene therapies have emerged as promising solutions for genetic disorders and are now being explored for more common conditions such as cancer, heart disease, diabetes, and even neurological disorders like Alzheimer’s and Parkinson’s.
2. Regulatory changes have also played a critical role in shaping the landscape of life sciences. Regulatory agencies, such as the US Food & Drug Administration (FDA) and European Medicines Agency (EMA) introduced expedited approval pathways, especially during the pandemic. The FDA’s Emergency Use Authorization (EUA) program, for example, enabled faster access to vital treatments and vaccines. These regulatory innovations have set a precedent for how therapies may be accelerated in the future.
However, recent policy changes have significantly impacted FDA regulations in the life sciences sector. The current administration’s budget and staffing decisions have raised concerns about potential delays in drug development and approval processes, as pharmaceutical companies fear impacts to the FDA’s regulatory capabilities.
3. Digital delivery. From preconstruction platforms and virtual design tools engagements to AI-driven schedule analytics and reality capture solutions, technology continues to play a major role in the delivery of life sciences projects. At STO Building Group,
we’ve integrated these platforms with our powerful, customized Enterprise Resource Planning (ERP) project management solution, meaning we’re able to provide our teams and clients with real-time command and control.
4. Sustainability is no longer a valueadd in life sciences—it’s an expectation. As pharmaceutical and biotech companies face growing pressure to decarbonize and increase operational resilience, sustainability is becoming a key driver in facility planning and delivery. Clients are seeking lab and manufacturing spaces that meet ambitious climate goals without compromising the rigor that these buildings demand.
The life science sector is also a driving force behind corporate climate action. As we support clients in meeting their sustainability goals, they are, in turn, pushing us to deepen our commitments. The expectation includes pursuit of science-based targets through SBTi and expanded participation in third-party ESG rating systems, like EcoVadis. This sector isn’t just shaping the future of healthcare—it understands that human health is intrinsically tied to climate change and is raising the bar for how the built environment approaches resilience.
WHAT’S NEXT?
The life sciences sector is positioned for continued growth, driven by technological breakthroughs, personalized medicine, and a renewed focus on sustainability. Stakeholders across the industry—companies, researchers, and healthcare providers—must continue to adapt to these rapid changes by embracing innovation and collaboration. The future will see a greater integration of AI, mRNA technology, gene editing, and digital health, all of which will help create a more efficient, personalized, and sustainable healthcare system.
Spark Therapeutics
LEARN MORE about Life Sciences construction trends on ‘the word’.
Revlon
BREAKING GROUND, RAISING STANDARDS: Florida State University Academic Health Center
A bold vision is taking shape in Tallahassee, driven by collaboration, innovation, and community. Led by Ajax Building Company, the Florida State University Academic Health Center is set to transform healthcare and medical research in North Florida. This cutting-edge facility will serve as a regional hub for clinical care, education, and innovation— marking a new era for FSU, the Tallahassee community, and beyond.
A NEW CHAPTER
At its core, this project combines academic expertise with healthcare delivery, enhancing both medical education and patient care. By combining academic expertise with healthcare delivery, the venture enhances both medical education and patient care. For FSU, it significantly expands its research and clinical capabilities, potentially strengthening future accreditation efforts and bolstering its standing in medical education.
“This is a huge project for the region,” says Tyler Gautier, operations manager at Ajax Building Company. “Not only will it elevate healthcare services in the community, but it will also boost FSU’s research capabilities, particularly in the health sciences.”
BUILDING WITH PURPOSE
Since breaking ground in September 2024, the four-story, 137,400sf structure has been designed with sustainability and function in mind. Outfitted with advanced systems, including wet and dry labs, simulation clinics, fire protection, mechanical, telecom, and audiovisual infrastructure, the building also incorporates distributed antenna systems to ensure seamless connectivity.
LEED Certified, the facility features a curtain wall integrated with sunshades, metal panels, and cementitious materials for durability and environmental performance. “We approached this project with a future-focused mindset,” says Annalisa Warner, Ajax project manager. “It’s not just about meeting today’s standards—it’s about anticipating
PROJECT DETAILS
Location: Tallahassee, FL
Size: 137,400sf
Client:
Florida State University
Sector: Healthcare
Completion: September 2026
tomorrow’s needs in healthcare infrastructure and building accordingly.”
Situated on an 11.75-acre site, the project also includes 327 parking spaces, access roads, stormwater drainage systems, bioswales, landscaping, and a nature walkway. Offsite improvements include utility extensions and road construction.
Construction is progressing in three strategic phases:
l Civil site development and infrastructure
l Structural foundations and superstructure
l Final building work based on completed design documents
WOMEN LEADING THE CHARGE
Women drive this project at every level—from project management to field operations. But the strength of this team doesn’t stop there. This project is the result of seamless collaboration between Ajax’s project leaders and a broader group of dedicated professionals, including the HOK design team, marketing, business development, and preconstruction staff.
The ownership team, led by FSU Chief of Construction Sadie Greiner and TMH Director of Construction Katie Hill, brings critical leadership and vision to the table—both of whom are women setting the tone for excellence.
For the women leading the charge, the focus isn’t on being different—it’s on delivering results.
“There’s been a lot of attention given to the fact that I’m the first female superintendent many people have encountered here,” says Ajax senior superintendent Stephanie Walker. “But at the end of the day, it’s about how you approach the work and getting the job done.”
Both Walker and Warner emphasize that the respect they’ve earned isn’t because of their gender, but because of their work ethic and attention to detail.
“It’s rare in this region to see a female superintendent. People notice, but once they see the work, the respect follows,” says Walker.
NAVIGATING THE ELEMENTS
Weather has proven one of the project’s biggest challenges as hurricanes, snow and record rainfall have impacted operations.
According to Warner, just as the project team received approval to move forward, a hurricane was rapidly making its way through Louisiana. Unfortunately, the team also encountered Hurricanes Helene and Milton, just a month later, causing further disruptions and additional unexpected challenges.
“We also experienced snow and ice, something that’s quite rare in Tallahassee—it brought everything to a halt for a week, and the city was caught off guard. There were no plows or salt available, resulting in some disarray.”
The team had to compete with the aftermath of these storms, including dewatering the site.
