For over a century, Frazier Quarry has been a cornerstone of Virginia’s Shenandoah Valley, its story etched in stone and built on the foundation of family, quality, and resilience. From its humble beginnings in 1915 to its standing as a trusted industry leader today, the company’s journey is a testament to unwavering dedication, adaptability, and a deep-rooted commitment to community and craftsmanship.

The Frazier Quarry story begins with its founder, Fred K. Betts, who established the business with a simple yet powerful vision: to harness the Valley’s rich limestone resources to support the region’s growth. His dedication to quality and service laid the foundation for what would become a multi-generational family enterprise. As the company grew, Betts’ son-in-law, Robert Y. Frazier, then took the helm, bringing the quarry into a new era of growth and expansion. Under Robert’s leadership, Frazier Quarry not only solidified its reputation for high-quality aggregate products but also strengthened its ties to the local community.

As the years went on, the company benefitted from astute leadership under the guidance of brothers Robert B. Frazier and Bibb Y. Frazier. Both men remain integral to the success of Frazier Quarry.

Today, the fourth generation of the Frazier family carries on this legacy, with Mike Frazier serving as Operations Manager, Macie Frazier overseeing Human Resources, and David Frazier leading the charge as Vice President of Sales. The company remains deeply intertwined with its founding values, as David proudly states, “It’s a family business driven towards quality aggregates for use in construction.”

Now celebrating its 110th anniversary, Frazier Quarry has stood the test of time, weathering economic shifts, industry changes, and evolving customer needs. It continues to thrive, a testament to both its heritage and its ability to embrace progress without losing sight of its roots.

For the Frazier family, success has always been about more than just business. It’s about people—the employees, customers, and neighbors who have supported them throughout the decades. Macie Frazier underscores this sentiment, saying, “I think that it’s just been the strong relationships that have allowed us to grow alongside the community, the integrity that we have as a company and the commitment to the quality of our products that we produce and provide to our customers. We take a lot of pride in being a trusted partner, and truly, the reason why we have the privilege of celebrating 110 years is just the support of the community around us.”

This strong sense of community manifests in the company’s dedication to providing superior products that support the region’s infrastructure and growth. Whether it’s roads, homes, schools, or businesses, Frazier Quarry’s materials are foundational to the landscapes of the Shenandoah Valley and beyond.

Frazier Quarry proudly carries the moniker “The Stone Experts,” a title earned through generations of expertise and dedication to excellence. The company operates three locations, employing approximately 62 people, all of whom play a crucial role in ensuring that customers receive top-tier products. Their focus is simple yet essential: delivering the highest-quality rock in the safest, most efficient manner, and at the best price for their community.

The team’s motto? “We make little rocks out of big rocks.”

Frazier Quarry’s offerings fall into three main categories: Agriculture, Construction, and Landscaping. Each sector is supplied with a variety of specialized products:

• Agriculture: Aglime, Fine Aggregate, RDC, Sub-Base Stone.
• Construction: Coarse and Fine Aggregate, Base Stone, Environmental and Sediment Control Stone.
• Landscaping: Natural Landscaping Stone, Crushed Landscaping Stone, Landscaping Sand.

David Frazier succinctly describes their work: “We offer crushed stone, so God makes them, we just break them and shake them.”

These materials find their way into essential projects, from concrete and asphalt to driveways and drainage solutions. Their durability and versatility make them indispensable in the construction industry.

If there’s one defining characteristic that has allowed Frazier Quarry to thrive over the decades, it’s adaptability. In an industry often affected by economic fluctuations and shifting market demands, the company has mastered the art of evolving with the times while maintaining its core values.

David explains, “Being a small and mighty business, we’ve been able to adapt, whether it’s [under] economic pressures or customer demands fairly quickly and exceed their expectations.”

A recent example of this adaptability was seen in the Timberville Operation, where the team transformed an idle building into a fully functional site in record time. The facility played a crucial role in supplying an essential power transmission line upgrade, requiring vast amounts of engineered fill. Mike Frazier elaborates, “We were able to bring on a plant that’s largely a mobile plant, make it into more of a stationary plant, get a crew put together to operate that plant and service the customer at, what we were told, was a really good pace and something they had not seen before.”

“We were able to bring on a plant that’s largely a mobile plant, make it into more of a stationary plant, get a crew put together to operate that plant and service the customer at, what we were told, was a really good pace and something they had not seen before.”

This kind of innovation positions the company for future success, ensuring it remains at the forefront of the industry.

Safety is a non-negotiable at Frazier Quarry. Operating heavy machinery and working with powerful energy sources requires a meticulous approach to risk management. Employees undergo extensive training, including Part 46 New Miner Training, Surface Foreman Certification, Site-Specific Hazard Awareness, and Annual Refresher Training. Weekly safety meetings and site audits ensure that best practices are consistently upheld.

“The most important task of a TFQ team member’s day is to get home to their families after a day of work,” the team affirms.

Beyond employee safety, environmental responsibility is a core pillar of Frazier Quarry’s operations. As a company deeply connected to the land it works with, sustainability is a priority. Crushed stone plays a critical role in environmental protection, supporting erosion control, water filtration, and wastewater management.

“When you drive down a roadway, inhabit a home, or walk down a sidewalk, you are benefiting from the extraction of materials from your local rock quarry,” the team explains.

After an extraordinary 110 years, Frazier Quarry isn’t slowing down. With strong market projections for 2025 and beyond, the company is focused on expanding its reach and refining its operations to continue serving its customers and community at the highest level.

CEO Kevin E. Baker shares his vision: “The rest of the year is looking very strong for us [in] sales and our market growth as we move forward. Our plans for continued growth and success are built around the Shenandoah Valley, and the growth that we’re seeing from infrastructure projects, housing markets and also the commercial aspect of our region as well that continues to grow.”

As it moves into its next chapter, Frazier Quarry remains a symbol of endurance and excellence. Grounded in its past yet always looking forward, this fourth-generation family business continues to carve its legacy—one stone at a time.

For 30 years, M. Cary Inc. has been a trusted name in commercial construction, delivering quality projects with precision and integrity. Founded in New York in 1995 by Bill Tucker, the company has grown from a small independent operation into a thriving, multi-generational family-owned business specializing in retail, restaurant, office, industrial, and site maintenance projects. With a firm dedication to craftsmanship, client service, and long-lasting relationships, M. Cary Inc. continues to set itself apart in a competitive industry.

Bill Tucker’s journey began with a bold decision to leave the comfort of a stable paycheck and pursue his own venture. He recalls, “At the time, I had just gotten married, bought a house and had a child so I was reluctant to take the risk and go out on my own, but eventually, with the support of my family I decided to do it. If it didn’t work out, I knew I could always go back and get a job. Thankfully, it has worked out.”

What started as a one-man operation has since evolved into a multifaceted business with a dedicated team of employees and sub-contractors. The company offers a range of services, including pre-construction planning, budgeting, and project management straight through closeout and turnover. “We support our clients from the cradle to the grave of any commercial construction project,” says Michael Tucker, Vice President of Development and Construction.

The company prides itself on offering personal consideration and attention to detail that ensures clients receive exceptional service. “From the pre-construction phase until the day our client opens for business and beyond, each job is given careful thought and meticulous execution,” the team notes.

While retail construction remains a core focus, M. Cary Inc. has expanded its expertise to include restaurants, industrial work, corporate office interiors and exterior improvements. “We’ve built churches, temples, and a multitude of other structures—it’s not limited to just retail or offices,” Michael explains. In addition to construction, the company’s subsidiary M. Cary Markings, Inc. provides site maintenance, parking lot maintenance, traffic markings, line striping, and signage in the New York Metro area. Their commitment to high-quality craftsmanship has made them a go-to contractor for a variety of projects.

M. Cary Inc. has established a reputation for adaptability, tackling diverse projects with efficiency and professionalism. The company’s ability to seamlessly transition between different types of construction projects has allowed it to maintain steady growth while continuing to meet the needs of its clients.

Family plays a central role at M. Cary Inc. In recent years, Bill’s three sons have joined the business, further cementing its legacy and creating a foundation for the firm’s future growth and success. Michael Tucker first joined in 2015 before stepping away for a few years to work for a large commercial developer, only to return full-time in 2024. His brother, Adam, oversees estimating and project management on the traffic markings side, while Ryan contributes to marketing and business development efforts on a part-time basis.

Bill feels a tremendous amount of gratitude for the opportunity to work alongside his children every day; “As a parent, any time you’re able to work with your kids, it’s a blessing. Is this what I envisioned 30 years ago? 100% not. But am I thrilled that this is how it has evolved? Absolutely.” He acknowledges the challenges of not only building a business but also ensuring its longevity for the next generation. “It’s probably even harder to successfully pass a business down to the next generation. When that time comes, we’re looking forward to that challenge and optimistic about being able to make it happen.”

Michael echoes these sentiments, emphasizing the importance of relationships in business. “One thing Bill instilled in me early on is that relationships are key. When you do the right thing for people, they reciprocate. We’ve built strong connections with our clients, subcontractors, and partners, which has been instrumental to our success.”

Reaching the 30-year milestone is no small feat, and Bill attributes their success to determination and resilience. “No success comes without a lot of luck and a lot of help. Over the years, we’ve been fortunate to hire great employees and to have incredible clients. Nothing good happens without collaboration and a strong team.”

Reflecting on the company’s early days, Bill recalls, “30 years ago, I was doing everything myself, including the estimating, running the fieldwork, and doing bookkeeping in my basement office at night. There were many times when nothing seemed to be going right, but you push through, knowing that tough times don’t last forever. Likewise, during the good times, you have to stay prepared because those don’t last forever either.”

“30 years ago, I was doing everything myself, including the estimating, running the fieldwork, and doing bookkeeping in my basement office at night. There were many times when nothing seemed to be going right, but you push through, knowing that tough times don’t last forever. Likewise, during the good times, you have to stay prepared because those don’t last forever either.”

Over the years, M. Cary Inc. has completed numerous high-profile projects. One of their most notable collaborations has been with Tanger, a leading retail property owner and developer. “Tanger approached us to take on one of their largest renovations in this area in 25 years, and we successfully completed it. We’re very proud of that job,” Bill shares.

In addition to Tanger, the company has partnered with some of the largest landlords and developers including Simon, KIMCO, Federal Realty Trust and Macerich, and brands like The Swatch Group, Tailored Brands, Bucherer and many more. “We’ve found success by becoming a go-to resource for retailers looking to expand or remodel stores nationwide,” Michael explains. “Our ability to impress clients and deliver excellent customer service keeps them coming back.”

Michael adds, “I think where we found success is connecting with retailers who have plans to open or remodel stores all over the country. Building a relationship with them and becoming their go-to contractor for any work in this area has been a huge part of our growth.”

As the company enters its next phase, growth remains a priority. “It’s twofold,” Michael explains. “On one side, we’re focused on marketing, maintaining relationships, and securing new projects. On the other, we’re constantly refining our internal processes to modernize operations.”

M. Cary Inc. is also expanding geographically. “We’re currently completing our first project outside the New York tri-state area in Savannah, GA. It’s exciting to take on work in new regions, and we hope to continue that moving forward,” Bill says. “Thirty years ago, I would have never imagined that we’d be expanding into new states and working on such a wide array of transformative commercial projects. It’s been an incredible journey.”

As they look toward the future, M. Cary Inc. is also investing in new technologies and modernizing their processes to increase efficiency and maintain their reputation for high-quality work. The company is exploring digital project management tools, sustainable construction methods, and innovative solutions to better serve its clients.