“We’ve had 27 inches of rain so far, and when you’re building a foundation, that much water is a real issue,” Walker adds. “But through it all, we’ve managed to stay on track, thanks to the hard work of the entire team.”
EYES ON THE NEXT MILESTONE
Despite weather-related setbacks and delays, momentum continues and the team remains optimistic and focused on the road ahead.
“We’re on schedule, and we’re all committed to making this project a success,” Gautier shares.
“There’s a lot of pride in what we’re doing here, and it’s not just about the building. It’s about what it will mean for the community.”
Beyond topping out, civil work and building “dry-in” (when the structure is fully enclosed) remain high priorities. Nevertheless, the focus is clear: progress is steady, and the team is pushing forward.
Flying South
RC Andersen’s Southeastern Growth
Driven by port expansion and population growth, the industrial building market continues to grow. An established industrial market leader in the Northeastern US, RC Andersen was looking to expand its expertise in site work and construction to the Southeast.
“We are well known as industrial building experts in the Northeast and wanted to bring that expertise south,” says RC Andersen president Neil Ascione. “So we brought in veteran construction executive Eddie Slay, who brings over 35 years of experience working with major developers, corporations, and subcontractors in the Southeast.”
WHY THE SOUTHEAST?
The region’s industrial market strength is largely due to the growth of its regional ports and the number of shipping containers passing through. Investment in cities like Savannah, Jacksonville, and Charleston has increased the need for industrial products in close proximity.
An additional impact is the growth of inland ports—called processing “ports” within 500 miles from the coastal ports. “The port authorities are setting up these inland ports within 6 hours drive time,” Slay adds. “Containers coming off the ships are transported via rail to these locations, where companies then have less ground to cover in bringing products to their destinations.”
This growth has essentially created new tertiary markets in cities like Charlotte, NC, Greenville, SC, Chatsworth, GA, and Gainesville, GA.
NORTH VS SOUTH
Many of the trends and needs in industrial building—from clear heights to sufficient trailer parking—are shared by both regions. But knowing how to build on the different types of soil in every region might be the most critical element to a project’s success. In the North, for instance, sites are often brownfields with existing conditions and required mitigation. In the South, more greenfield development requires an entirely different approach. Developers rely on the expertise of their contractors and consultants to properly evaluate every site condition and determine the optimal way to prepare the site to safely support the building load.
“When you’re dealing with a large geography, basically Maine to Florida, you’ve got to be able to handle any type of site,” states Ascione. “We have experience in all types of soil and have a wide range of techniques that we can deploy, whether it’s compaction at the surface level or deploying ground improvement solutions to solve a particular geotechnical problem.”
Another difference between north and south construction practices is the wall panels. In the Northeast, concrete wall panels are usually precast, delivered to the site, and installed. However, in the Southeast, where the weather is more favorable and the labor is less expensive, tilt-up construction is often more cost effective.
TEAMWORK FOR THE WIN
To efficiently deliver buildings that span the equivalent of 18 football fields, RC Andersen prioritizes organization, communication, and efficiency. According to Ascione, no matter where in the country they build, the team aligns with their subcontractors to flow through the building together. “While there can be logistical and weather challenges, in an ideal setting, one team could be pouring footings on one side of the building, another group standing structure in the middle, and another subcontractor installing roof on the other end,” he says.
And while RC Andersen also takes advantage of the latest project management and construction technology, the team places more importance on the expertise and experience of its team—and clients from north to south are noticing.
“You really need to have folks who are experts in their craft steering the ship on these types of projects,” notes Slay. “We’re in an ideal position to continue supporting industrial development in the region. We’re excited about future opportunities.”
INDUSTRIAL DESIGN TRENDS
From speculative buildings in the Northeast to build-to-suit developments in the South, a number of trends are emerging.
Clear heights. Developers are now looking for ceiling heights of up to 42 feet.
High slab loads. Some facilities need as high as 1,000 pounds per square foot (psf).
Trailer storage. With so much product coming in and out of these warehouses every day, trailer storage capacity is critical. “Most sites have more trailer spaces than loading docks,” states
Eddie Slay, RC Andersen VP who is based in Atlanta.
Efficient layouts. Trucks must be able to easily maneuver through the warehouse, drop of their containers, and drive out. Trailer queuing is a major safety consideration as well for both large end users and local permitting jurisdictions.
Robotics potential. While contractors generally build warehouses as large open spaces, which owners or tenants fill with racking systems to store product, some of the build-tosuit end-users are deploying robotic systems and material handling equipment. In these cases, this impacts the clear heights and the way the team pours and finishes these slabs.
Chatsworth,
Giving Back with the Make-A-Wish Real Estate Council
In 2015, Structure Tone helped establish the Make-A-Wish Real Estate Council, working with the Metro New York chapter of the Make-A-Wish organization and other AEC experts in the area to make construction wishes come true for children with critical illnesses.
Make-A-Wish is the world’s largest wish granting organization, turning even the most fantastic wishes into reality. But construction wishes were unfamiliar territory: processes like filing a building permit, understanding architectural drawings, or coordinating subcontractors can be complicated endeavors! Knowing Make-A-Wish needed help in Structure Tone’s area of
expertise inspired members of the New York office to organize the Make-A-Wish Real Estate Council, a group committed to granting construction-related wishes in the New York area. REC members now include representatives from industry partners such as Gensler, Gardiner & Theobald, Tishman Speyer, NBC, and Gibson Dunn, making it a true wish-granting collaboration.
Since it began, the REC has granted nearly 60 wishes, transitioning from taking on the wishes sent its way to helping the NYC chapter expand throughout the city. In fact, since the pandemic, construction wish requests have tripled, and the REC feels incredibly lucky that it has the resources and volunteers to grant as many as they can. From backyard basketball courts and
Wish kid Eden had a very specific vision in mind – a safari bedroom, where she could sleep and play in the jungle, and “read by a tree every night.” Her wish gave her a space full of her favorite things, where she could escape, play and spend time with her siblings.
It was par for the course to grant the wish of an energetic, golf-loving four-year-old who longed for a home putting green. Working with the boy’s family, the REC team found the perfect spot, leveled the yard before pouring concrete, and added fake grass and flags for a realistic putting experience. Now this young golfer can master his short game in no time!
basement movie theaters to bedroom makeovers and home generator installations, the REC has spent the past decade bringing the AEC community together to support this worthy cause.