With a combination of experience, family leadership, and a commitment to excellence, M. Cary Inc. is poised for continued success in the years to come. The future is bright, and the company is ready to embrace new opportunities while staying true to the values that have sustained it for three decades.

The Tucker family remains dedicated to leading the company into its next chapter, ensuring that the legacy of M. Cary Inc. continues to thrive for generations to come. “We’ve come a long way, and we’re excited about what’s ahead. Our foundation is strong, and we’re ready to build on it for the future.”

For over a century, Chrisanntha Construction Corporation (CCC) family of companies have been at the forefront of the Construction industry, offering comprehensive services across a diverse range of sectors. From automotive and aviation to historic restoration, healthcare, and higher education, CCC has built a reputation for delivering exceptional results with a streamlined, client-focused approach.

A Legacy Rooted in Innovation

The company’s origins trace back to 1908 when Neil Iverson, an immigrant entrepreneur, established Neil Iversen’s Lumber Company. Initially focused on producing bed slats for the local community, the business soon evolved into Iverson Construction, expanding into homebuilding. Over time, the company’s expertise grew, leading to larger-scale municipal and educational projects. By the 1960s, the company had shifted into real estate development, forming a second branch called Chrisanntha Inc. Eventually a need for private Design/Build commercial projects came about. So, in 1985 Chrisanntha Construction officially became the third branch in the network of companies.

Today, CCC is a powerhouse in design-build services, self-performing critical aspects of construction—including site work, masonry, concrete, and steel erection—with a team of approximately 50 skilled employees and superintendents actively engaged in projects daily. With a strong foundation built on over a century of industry experience, CCC has positioned itself as a leader in commercial construction, blending historical expertise with modern innovation.

The CCC Approach: Transparency and Control

Matt Bragg, part-owner and Executive Vice President at CCC, explains the company’s strategic shift into the design-build space. “There was a need from our private clients,” Bragg shares. “We operate as the non-union division of our family of companies, focusing on relationship-driven projects where we manage the architectural and engineering components from the onset. This ensures budget control and alignment with owners’ needs to deliver maximum value.”

CCC’s design-build philosophy emphasizes early-stage collaboration, allowing clients to assess project feasibility from the start. “We have in-depth conversations about location, regulatory challenges, and the overall viability of a project,” says Bragg. “Right from the beginning, clients gain clarity on whether a project is feasible.”

Each project follows a two-phase process. The first phase involves working with designers to establish a project agreement, define costs, and navigate planning board approvals. This ensures that all aspects, including zoning laws and infrastructure requirements, are considered early in the process. “Once engineering is complete and we clear the planning board, we then move to the second phase, providing clients with a Guaranteed Maximum Price (G Max) contract,” Bragg explains. This structured approach ensures transparency and eliminates surprises, which has led to a remarkable 80% of CCC’s business coming from repeat clients and referrals.

Leveraging Technology for Seamless Execution

A key differentiator for CCC is its use of cutting-edge project management software. The company integrates Procore for project oversight and Out Build for scheduling, ensuring seamless coordination across teams. This digital approach reduces inefficiencies, enhances communication, and improves risk management.

“Our approach keeps everyone aligned,” Bragg notes. “Clients are part of the software ecosystem, allowing them to track progress in real-time, even from different states. Everything is open and transparent.”

“Clients are part of the software ecosystem, allowing them to track progress in real-time, even from different states. Everything is open and transparent.”

Procore has been widely adopted in the construction industry due to its real-time collaboration features, offering visibility into daily logs, change orders, and financial tracking. Companies using Procore have reported improved efficiency, reducing project timelines by an average of 11%, according to industry reports. This technology-driven efficiency has helped CCC maintain its reputation for on-time and on-budget project delivery.

Celebrating 40 Years of Growth

As CCC marks its 40th anniversary, Bragg attributes its success to three core principles: transparency, people, and process. “We don’t sell projects—we educate clients on how to bring their assets to life,” he states. “We understand the complexities of financing, regulations, and logistics, and our team has the expertise to navigate them efficiently.”

The company’s steady growth has been evident in its increasing revenues over the past two decades. Recently, CCC expanded into masonry, acquiring smaller divisions to bolster its capabilities. This expansion not only enhances CCC’s in-house expertise but also provides clients with a more integrated construction experience, reducing the need for third-party subcontractors and ensuring quality control at every stage.

High-profile projects, such as the Prison City Brewery and the Leonard’s Freezer Cooler Building outside of Rochester, highlight CCC’s ability to execute complex builds with precision. Bragg recalls the challenges faced during the Prison City Brewery project, which began just before the COVID-19 pandemic. “Thankfully, in New York, food and beverage construction was deemed essential, allowing us to complete the project on time,” he says. “The result was an incredible facility with unique architectural elements, an inviting tasting room, and a scenic outdoor beer garden.”

Future Growth and Strategic Expansion

Looking ahead, CCC is committed to sustainable expansion. “We’ve had no layoffs in 30 years, and we plan to continue that streak,” Bragg affirms. The company is also setting its sights on North Carolina, where it has held an unlimited general contractor license for two years. In 2025, a Vice President from CCC will relocate to explore new opportunities in the region.

“We’re focused on growth, but it has to be intentional,” Bragg concludes. “We don’t chase every project—we take a methodical approach, ensuring that each step aligns with our core values and long-term vision.”

The North Carolina construction market has seen significant growth in recent years, with urban development projects booming in cities like Charlotte and Raleigh. The state’s construction industry is projected to grow by 7% over the next five years, making it an ideal market for CCC’s expansion.

With a history built on innovation, integrity, and expertise, Chrisanntha Construction Corporation continues to redefine the design-build industry, delivering value-driven solutions for clients across the commercial landscape. As the company expands its reach, its commitment to client satisfaction, project transparency, and quality construction remains steadfast, ensuring its legacy continues well into the future.

JOGO Corporation has quickly positioned itself as a leading multifamily framing company, specializing in four-story and five-story new construction projects as well as the restoration of historic mills converted into residential spaces. With a commitment to excellence, the company delivers high-quality framing solutions, integrating innovative materials such as cross-laminated timber, structural insulated panels, and custom timber mills. “We do one thing and we try to do that one thing better than anyone,” says Kenneth Joensson, President of JOGO Corporation, encapsulating the company’s ethos of precision and dedication.

Kenneth Joensson and Eric Goding Co-founded JOGO Corporation in 2021. The initial ambition was to enter the development side of the construction industry. However, the disruptions of the COVID-19 pandemic altered those plans, leading instead to the establishment of a new company focused on framing. At the early stages, Kenneth sought to join his neighbor’s general contracting and development firm. But when the pandemic shuttered local municipalities, the firm lost its government contracting work overnight. The unexpected shift led Kenneth and Eric to form a business together, bringing a renewed focus on construction framing. “I was ready to abandon this particular industry,” Kenneth admits. “When my plan fell apart, I really had no other choice but to go back to where I was. When I started sharing that idea, I was humbled by the number of people who wanted to be a part of it.”

Unlike many in the industry who struggle with workforce shortages, JOGO Corporation has benefited from an influx of motivated employees. “In an era where everyone complains about the difficulty of finding people, we haven’t had to do much recruiting,” Kenneth explains. “We built on people who came here because they wanted to do something better, looking for an opportunity. It’s almost like the American story—people joining something new and better.”

JOGO prioritizes a positive workplace culture, emphasizing safety, inclusion, and a balanced work environment. “Can we say today that we are better than everybody else? That might be a stretch. But we are trying harder than anybody else to be better to our employees, to improve safety, to create a workplace where people feel welcome. We work hard, we play hard, and we share the same goals.” The company fosters harmony among employees by avoiding generational conflicts and political debates, instead uniting around a shared commitment to craftsmanship and integrity.

The company’s rapid rise has not been without hurdles, however. One of JOGO’s first projects—a 100,000-square-foot job near downtown Boston—coincided with ongoing pandemic-related supply chain disruptions. Material shortages and delays threatened to derail the project. “We started the company in 2021, and although many had declared COVID over, the reality was different,” Kenneth recalls. “That Thanksgiving and winter were incredibly difficult for the construction industry. Suppliers were shutting down. I remember calling in orders and being told they wouldn’t take any more until after the new year.”

Despite these challenges, JOGO successfully completed the project, setting a precedent for its resilience and reliability. “Most companies wouldn’t be able to do something like that in their first ten years. We did it under one of the most difficult business environments ever.” The success of this project led to new opportunities. Within a year, JOGO was awarded a 400,000-square-foot project, an almost unprecedented achievement for a company so young. “We didn’t make any money on our first big job, but we worked through it and proved that we could handle the adversity.” Kenneth says. “A year later, we were awarded a massive contract because developers recognized our commitment.

“We didn’t make any money on our first big job, but we worked through it and proved that we could handle the adversity.”

For Kenneth and all at JOGO, safety is something that is given the highest priority. In an industry that can present many dangers and challenges, JOGO is proactive in this regard, building its own safety training program for employees. As Kenneth explains, it is a vital component of the employee experience and has led to lasting changes. “It is something that I feel we do really well. Our profession is known to be dangerous but with good planning and strategies it can be mitigated. We have a lot of micro-learning safety training sessions that we developed ourselves and that we regularly distribute in-person and through a phone app. This constantly reinforces the most critical training.”

JOGO’s growth has been driven by one fundamental principle: trust. “We wouldn’t be where we are today without the trust of our employees and customers,” Kenneth states. “We have enjoyed a tremendous amount of trust, and that has made all the difference.”

Notable projects include a large mill restoration in Springfield and various affordable housing developments across Massachusetts and Rhode Island. One particularly meaningful project was a partnership with Trac Builders and Crossroads in Providence, an organization dedicated to moving homeless individuals into traditional housing and employment opportunities.

JOGO Corporation is committed to sustainable growth while maintaining the quality and integrity of its work. Kenneth acknowledges the challenges of scaling up without compromising service. “We always want to be able to service our clients,” he explains. “But we prioritize quality over quantity. One reason we’ve built trust is that we put in the required effort, and I never want to risk that by overextending ourselves.”

As demand for housing continues to grow, Kenneth is mindful of industry challenges. “The construction industry is burdened by zoning laws and regulations that slow down development,” he observes. “There’s significant opposition to multifamily housing. Some people refer to apartment buildings as ‘monsters’ in single-family neighborhoods, but the reality is that we need more housing, especially for younger generations.”

Housing shortages are exacerbating economic pressures, particularly in New England, where multi-generational households have reached unprecedented levels. “Around 40% of households in our region are now multi-generational,” Kenneth notes. “That concerns me. If young people can’t find places to live, they’ll leave—and that will have a profound impact on our workforce and economy.”

While the outlook for 2025 remains uncertain due to regulatory challenges, JOGO Corporation remains steadfast in its mission. “Right now, our focus is on being even better and servicing our clients to the best of our ability,” Kenneth affirms. “For continued growth, we need to encourage our people, provide opportunities, and stay committed to our values.”

Ultimately, JOGO’s success stems from its ability to listen, adapt, and deliver exceptional results. As the company looks ahead, its foundation of trust, resilience, and quality craftsmanship will continue to shape its trajectory in the industry.

Ironclad Earthworks Ltd, a multifaceted civil infrastructure contractor, has built a formidable reputation across Western Canada, reaching as far as the United States border. Since its founding in 2009, the company has steadily grown into a trusted name in the industry, tackling projects that range from modest $200,000 jobs to ambitious $30 million undertakings.