“We are incredibly grateful for all the support we have received over the last 10 years from the Real Estate Council. They have made so many unique wishes come true. We couldn’t do it without them! Their enthusiasm and willingness to help has extended to many of their contacts within the construction industry and they are so generous in volunteering their time and skills to fulfill our mission of granting heartfelt wishes. We’re proud to have them on our team!” —Kelly McCabe, Director, Wish Relationships for Make-A-Wish® Metro New York and Western New York
In honor of their service on the Make-A-Wish Real Estate Council and contributions to the organization, Structure Tone and the other REC members are being honored at the Make-A-Wish Gala in June 2025. But the honor is all the REC’s. “For a sick child, it’s the simplest pleasures that take their minds away from their illness,” says Dan Finnegan, executive vice president of Structure Tone New York. “It’s a humbling and rewarding experience to be part of. I can’t wait to see what wishes we’re able to grant over the next 10 years.”
Zoe, an 11-year-old from Staten Island, wished for a renovated backyard so that she could play outside comfortably and safely. Structure Tone assistant superintendent Michael Kieran led the REC team that demoed the yard and poured concrete to make a flat surface before upgrading the balcony deck so that Zoe and her family can spend time outdoors in a safe environment.
The Power of Planning: Preconstruction in Behavioral Health
In the US, one in five adults experiences mental illness, and one in 25 lives with a serious mental health condition. Few industries understand this challenge like construction, where high stress and long hours often impact mental well-being. But behavioral health is a growing concern across all sectors, highlighting the urgent need for accessible, compassionate care.
As a leading healthcare contractor, Layton has seen how healthcare systems are adapting to meet the rising demand for behavioral health services. Given the specialized nature of these facilities, a strong preconstruction process is essential.
SCARCITY BREEDS DEMAND
“In the past year, I’ve seen more behavioral health projects than in the last five combined,” says Jamie Bird, preconstruction manager at Layton. A 2023 Health Facilities Management survey supports this, with 37% of healthcare contractors involved in behavioral health construction. Over 70% of firms surveyed by Modern Healthcare reported increased behavioral health components in their projects.
From new standalone centers to expanded wings on hospital campuses, this growth reflects an effort to shorten wait times, bridge care gaps, and accommodate advancements in treatment.
DESIGN TRENDS IN BEHAVIORAL HEALTH FACILITIES
As healthcare facilities expand and improve their behavioral health services, several key focuses are emerging, centered around compassion and innovative treatments.
“There’s a higher level of empathy driving design. We’re looking at ways we can provide a more calming environment,” explains Jamie Bird. “We’re thinking, ‘How can we make this as peaceful as possible?’ We don’t want just four white walls in the patient rooms.”
Key trends include:
l Outdoor Space: Outdoor areas provide a calming environment, offering patients a sense of freedom, movement, and autonomy.
l Patient Autonomy: Spaces that allow patients some control in their treatment—such as private, flexible rooms—can boost engagement and outcomes.
l Daylight: Natural light is increasingly prioritized to create a more soothing and healing atmosphere.
l Comprehensive Care Models: Facilities now integrate inpatient, outpatient, urgent care, and preventive services in one location, streamlining treatment and improving access.
l Integration with Existing Campuses: Behavioral health wings within hospitals help transition patients from emergency to specialized care more effectively.
While these innovations enhance care, safety and security remain critical. Addressing these elements during the design phase requires expertise and detailed planning.
THE POWER OF PRECONSTRUCTION
Behavioral health facilities demand even greater precision than traditional healthcare spaces. “You almost have to play detective to find the gaps,” says Michael Blasingim, Layton’s VP of preconstruction. From potential hiding places to ligature risks, every detail matters.
Access and Restriction Control: Safe and effective facility design starts with controlled access. Layton reviews patient entry points, access doors, and clean-out locations, ensuring they’re placed in low-security areas. Preconstruction also involves evaluating security systems, traffic patterns in gender-specific areas, and patient monitoring options.
Patient Rooms: Every element in patient rooms must be tamper-proof and securely installed. This includes grab bars, robe hooks, soap dispensers, furniture, and casework. Mirrors, toilet accessories, and even wall joints require safety-focused installation.
Materials and Fixtures: Materials are chosen for durability and safety. Anti-ligature hardware,
hard-lid ceilings, and covered fire alarms are standard. HVAC grills, light trims, and sprinkler heads require tamper-proof finishes to prevent misuse.
Preconstruction also plays a key role in cost management. Misjudging specialized materials or security components can lead to inaccurate budgets. “There are so many things that require a firm understanding,” Blasingim says. “If you’re not used to pricing these, the budgets will be off.”
Construction Quality Control: Safety vigilance continues throughout construction. “We look at everything,” says senior superintendent Shane Grymes. “You’re always asking: ‘Is there anything here that can be used to hurt someone? Are there any gaps?’” From hardware to shrouds, every component undergoes hands-on inspection to ensure compliance and safety.
A LASTING IMPACT
Building behavioral health facilities is a unique undertaking. New approaches in treatments and services directly impact design and construct of these spaces. The efficacy, safety, and longevity of the final product relies heavily on a thorough preconstruction effort, where the construction partner can add invaluable insight, identify areas of concern, and work with owners to improve how these facilities function.
A New Chapter in the Netherlands
STO Mission Critical’s Dublin Team Charts a Bold Course into Europe
For Structure Tone Dublin’s mission critical team, the roadmap to European expansion wasn’t planned in a boardroom. True to the Structure Tone way, the opportunity came from a longtime STO Building Group client who trusted the team to deliver—and they followed.
BUILDING ON HISTORY
When a trusted client approached Structure Tone Dublin’s mission critical team with a project op portunity in the Netherlands, the decision to pursue it was easy. Despite not having an existing operation or local team in the Netherlands, the 4.5-megawatt project on a legacy campus seemed like the perfect opportunity to support a valued client and step into a new market. The team received the invitation to bid in March, turned in the bid in May, was awarded the job in June, and the project commenced in July. The entire process happened very quickly, which meant Structure Tone Dublin’s team had to be extremely nimble.
The decision reflects Structure Tone’s client-first approach and aligns with the company’s historical expansion strategy. In fact, Structure Tone’s offices in Boston, Philadelphia, Woodbridge, London, and even Dublin began that same
way—following key clients into new territories and delivering the same level of construction service.