At the heart of Ironclad Earthworks’ success story are two brothers, Clinton and Stephen Herman, whose entrepreneurial vision laid the foundation for the company’s growth. “Recognizing an opportunity in the market, they decided to venture out on their own, choosing to build their own operation rather than continue working for others.,” says Clinton (“Clint”) Herman, One of the founders and owners of Ironclad Earthworks.

Stephen brought expertise in business and finance, while Clint’s background in construction and operations provided the necessary technical knowledge. “We had an entrepreneurial drive and recognized the opportunity to begin taking on smaller projects independently,” Clint explains. “In 2009, we founded Ironclad to pursue that vision, and since then, it’s been a story of consistent growth year after year. “Ironclad Earthworks has become a trusted leader in civil infrastructure, built on a strong reputation and a robust network of owners, subcontractors, and suppliers. These valuable relationships create mutual benefits, fostering opportunities for collaboration. With a proven network of subcontractors and suppliers, Ironclad ensures the best value for every dollar spent while delivering exceptional reliability on every project.” Clint notes. “There’s a network of trust that’s been built within the market.”

“We had an entrepreneurial drive and recognized the opportunity to begin taking on smaller projects independently.”

Beyond its strong industry connections, the company places a high priority on cultivating a positive work culture. “One of the key things that separates Ironclad is that there’s a strong company culture,” Clint emphasizes. “The vision is to have a strong and positive company culture where people want to work for Ironclad, basically as a family member—you’re an employee and a colleague as much as you’re a family member.”

This emphasis on culture has fueled employee retention, strengthened industry relationships, and bolstered the company’s reputation. “Success comes as a function of all those different influences,” Clint says.

Over its 15 years in operation, Ironclad Earthworks has executed numerous successful projects across both public and private sectors. The company specializes in material handling, excavation, backfill, material hauling, and placement, but its expertise also extends to large-scale civil infrastructure projects. “Ironclad Earthworks build complex civil infrastructure projects that include dams, roads, bridge structures, and culverts—things of that nature,” Clint explains.

One of the pivotal moments in Ironclad’s history came in 2014. Following the catastrophic 2013 floods in southern Alberta, the company seized the opportunity to support rebuilding efforts in Southern Alberta. “That was a catalyst for growth and presented some opportunities that were responded to and taken advantage of,” Clint recalls. “The 2013 flood event in southern Alberta led to a substantial amount of work in 2014 and beyond and provided Ironclad Earthworks with an opportunity to expand capacity and diversify the portfolio of services offered. That was a big milestone for Ironclad in terms of growth.”

As a result, the company expanded both its workforce and its annual sales, setting the stage for continued success in the years that followed.

Among Ironclad’s many accomplishments, the Cougar Creek flood debris retention structure in Canmore, Alberta, stands as one of its most intricate and impactful projects to date. Completed in 2024, this $29 million endeavor saw Ironclad take on the role of general contractor for the construction of a massive dry dam, featuring approximately 185,000 cubic meters of rock sourced and placed on-site. The project also included the installation of over 4,000 square meters of sheet pile core wall, 1,000 cubic meters of reinforced cast-in-place concrete, and nearly 400 meters of drilled and pressured grouted grout curtain, which was installed at the interface between the structure and the bedrock it was built upon.

The significance of the Cougar Creek project extends past its financial scope and technical and logistical complexity—it carried a deeper meaning. “Celebrating its success and recognizing how it has fueled Ironclad Earthworks’ ongoing momentum also provides a moment to pause and reflect.,” Clint comments, “The project’s origin traces back to the 2013 floods in southern Alberta. It feels like a full-circle moment—those floods sparked Ironclad Earthworks growth, and now, ten years later, Ironclad Earthworks is completing the largest project yet, all in response to that same event. Ironclad Earthworks has taken on numerous high-profile projects, including a complex bridge demolition along Highway One. “That was a high-profile, complex project located on Highway One, also known as the Trans-Canada Highway where there’s a high traffic volume and high visibility to all levels of government and the traveling public,” Clint explains. The project involved demolishing and removing an aging bridge structures over abandoned railway tracks and filling in the remaining voids and rebuilding the highway, all while safely accommodating highway traffic through the work zone—a task requiring precision and strategic execution.

However, Ironclad is selective about the projects it pursues. “Ironclad Earthworks is not chasing volume; rather Ironclad Earthworks is chasing success,” Clint asserts. “A lot of contractors can get caught in the trap of chasing volume, but in Ironclad Earthworks view, that’s not a strong or successful business model.”

Following a successful 2024, Ironclad Earthworks is maintaining its momentum, with a robust backlog of work and a forward-thinking approach to expansion. Clint describes the company’s current posture as “ strategic growth mode,” with a keen focus on leveraging its accumulated knowledge, experience, and resources to replicate past successes.

“In the long term, the vision is to be a vertically aligned, medium-sized civil infrastructure contractor in Western Canada,” he says.

The vertical alignment model plays a crucial role in this vision. “The vertical alignment model is for the purposes of efficiency and control,” Clint explains. “A vertically aligned company has the most control over day-to-day operations on their sites. They have maximum opportunity and control over efficiency and are best positioned to react to issues and changes.”

By reducing reliance on subcontractors and suppliers, Ironclad aims to streamline project execution and enhance its service delivery. “More vertical alignment, more self-performance, less reliance on subs and suppliers—that seems to be a recipe for success,” Clint states.

A Legacy of Growth and Innovation

As Ironclad Earthworks looks to the future, its ambitions remain bold. “We’re looking to grow the company in terms of employees and equipment, increase the size of the fleet, forge new relationships with industry colleagues and clients, and just continue to repeat the success that we’ve experienced to date,” Clint concludes.

With a track record of resilience, strategic decision-making, and a commitment to excellence, Ironclad Earthworks is well-positioned to continue building both its legacy and the infrastructure that supports communities across Western Canada.

AFC has been a pioneer in the high-density cladding industry for over 35 years, growing into one of the leading suppliers of cladding panels for rainscreen applications. The company, originally founded as American Fiber Cement Corporation, has evolved significantly over the years, expanding its product lines beyond fiber cement to meet the growing and diverse demands of modern construction.

AFC was established with a clear mission: to provide energy-efficient, sustainable, modern, and aesthetically pleasing cladding systems. This commitment to innovation and sustainability has been at the core of its operations since its inception. Recently, the company launched an exciting new product line featuring terracotta planks called TerraSlat, making this traditionally expensive material more accessible and affordable for a wide range of projects.

Ryan Hunter, Vice President of Sales at AFC, highlighted the significance of this new offering: “You don’t traditionally see terracotta on small commercial or other budget-conscious projects. What we’ve done with our terracotta plank, TerraSlat, is simplify the format, narrow the color selection, and bring it to a price point where it can be used on projects of any size or scope.”

The terracotta planks are stocked in AFC warehouses and are available for immediate delivery. Ryan explained: “We could deliver TerraSlat to a project next week. Because they’re planks, there’s less installation and design complexity. They’re installed in full format and cut to fit the building, making the process quick and efficient.”

The manufacturing of these planks is handled by Tonality®, a German company renowned for using 100% Westerwald clay. This clay is considered the purest and finest in the world. While competitors may incorporate Westerwald clay into their products, Tonality®’s exclusive use of it sets their product apart. Ryan emphasized: “The purity and quality of the clay allow for a unique single-layer, single-skin panel that meets technical standards without the need for a double-layer honeycomb system.”

This innovation provides new possibilities for architects and building owners, enabling them to use terracotta in projects where it was previously unaffordable. Ryan noted: “We believe this will allow terracotta to be embraced by a broader market.”

AFC’s commitment to exploring new opportunities extends beyond fiber cement. The company’s rebranding to AFC reflects this diversification. Ryan described the shift: “We’ve evolved from being just about fiber cement to offering a broader range of rainscreen applications.”

“We’ve evolved from being just about fiber cement to offering a broader range of rainscreen applications.”

Despite its evolution, AFC continues to offer fiber cement products, primarily used in commercial construction projects such as small medical offices and multifamily buildings. Schools, however, remain the company’s specialty. Ryan stated: “We have a school project – elementary, middle, or high school – in nearly every state in the U.S.”

AFC’s reputation as a market leader stems from its extensive experience, product availability, and comprehensive support. Ryan highlighted the company’s approach: “We assist from conception to completion, providing design guidance, technical support, shop drawings, and installation assistance.”

AFC’s legacy in the industry is impressive. Ryan explained: “We’re the oldest, largest, and most established company in the United States selling high-density fiber cement. We’ve played a significant role in introducing the rainscreen system to the U.S. architectural market about 15 years ago.”

The company partners with Swisspearl, a leading manufacturer of high-quality fiber cement panels, to serve as their North American distributor. Ryan added: “Swisspearl is recognized as the top fiber cement panel manufacturer worldwide. Through our partnership, we offer both premium and affordable options to our customers.”

In addition to Swisspearl products, AFC offers its own branded fiber cement panels, providing a variety of colors, textures, and finishes to meet different budgetary needs. The company’s commitment to accessibility is further demonstrated by its strategic import and warehousing operations on both the East and West Coasts. This allows AFC to significantly reduce lead times, delivering products in as little as three to four weeks compared to the usual three to four months for European imports.

AFC’s service extends throughout the U.S. and Canada, with local representatives in every state and province. These reps provide architectural assistance, installation support, and sales guidance. The company’s in-house technical team includes engineers who address specifications and engineering details, ensuring every project runs smoothly from start to finish.

The company also boasts a state-of-the-art fabrication facility equipped with Italian fiber cement panel saws. These facilities enable AFC to customize panels to fit specific project requirements, delivering pre-cut and pre-drilled panels directly to job sites. This not only enhances efficiency but also reduces costs for customers.

AFC has been a trailblazer in promoting the principle of the open-joint rainscreen system. Unlike traditional methods that aim to prevent moisture infiltration, AFC’s system allows for controlled airflow and moisture management, enhancing the building’s energy efficiency and durability. Ryan explained: “We’ve embraced building science to create better, longer-lasting structures that reduce lifetime costs for owners.”

The company’s innovative approach has led to its involvement in numerous high-profile projects, including over 20 schools in New Mexico, Clark University, the Massachusetts Department of Fish and Wildlife, and the Agro Culture Liquid Fertilizers World Headquarters. AFC is also currently working on a major project at the University of Texas.

Looking ahead, Ryan is optimistic about the future: “We see architects and building owners increasingly embracing the rainscreen concept. Our focus remains on innovation, sustainability, and delivering value to our clients.”

For AFC, the journey over the past 35 years has been marked by growth, innovation, and a commitment to excellence. As the company continues to evolve, its dedication to providing top-quality cladding solutions remains steadfast, ensuring its position as a leader in the industry for years to come.

Kanta Electric, a recognized leader in the electrical construction industry, has spent over three decades establishing itself as a pillar of excellence and reliability. Founded by Prakash Kapadia (PK Sr.) 33 years ago, Kanta Electric began with a simple but profound mission: to provide mission-critical electrical and power services to city and state agencies, all while prioritizing safety at its core. Today, under the leadership of his two sons, Parag and Paras Kapadia, the company remains a generational powerhouse that is continuing to thrive and expand in one of the most competitive markets in the nation.

The roots of Kanta Electric trace back to PK Sr.’s father, himself a respected electrical construction contractor who completed work on many commercial and residential projects across the booming Mumbai of the 70s and 80s. This long-standing tradition of hard work and expertise has been passed down through the generations. As Parag Kapadia, VP of Finance, explained, “I’m part of the third generation of my family involved in electrical construction—not the same company, different businesses. But that’s been in our family for a long time.” This rich family legacy has been a driving force in Kanta Electric’s success, but Parag also attributes the company’s growth to a focus on providing top-tier services to both public and private sector clients. Kanta Electric has become a prominent player in the electrical construction market, offering a range of services that include power distribution, core and shell projects, multi-floor electrical fit-outs, life safety control installations, and alternative energy solutions, such as wind and solar energy installations.