“To us, building relationships with our clients means being there through all their challenges,” says Jim Donaghy, Executive Chairman, STO Building Group. “If that means taking on a small project in another city or opening up a business in a new location so they can have that high-touch, high-quality service from their construction team—we do whatever it takes.”
SAME TEAM, NEW MARKET
With just a single project and a squad of experienced team members ready to fly in, the Dublin-based crew launched operations in an entirely new market. “We had nothing else—except the will, the drive,
and the perseverance,” says Jason Monks, Mission Critical Director, Structure Tone Dublin. But with the support of STOBG leaders like Jim Donaghy, Bob Mullen, Greg Dunkle, Mike Neary, John White, and Eugene White—many of whom have first-hand experience building Structure Tone offices from the ground up in new regions—they ran lean and learned fast.
Now, approximately two years later, it’s clear the risk paid off. Since that initial project, the team has secured multiple projects in the Netherlands. Revenue jumped from €20M in 2023 to a €120M in 2024. This April, Structure Tone officially opened an office in Amsterdam to house estimating, preconstruction, and business support teams, marking a full transformation from a project-based operation into a fully-fledged business.
“Our approach is to follow the client, control the risk, and do what we do best,” Monks says.
EXPANDING THE TEAM
One of the lessons the Dublin team learned quickly was to invest in local talent. Although most people in the Netherlands also speak English, hiring native Dutch speakers in key roles like commissioning and office management helped them navigate local regulations and better understand the culture. That blend of local knowledge and STOBG’s mission critical expertise is setting the foundation for long-term success in the region. “The Netherlands is inviting and has a shortage of professional mission critical outfits like ours,” says Monks. “We see ourselves building here for a long time.”
The expansion comes at a pivotal moment for the mission critical sector. As artificial intelligence and high-density computing drive demand for more efficient cooling, new technologies like liquid-to-liquid cooling are reshaping design standards. Many clients are pausing massive projects to future-proof the designs of their new facilities.
Within the global STO Mission Critical group, Structure Tone Dublin is recognized as one of the organization’s centers of excellence for mission critical and data center construction. The team has contributed to the in-house development of a training program designed to teach construction professionals about mission critical work and set up individuals interested in pursuing a career in the field for success.
FULL CIRCLE
In less than two years, what began as a single project has matured into a new business location for STO Mission Critical in Europe. With a solid foothold, a growing portfolio, and a team built to scale, STO Mission Critical’s European journey is just beginning.
“We went from running a project to running a business in the Netherlands,” says Monks. “And we’re just getting started.”
STO Mission Critical’s new Amsterdam office
From the Field
The Superintendent Roundtable brings together STOBG’s supers to discuss safety, quality, project outcomes, and client satisfaction. Now, they are using their platform to reach a broader audience.
by Greg Dunkle STOBG Chief Operating Officer
My travels give me a chance to interact closely with our superintendents. We have more than 1,000 supers in the STOBG family. They play a crucial role in keeping projects safe, on time, and within budget—all while adhering to strong standards for safety, cleanliness, and quality.
I also see firsthand how hard our supers work. Demanding schedules can lead to long hours and time away from family and home. We saw an opportunity to support our supers, setting them up to do their best, on and off the job.
With this in mind, we launched the Superintendent Roundtable (SRT). Initially led by Ernie Tessein (Structure Tone Philly) and Louie Baeza (Layton), the SRT brings together highly engaged supers from across the STOBG family to provide a voice for this important group. Our supers share best practices, develop peer networks, and propose improvements directly to executive leadership. Their efforts are a direct demonstration of the power of our platform at work.
financial literacy and mental health. After sessions end, their conversations spill over into dinners, airport lobbies, email threads, and focus groups at each company.
The first amazing initiative to come out of the SRT was the Superintendent Academy, launched in 2024. Recognizing the need to give back to the next generation, SRT members developed a curriculum to empower early-career supers, taught by supers for supers. We are already seeing direct results from the academy, with dedicated supers joining the ranks of professors already working to drive change.
I am always impressed by the energy and dedication on display at SRT roundtables. Our supers are deeply committed to making a difference in our industry. They roll up their sleeves and get to work, taking on tough and sometimes unpopular issues. They discuss operations as well as important topics like
Under the next generation of chairs, Brian Bernhoft (Abbott) and Vincent Fitzgerald (LF Driscoll), the SRT is ready to develop their “next big idea.” They are eager to keep momentum going and get their message out.
The SRT is just one of many ways we empower our people to drive change. In turn, our supers are transforming ideas into measurable results in the field—for safety, quality, project outcomes, and client satisfaction.
The Superintendent Roundtable (SRT) met this year at the Layton Construction office in Nashville
Q&A: Jennifer Taranto on Net Zero Construction
Jennifer Taranto Vice President of Sustainability
The term “net zero” has garnered plenty of buzz around the AEC industry, among policy makers, and within the sustainability community—but what does net zero actually mean? We sat down with STO Building Group’s own VP of Sustainability, Jennifer Taranto, to answer some of the top questions about building, designing, and managing net zero buildings.
What does “net zero” mean in the context of sustainable construction?
Net zero is one of the most complex topics in sustainable construction today because there’s no universal definition. The U.S. Department of Energy introduced a national definition of Zero Emissions buildings in June 2024, which they amended shortly afterward, highlighting the ongoing evolution of this term.
So, when we talk about net zero, we should always clarify: net zero what?
Net zero energy, emissions, waste, or water? These distinctions are crucial. As an industry, we need to ensure transparency and precision when discussing net zero claims to avoid confusion and establish shared goals.
What are the biggest drivers behind the shift toward net zero buildings?
The primary drivers are:
1. Government regulations: Cities like New York (Local Law 97) and Boston (BERDO) have introduced some of the strictest building emissions regulations. These mandates push developers to meet energy performance standards or face penalties.
2. Market demand: Clients increasingly want to occupy net zero buildings. Many organizations have set ambitious environmental, social, and governance (ESG) goals, including carbon reduction
The St. Cloud Operations & Maintenance Facility is expected to be the first net-zero campus for a Florida utility
targets, creating strong demand for sustainable spaces.
3. Climate change: The built environment accounts for nearly 40% of global CO2 emissions. Addressing this requires a shift toward net zero practices, from design through construction and operation.
Incentives and tax credits also play a role, though these are often time-limited. Utility incentives, however, are likely to remain a constant and should be leveraged whenever possible.
For clients considering a net zero project, what are the key factors to address?
The most important step is to start with the end in mind. Clearly state your net zero goals upfront because retrofitting a traditional design to meet net zero standards is often costly and inefficient. Here are a few tips to help clients in their approach:
l Collaborate early: A successful project requires an integrated team approach involving architects, engineers, and sustainability experts from the outset.
l Tailor strategies to the building type: Decarbonizing an existing building involves different strategies than building a new one. For example, retrofits may focus on upgrading mechanical systems, while new construction demands high-efficiency systems from the start.
(SMRs). Unlike traditional nuclear plants, SMRs are compact, scalable, and can power specific facilities, making them a game-changer for energy-intensive industries like data centers.
These reactors provide reliable, low-emission energy while bypassing the lengthy approval and construction timelines associated with traditional nuclear power. While SMRs are not currently a common solution that has been deployed for commercial real estate they may play a future role in net zero emissions buildings.
How can clients and professionals navigate the challenges of net zero construction while maximizing its benefits?
A phased approach can make the journey to net zero much more manageable:
l Start with efficiency: Focus on highperformance systems and materials that reduce energy consumption and maintenance costs over time.
l Layer in renewable energy: Add solar panels or geothermal systems where feasible to further reduce a building’s carbon footprint.
Leverage incentives: Stay informed about federal, state, and utility-level incentives that can make net zero construction more financially viable.
Ultimately, prioritizing quality materials and systems will not only enhance sustainability but also improve the building’s longevity and reduce long-term costs.
LOOKING AHEAD
As the industry moves toward a net zero future, the challenges of cost, complexity, and long-term maintenance must be met with innovation and collaboration. As Jenn always says, “Sustainability isn’t a checkbox—it’s a mindset that shapes every decision we make.”
Have questions about net zero construcion?
REACH OUT TO JENN by scanning this code
l Think holistically: Think beyond the design and construction by prioritizing the building’s long-term efficiency and sustainability.
The facility features solar panels, high-efficiency water fixtures, rainwater harvesting tanks, and EV charging stations
How do renewable energy systems and emerging technologies contribute to net zero goals?
Renewable energy systems are essential for achieving net zero. Energy consumption can only be reduced so far through efficiency measures, and renewable systems like solar panels can help bridge the gap. Solar arrays, for instance, can offset energy that can’t be eliminated through other means.
One of the most exciting innovations is nuclear energy, particularly small modular reactors
NEW JERSEY
Beyond the Boarding Pass:
Building a Vacation Before Your Vacation
Airports have evolved from simple transit hubs to destinations in their own right. Across the country, teams like Abbott Construction, Structure Tone New Jersey, and Structure Tone Southwest are reshaping terminals into spaces that offer calm, comfort, and character. Built inside live, high-pressure settings, they bring together high-end lounges, spas, and curated retail into spaces that help passengers unwind and recharge.
SETTING THE BAR IN HOUSTON
At George Bush Intercontinental Airport, Structure Tone Southwest is overseeing preconstruction on what will become United Airlines’ most ambitious lounge yet: a 50,000sf global flagship built to elevate the traveler experience.
Building inside an active airport, however, brings a unique set of challenges. Security protocols are stringent, access is limited, foot traffic is high, and schedules are tight. Meeting these demands requires careful planning and constant coordination far beyond what a typical construction site faces.
“Everything takes longer at an airport,” says Tim Glenn, Regional Vice President at Structure Tone Southwest. “Deliveries, access, labor movement—it’s all more complex, and every task needs to be coordinated with airport operations to avoid disruption.”
Despite the complexity, the lounge is shaping up to be a space that impresses on multiple levels. Expansive open layouts will create a sense of calm and ease, while sophisticated lighting and thoughtful design elements pay homage to Houston’s rich and diverse culture.
“This one is about elevating the entire experience,” Glenn says. “It will be the most intricate, high-end lounge they’ve delivered to date—with a strong focus on lighting, openness, and regional design cues that reflect Houston’s culture and diversity.”
SEATTLE: FROM TRANSIT TO TRANQUILITY
Over in Seattle, Abbott Construction brought that same philosophy to life through details. At Seattle-Tacoma International Airport, the Abbott team recently completed several sophisticated amenity spaces designed to enhance the traveler experience, including a full-service restaurant, a wellness spa, and contemporary retail areas.
The complexity of the project was heightened by the need to work above active baggage corridors and adjacent to busy public walkways, necessitating meticulous logistical planning and unwavering attention to security protocols.
The spa features carefully selected finishes and hydro-massage elements that provide a serene oasis amid the airport’s bustle, while the retail space benefits from integrated lighting and custom display cases that elevate the shopping experience. Meanwhile, the restaurant maximizes a constrained footprint with a cleverly concealed mezzanine, blending functionality with a seamless guest-facing aesthetic.
“The idea was to build something that felt like a real destination,” says Abbott Construction senior project manager, Zach Tetreault. “Not just a stop along the way.”
EXPANDING COMFORT IN NEWARK
Careful coordination is also central to Structure Tone New Jersey as the project team is in the midst of executing an intricate expansion of United Airlines’ Polaris Lounge, adding a new 2,000sf din ing room designed to alleviate congestion during peak travel times.
This project builds on the success of the original lounge, which has been a standout feature of Terminal C since its opening in 2018. The expansion demanded a highly coordinated effort, beginning with the relocation of an existing food storage area—a complex process that involved repurposing another space, installing a walk-in refrigerator, and securing approvals from the Port Authority and health department before construction could commence.
“We’re managing the same level of detail and coordination typical of much larger undertakings, but on a much tighter schedule,” says Michael Cortese, senior project manager at Structure Tone New Jersey.
The new dining space will feature upscale finishes such as custom millwork, refined lighting, full-height tile, and specialized non-cooking food service equipment, all carefully designed to complement the existing lounge’s aesthetic. This subtle yet
significant enhancement prioritizes a seat ed dining experience further reinforcing United’s commitment to delivering elevated passenger comfort and brand consistency.