Safety is one of the foundational principles that Kanta Electric was built upon. Parag elaborated on the mission behind the company’s inception: “My father’s mission behind establishing the firm was simple from the beginning – a focus on providing mission-critical electrical and power services to city and state agencies, with a focus on safety at its very core.”

This commitment to safety not only meets the industry’s stringent standards but has also allowed Kanta Electric to maintain a reputation as one of the most trusted names in the industry. As a unionized member signatory of IBEW Local 3, Kanta Electric has been able to take on progressively larger and more complex projects with New York City, State, and more recently Federal agencies, further solidifying its standing in the market.

Kanta Electric has always been a forward-thinking company, eager to adopt innovative technologies and practices that set it apart from the competition. One of the company’s most significant achievements was being the first electrical contractor in New York to install wind energy-producing turbines at the Brooklyn Navy Yard in the early 2000s. Parag shared, “The systems Kanta installed were to provide wind power to 90 streetlights at that time.” This project marked Kanta Electric as an early adopter of renewable energy solutions in the city, a milestone that was later followed by the company’s growing involvement in solar energy installations, including photovoltaic work and battery storage systems. By integrating wind and solar power into their portfolio, Kanta Electric has been at the forefront of promoting sustainable energy solutions in New York and beyond.

In addition to its groundbreaking projects, Kanta Electric’s hard work and innovation have not gone unnoticed. In 2015, the company was featured in Crain’s New York Business’ ‘Fast 50’ list, recognizing the city’s 50 fastest-growing private businesses. Parag recalled, “That was definitely a strong achievement for us.” This recognition was a testament to the company’s continued expansion, steady growth, and ability to adapt to the ever-changing demands of the electrical construction industry.

What sets Kanta Electric apart from many competitors is its strong focus on hiring the best talent and retaining experienced workers. Parag is quick to emphasize the importance of their people: “We have a great team. We focus on experienced hires. They have to have the safety credentials that are standard for many construction companies in New York City, but in addition to that, we look for people who have specific experience within the unionized electrical construction industry.”

“We have a great team. We focus on experienced hires. They have to have the safety credentials that are standard for many construction companies in New York City.” 

Kanta Electric’s commitment to hiring skilled workers who are also a good fit for the company’s culture has led to historically low employee turnover rates. “Our employees become family to us,” Parag noted, emphasizing that the people behind the company are one of the key reasons for its success.

Kanta Electric has completed a wide variety of high-profile projects throughout the years, ranging from K-12 education facilities to hospitals, residential high rise in public housing, wastewater treatment plants, and airport facilities. Parag highlighted the company’s diverse portfolio: “Our projects are across a variety of different market sectors. We have experience with everything from K-12 public schools and universities to hospitals and health facilities. Most of our initial experience came from the K-12 sector in education. We have done and continue to do a lot of work with the New York City School Construction Authority, among other agencies and authorities in New York City.” On the anvil currently is an electrical infrastructure upgrade project for the historic 69^th Street Regiment Armory in midtown Manhattan, for the U.S. Army National Guard.

One of the standout projects in Kanta Electric’s history is their work on the Oakwood Beach Water Pollution Control Plant on Staten Island. This project was part of the company’s efforts to help provide clean and safe water to New Yorkers. The company has also expanded its work to include federal contracts, with one of the most notable being its current project at the Fort Hamilton Army Base in Brooklyn, where Kanta Electric is working on an information systems facility. Parag added, “We’ve been there for quite some time now and still have probably over 70% of the project remaining to be completed over the next year or so.”

Kanta Electric has experienced steady, organic growth over the past 33 years. Parag explained, “All of our growth to date has been organic growth. We’ve sort of pulled the company up by its bootstraps, so to speak. It’s not something that just happened— I often like to say, ‘its taken us over 3 decades to become an overnight success.’”

Looking to the future, Parag is focused on continuing to build on the company’s success and expanding its reach, both in New York City and beyond. “We’re continuing to build on our success, trying to take on more complex, larger projects,” he said. “We focus on organic growth, and for over 30 years we’ve been operating in and around the New York City metro region. We have very good name recognition with multiple different government agencies that we’ve done work with over the years, so our focus is really just to expand on that.”

In the coming years, Kanta Electric plans to further diversify its work, tackling even larger and more complex projects. Parag also shared that the company is exploring new avenues for funding, looking into raising capital through outside investors to fuel its next phase of growth.

As 2025 gets underway, Kanta Electric has a strong backlog of projects and is preparing for a busy and successful year. Parag confidently stated, “It was a busy end to the 2024, and we’re going to have a lot of our newer projects taking off this year. We anticipate it being a very busy 2025.”

Kanta Electric’s success story is one of perseverance, innovation, and a relentless commitment to quality and safety. Under family leadership, the company is poised to continue its upward trajectory, expanding its footprint in the electrical construction industry and cementing its place as a leader in New York and beyond. With a focus on organic growth, a strong commitment to safety, and a proven track record of success, Kanta Electric is well-equipped to meet the challenges of the future and continue its legacy for generations to come.

Yorke & Curtis, Inc. has built a legacy of excellence over its 36 years in the construction industry, continually reaching new heights and setting a standard for quality and service. Founded in 1988 when Dave Curtis partnered with Rob Yorke, the company began with a shared vision of integrity, trust, and a client-first philosophy. In 2012, Rob Yorke retired, with Erik Timmons became principal partner with Dave Curtis and in 2015 became President and CEO. Change did not mean a deviation from this philosophy, however, with company values being a constant throughline over the company’s long history. Over nearly four decades, the firm has grown into a leader in commercial construction, delivering projects across mixed use and multi-family developments, senior living, non-profit organizations, retail, convenience store and fuel stations.