“These details matter,” Cortese says. “Travelers notice when a space is thoughtfully designed and executed, even in a fast-moving airport environment.”
The dining room is slated to open in mid-2025, providing much-needed relief and enhanced comfort for travelers.
ELEVATING EXPECTATIONS: THE FUTURE OF EXPERIENCEDRIVEN AVIATION DESIGN
The driving forces behind these transformations are clear: heightened competition and evolving passenger expectations.
“Airlines are recognizing that how passengers feel inside the airport directly impacts their perception of the brand,” says Glenn. “The lounge isn’t just an amenity
anymore—it’s a strategic
More lounges are combining multiple functions—relaxation, dining, and retail—into a single, cohesive environment. That’s true in Houston, where United’s design is already influencing competitor plans, and in Newark, where a relatively small expansion is being handled with the same care.
“These spaces are getting more refined,” Cortese shares. “We’re seeing more premium materials, layered lighting, and coordinated finishes. It’s a more elevated approach that travelers notice.”
For Abbott, it’s about delivering consistent quality in difficult environments. “These projects are demanding but rewarding,” says Tetreault. “When you walk through the space after it opens and see people genuinely enjoying it—that’s the payoff.”
Looking ahead, all three teams agree that the evolution is far from complete. Airports are increasingly becoming dynamic spaces where brand identity, passenger comfort, and local culture intersect.
“Our goal is to shape how people feel about flying,” says Glenn. “If we can make someone say, ‘I actually enjoyed being at the airport,’ that’s the win.”
Building for Tomorrow
The Collaborative Vision Behind SSUH’s New Pavilion
From the outside, the expansion at South Shore University Hospital (SSUH) looks ambitious, but it’s only upon entering that visitors will fully grasp its scale and sophistication. The new sixstory, 187,000sf facility is a significant expansion project developed by Northwell Health, New York’s largest health system.
The project includes 90 patient rooms, 10 operating rooms (six completed and four shelled for future use), prep and post-operative care areas, admitting services, and a two-story main lobby featuring high-end finishes.
“
This hospital definitely is going to have a lot more higherend finishes than you would typically see, trying to give it that luxury feel inside, almost like a luxury hotel,” explains Jake Strull, LF Driscoll Healthcare superintendent.
One of the most distinctive elements of the project is the intricate specialty ceiling system imported from Europe. This ceiling incorporates lighting and HVAC systems within complex, curved, and sloped architectural designs. “There’s a lot of preemptive coordination happening,” says Aaron Loftman, project manager with LF Driscoll Healthcare.
PROJECT DETAILS
Location: Bay Shore, NY
Size: 187,000sf
Client: Northwell Health
Architect: EwingCole
Owner’s Rep: Stantec
Engineers: AKF Group, a member of WSP (MEP); Severud Associates (structural)
Sector: Healthcare
Completion: Early 2026
“With all these factors at play, it creates a major puzzle that has to be put together before it can be released for the final product.”
The concurrent construction of the building’s core and shell by Suffolk Construction alongside LF Driscoll Healthcare’s interior fit-out has required careful coordination and scheduling. Both construction management teams operate independently but under a single ownership, with Stantec serving as the owner’s representative to facilitate communication.
For this project, LF Driscoll Healthcare utilizes technology extensively, including augmented reality headsets, BIM models, and software tools such as Voyage Control. These tools streamline worker tracking and material deliveries, critical for managing peak manpower, which is expected to reach 300 to 350 workers.
A particularly challenging aspect has been the co ordination of large architectural elements such as movable planters in the lobby. Each plant er, weighing thousands of pounds and featuring artificial trees, requires me ticulous planning to ensure seamless installation and operational flexibility in emergencies.
Another significant feature is the connector bridge between the new facility and the existing hospital. LF Driscoll Healthcare is responsible for fitting out the bridge’s interior,
ensuring continuity and high-quality finishes that blend seamlessly with the current hospital.
Quality control remains central to LF Driscoll Healthcare’s approach, driven by their dedicated quality control program. “The biggest thing is just weekly walks the foreman and the design team, creating working sessions in the field to make sure that everything being installed is per the drawings, per the specs,” says Strull.
The project is currently on track for completion in the first quarter of 2026. Despite initial delays related to site conditions and design changes, collaborative recovery efforts among LF Driscoll Healthcare, Suffolk, and Northwell Health have kept the project moving forward.
“Even with the challenges that come, as a team, we come to a solution,” says Loftman. “It reinvigorates me because we can do this.”
Last year, the project hit a major milestone with a steel topping off ceremony that brought together hospital leadership, design and construction teams, and key project contributors. As the final steel beam was signed and lifted into place, the moment symbolized the determination, coordination, and innovation powering the project forward. Ultimately, when the pavilion opens in the second quarter will enhance the hospital’s ability to provide top-caliber care to the community and also offer cutting-edge amenities.
Scaling Support in Healthcare, One Relationship at a Time
How STOBG’s Global Services Supports a FortuneRanked Healthcare Client Across the US
When a Fortune Global 500 healthcare company—recognized as one of Fortune’s “World’s Most Admired Companies”—needs help rolling out data centers, pharmacies, and full-floor tenant improvements across the country, they turn to a partner they trust. For over a decade, STO Building Group’s Global Services team has been that partner.
by Beth Moore SVP, Director of STOBG Global Services
Each year, this team delivers multiple projects for this client, ranging from $500K to $20M+. One month it’s a pharmacy retrofit under active operations, the next a high-security data infrastructure build. And while the scopes change, from small renovations to major infrastructure builds, the expectations remain the same: speed, accuracy, and zero disruption. And it’s that consistent execution—regardless of project size— that continues to build trust and expand the relationship.
Small projects, when executed with care and consistency, open the door to bigger conversations. They’re how trust gets built. And that trust is exactly what’s led to deeper collaboration over the years, turning well-run projects into a long-term partnership that continues to expand in scope and strategic importance.
Before drawings are even started, Global Services steps in. The team leads an intensive pre-preconstruction strategy—beginning with site reviews, early scoping, CapEx planning support, and benchmarking based on
past work across the country. That way, our client doesn’t just get a project team—they get a business partner who understands how to align capital investment with strategic goals.
The client’s trust in our Global Services team comes in part from our structure: a dedicated point of contact supported by a nationwide network of in-house builders and pre-vetted Alliance Partners. Whether there’s an STOBG office nearby or not, our team can activate boots on the ground that operate with the same standards, culture, and urgency.
That network pays off when the clock is ticking. A pharmacy renovation in a highly regulated market? The team knows who to call. A data room expansion under a compressed timeline? They’ve done it before—and faster than expected.
With each project, Global Services uses standardized playbooks and centralized dashboards to ensure schedule, budget, and performance stay visible to everyone
involved—from senior execs to on-site supers. But visibility is just the start. These tools allow project teams to flag potential delays early, course-correct proactively, and share real-time updates with stakeholders across departments. Whether it’s procurement issues or permitting timelines, everything is tracked and analyzed against benchmarks to support faster decisions. The playbooks themselves are living documents, continuously refined based on lessons learned from previous builds. That institutional knowledge becomes a key asset—helping our client avoid repeat pitfalls and capitalize on proven efficiencies. The result? Fewer surprises, tighter controls, and a rhythm of execution that feels like second nature to the entire team.
For this client, it’s not just about building facilities. It’s about building confidence in every project. After more than ten years of working together, STOBG Global Services continues to be the team they rely on to move with speed, solve with agility, and deliver without compromise.
Mailbox or Inbox? insights
INSIGHTS MAGAZINE IS AVAILABLE AS A PRINT OR DIGITAL SUBSCRIPTION!
SCAN THE QR CODE TO CONTINUE RECEIVING A HARD COPY.
When AI Wears a Hard Hat
How Trunk Tools Is Innovating on the Jobsite
STOBG’s Innovation team is constantly partnering with change-makers who are helping advance the way we build. STOBG’s chief innovation officer, Rob Leon, recently interviewed one of those visionaries: Sarah Buchner, CEO of Trunk Tools, a business that was founded out of real construction practice and is now at the forefront of AI for construction. In their conversation, Buchner describes how a deadly moment on the jobsite, a PhD, and a love for problem-solving translated into solutions that are revolutionizing project execution behind the scenes.
Rob Leon
STOBG Chief Innovation Officer
Sarah Buchner CEO, Trunk Tools
Rob Leon (RL): Let’s start at the beginning. What was the problem you saw, and how did you decide to solve it?
Sarah Buchner (SB): Like most people, I didn’t land in construction on purpose. I was brought into the field as a teenager, my dad was a carpenter, and the family needed more income. I became a superintendent and spent about 15 years on-site, eventually running a $400 million high-risk job. One day, we had a fatality. It shook me. I felt responsible. That moment made me rethink everything, and that’s when I moved into software. First it was a safety app. Then a PhD. And that led to a bigger realization: construction has more data than most industries, but we don’t use it. A major company backed my research and said, “We’re sitting on billions of data points. Do something with them.” That was the spark.
RL: We always say this industry is incredibly fractured, especially when it comes to data. Every project is a reset: new people, new tools, new problems. How did your experience in the field shape the way you approached it?
SB: I remember lugging a backpack full of printed drawings across sites. Everything was paper. Even now, data lives in silos: PDFs, RFIs, specs, drawings, all spread across 10, 20 different systems, constantly updating. You can’t make progress with data like that. So, I focused on how we could structure it. Large language models were evolving, and the timing clicked—we finally had the technology to match the problem we’ve had for decades.
RL: How will AI and solutions like Trunk Tools change that?
SB: I don’t think the silos are going away. They exist for a reason: risk, liability, margins. But what’s coming is agent-based collaboration. Instead of one massive AI model, you’ll be augmented by dozens of small agents. One will handle RFIs. Another will translate drawings. One might just tell you what to eat for dinner. It’s intelligence augmentation, not replacement. And the field is where this tech matters most. It’s where jobs fall behind, where budgets crack, where rework happens. Our tools are built to serve that frontline.
RL: That makes sense. So, who’s your best customer today?
SB: The people in hard hats. Supers, PMs, even subs. That’s where the chaos lives, and that’s where we can make the most impact. I’m biased;
I spent my whole career in the field. But that’s also where you lose money. Not in estimates. Not in pre-con. In the real-time decision-making when things go sideways.
RL: Tell us about the technical side. AI makes some folks nervous because of the use of their data and their clients’ data—not everyone understands how models are trained and how data is anonymized.
SB: That’s valid. But we’re careful. We build models for specific tasks, like recognizing if a PDF is an RFI or a spec. Doesn’t sound sexy, but it’s foundational. And the data we train on? It’s de-identified and anonymized. Think of it like a job-specific brain: it learns what it needs for that one project, and then it disappears. We call them “AI brains.” You train it. It solves. It retires. The goal is utility, not creepiness.
RL: Can you give an example of when it just worked?
SB: One of my favorites: a superintendent was in a contract standoff with a subcontractor. It was tense. The sub claimed something wasn’t in the contract. The super quietly texted TrunkText, and it pulled up the clause. He turned his phone around mid-meeting and said, “Actually, it is.” Game over. That moment was everything. It wasn’t flashy, but it was decisive. It gave someone in the field the clarity they needed, instantly.
RL: What is the next problem you are tackling?
SB: Scale. We’re rolling out a new agent that can predict RFIs before they even happen. No human required. That alone could save thousands of hours and untold rework. Globally, over a trillion dollars is lost in construction annually due to data issues. If we can clean that up, even a little, it’s a massive win. And that doesn’t even touch the sustainability angle.
RL: Absolutely. Thanks for sharing all of this. We’re excited to keep building together.
SB: Likewise. I can’t wait to see what we do next.
SCAN
THE CODE
to watch the full interview with Sarah
Under Construction: GWLRA Brodie Lands
Spanning nearly 15 years and 65+ projects, Govan Brown has been working alongside GWL Realty Advisors (GWLRA) to breathe new life into some of Toronto’s most well-known and historic addresses. Their latest project together—a ground-up industrial park—charts new terrain in the GB/GWLRA partnership.
Immediately off Ontario’s Highway 404, the major artery connecting the northernmost municipalities of the Greater Toronto Area (GTA) to the City of Toronto proper, Govan Brown Building Group (GBBG), GB’s core-and-shell construction division, is about to start construction on two spec warehouses.
The project commenced with the GBBG team building two roads, bringing in and hoarding off 105,000m³ of soil to raise the warehouses’ building pads 2.5m, and coordinate extensively with multiple authorities, including the Toronto Regional Conservation Authority, the Ministry of Transportation, and archaeologists who first needed to conduct a full investigation of the site to ensure all Indigenous artifacts dating back to around 1805 had been collected. Given that the 45-acre construction site was completely vacant before GWLRA’s plans to develop the land, the first phase of this project required GBBG to adopt a civil works state of mind.
Engaged earlier than they normally would be, GBBG has been working in partnership with Condrain Group, a sewer and watermain contractor, to first bring municipal services to the property. GBBG originally pitched this strategy as a way of accelerating the client’s schedule, whereby the service works and the construction of the warehouses would occur concurrently, staggered by a few weeks. However, evolution to the project’s scope and delays in sign offs from the city required GBBG to adapt quickly and find opportunities to keep pushing the schedule forward. This meant rethinking the sequencing of tasks which ultimately led to the completion of site works outright before commencing work on the warehouses.
In more ways than one, Brodie Lands has reinforced the importance of flexible partnership, with the project being an exercise in going with the flow—sometimes literally.
“Given that the site is almost entirely dirt, a few days of rain can turn the entire site into mud,” Colin Kennedy, GBBG project manager, points out. “And with February being unusually warm and unlike what you’d expect of a Canadian winter, much of the frozen ground thawed early and quickly, rendering tractors and loaders inoperable because of the resulting ground deflection.”
GBBG had contingency plans ready for this oversaturation. In this case, the team spread out the dirt to hasten its drying and pivoted to the installation of the water mains that will service the site.
This water main is still being installed, with GBBG waiting on the final two connections that will connect it to the existing pipe. In the meantime, GBBG is building up its subtrade partnerships for the second road that will service the site. Once they do, the site will be accessible and work will commence on the buildings themselves.
A New Era for Research: Columbia’s Roy and Diana Vagelos Innovation Laboratories Takes Shape
On a corner once occupied by a parking lot at Columbia University Irving Medical Center, something groundbreaking is rising—literally and figuratively. The Roy and Diana Vagelos Innovation Laboratories, Columbia’s newest biomedical research building, is being built to lead not only in science, but also in sustainability.
This facility will be the first purpose-built, all-electric academic research lab in New York City. It’s a bold statement—one that reflects both regulatory demands and institutional ambition. Designed to meet New York City’s Local Law 97 and to advance Columbia’s Plan 2030 climate goals, the new lab is set to redefine what research spaces can achieve.
Joseph Chin, LF Driscoll Healthcare’s senior vice president for healthcare, says the project’s all-electric design marks a turning point. Everything—heating, cooling, even hot water—is electric. “It’s more efficient and will be the first of its kind to meet Local Law 97,” he says.
AN AMBITIOUS FOOTPRINT
This isn’t Columbia’s first foray into research facilities—but it may be its most complex. The new building is being constructed between two active sites: the Columbia School of Nursing and the Russ Berrie Medical Science Pavilion. These con nections aren’t just symbolic. The new lab will physically link to both buildings, inte grating into their existing infrastructure through carefully planned breakthroughs and shared spaces.
And with the building fronting a public street and flanked by a garage that has to stay open throughout construction, site logistics are another challenge. Trade access, hoist placement, and pedestrian pathways has to been rethought and reconfigured several times. The even built a walkway over the sidewalk just to maintain hoist access.
INSIDE THE LAB OF THE FUTURE
Flexibility is a major theme of the project— not just in construction but in how the lab will be used. Floors two through six are being designed as wet labs, but with infrastructure that allows easy conversion to dry labs in the future. That flexibility was built into the design from day one.
The building’s structure reflects this precision. The first six floors are concrete—unusual for research buildings of this kind, which are typically steel. The goal was alignment: concrete slabs allowed exact floor matching with neighboring structures. Above that, the structure transitions to a steel frame topped with metal decking and concrete. This hybrid approach not only makes the building more adaptable but also supports Columbia’s aesthetic goals—matching the concrete massing of one building on one side and glass finishes on the other.
NAVIGATING LOGISTICS
Construction hasn’t been simple. With researchers and students nearby, the team had to work with care—sometimes down to the decibel.
“There’s no work at night because it’s a residential neighborhood,” says Chin. “They are busy 24/7 because of the hospital, students, and neighbors. We have to work around that to make sure we’re not making too much noise.” To manage this, the team brought in a vibration monitoring firm, which placed 42 monitors throughout the adjacent buildings. Weekly coordination meetings with faculty and building staff help the team time their work around sensitive research, student activities, and major events like graduation.
PROJECT DETAILS
Location: New York, NY
Size: 86,254sf
Client: Columbia University Medical Center
Architect: KPF
Engineers: AKF Group, a member of WSP (MEP); Hatfield Associates (structural); Langan (civil)
Certifications: Targeting LEED Gold
Sector: Life Sciences
Completion: Fall 2026
Material sourcing also presented hurdles. With long lead times and rising global tariffs, the team prioritized early procurement. Curtainwall systems from Italy and lab equipment from Canada were ordered in advance to avoid potential delays and unexpected costs.
Building information modeling (BIM) and virtual design have been indispensable. “With this project, you’re dealing with tight ceiling heights and a massive amount of utilities—especially in a lab setting,” explains John Matist, senior superintendent at LF Driscoll. “Without VDC, managing the mechanical, electrical, and plumbing coordination would have been quite difficult.”
MOVING FORWARD, STAYING CONNECTED
Despite the obstacles, the project is progressing quickly. During the concrete phase, the team was completing a new floor every five to seven days. In April, they celebrated a topping-out milestone—a moment that underscored the collective effort behind the build.
“We have a lot of smart people on this jobsite who specialize in each portion—core and shell, façade, and lab work,” says James Bickerstaff, project manager at LF Driscoll.
“Having those experts on-site really helped push the schedule and know what to look for.”
For Matist, the project’s significance goes beyond construction timelines. “We love that we’re building facilities that save people, find cures. It’s a great feeling.”
When complete, the Roy and Diana Vagelos Innovation Laboratories will be more than a state-of-the-art research space. It will be a landmark—a testament to what’s possible when science, sustainability, and collaboration come together.