Brad Bingham, Director of Field Operations, highlights the company’s mission, “At Yorke & Curtis, our mission is, “For the LOVE of people, we Build Excellence with Earned Trust, Natural Transparency and Generous Service.” Our goal is for every client to have an experience building a project that allows them to be as much of the process as they want to be while giving them the freedom of doing their daily business. Although Rob Yorke retired some years ago, his partner Dave Curtis, and Erik Timmons remain the driving force, ensuring that the company stays true to its original vision. According to Brad, Dave and Erik’s leadership and commitment to the company’s core values have been pivotal: “We rely on them to keep the vision and be the leader’s of the company.”

Since its inception, Yorke & Curtis has grown into a leader in the construction industry, with a portfolio spanning commercial, Mixed-Use, and non-profit sectors. The company’s approach combines technical expertise, innovative solutions, and a commitment to excellence, ensuring every project is completed to the highest standards. Brad attributes the company’s enduring success to its founding principles that are rooted in the people and the clients we serve. “The standpoint that Dave envisioned with Rob from the beginning was that we’re in the business for people,” he explained. “It’s one thing to build and create and make something, but if you don’t take care of the people you’re supporting, those visions don’t last long.”

“It’s one thing to build and create and make something, but if you don’t take care of the people you’re supporting, those visions don’t last long.”

With over 1,000 projects completed and 650 individual project owners served, Yorke & Curtis has become synonymous with reliability and quality. Operating in an industry Brad describes as “challenging and very demanding,” Yorke & Curtis has managed to thrive by building trust and delivering exceptional results. “Just with those numbers,” Brad said, “you can see people like what we do, and they come back to us time and time again. That’s a testament to how we take care of our people.

Among their most cherished projects is Grace Chapel, a non-profit initiative with personal significance for Brad, Erik and Dave who attend services there weekly. “Being apart of that project from concept, all the way up to seeing it used on a weekly basis for me is just really gratifying,” Brad shared. “It’s the reason I do what I do—to see lives enriched in a building I had a part in creating.”

Another standout project is a multi-family mixed-use building in Tigard, Ava. This development features three levels of wood framing above a slab on grade, with retail spaces on the ground floor and apartments above. Completed in March of 2024, Brad described it as a “beautiful addition to the Main Street of Tigard, OR” with it’s unique design elements and welcoming facade.

The company also recently completed a multi-million-dollar renovation of the Columbia Edgewater Country Club. This 40,000-square-foot clubhouse showcased high-end finishes and exquisite use of wood and stone, was named the client’s Centennial project, underscoring its significance and quality. Additionally, an exterior event space was renovated and expanded. The building modifications showcases and overall recentering in order to overlook the 9^th green, and 10^th tee box.

Yorke & Curtis provides comprehensive general management services for commercial construction projects. From the moment a project lands on their desk, the team prepares a detailed budget and schedule while coordinating with subcontractors on their scopes of work. They also collaborate closely with design teams and clients to ensure the project meets budgetary and design goals. After breaking ground, the company assigns a superintendent and foreman to oversee quality control, ensuring the project is completed on time and to the highest standards. Once construction is finished, project managers work to deliver a fully functional building to the owner, complete with a warranty for their work.

Brad emphasized their holistic approach: “Overall, from concept to completion, we manage the project and stand beside the owner and designer to ensure they’re getting what they expect and deserve.” Pre-construction plays a significant role in Yorke & Curtis’ workflow. The team assists with everything from general budgeting to a comprehensive selection process of interior elements—to streamline the process and ensure that every detail aligns with the client’s vision. “When a developer agrees to proceed with a project or owner is planning they know what they’re getting. There’s a submittal process to verify that what they’re looking for is being established before even breaking ground.”

Looking ahead to 2025, the company’s future is bright, though not without challenges. Brad noted that election years often bring a temporary slowdown in the construction industry. However, projects delayed in the preceding months tend to stack up, creating a surge in activity once the uncertainty passes. Yorke & Curtis is projecting a significant increase in projects compared to last year. Many of these projects, years in the making, are now ready to move forward.

Brad expressed optimism about economic conditions, saying, “We’re seeing some changes in the economy with interest rates becoming more manageable and material costs normalizing. Developers are gaining confidence, and our projections for this year are better than they were for 2024.”

A key focus for the company in 2025 will be hiring. As Brad explained, “We aim for excellence, and want to make sure anyone we bring onto our team buys into and contributes to the foundation that’s made us successful”. Having the right person for the right project is critical. One of my biggest focuses this year is on team members who can continue to build on the success we’ve had.”

Yorke & Curtis also anticipates growth in the low-income housing sector, driven by increased focus from government agencies and housing administrations. Brad highlighted the increase in demand for these projects and expects them to be a significant part of the company’s work in the coming years.

Additionally, we are observing substantial growth in the Convenience Store and Fuel Station sector. The rising demand for accessible, high-quality convenience options has prompted owners to reimagine their spaces. Many are choosing to invest in new construction in new locations and renovations that elevate and customize the customer experience. The goal is no longer to simply provide a functional convenience store but to transform these spaces into modern, market-like environments that feel inviting and tailored to their clientele.

As Yorke & Curtis moves forward, its commitment to people remains central to its mission. Whether tackling high-profile projects like the Columbia Edgewater Country Club or addressing critical needs in low-income housing, the company continues to build not just structures but enduring relationships and a legacy of excellence.

For nearly three decades, Cooper Plastering Corporation has been at the forefront of the plastering industry, installing almost every type of plaster imaginable. Founded in 1998 by James Cooper Sr., the company started with small jobs and gradually expanded into high-end residential and commercial projects, leaving its mark on some of the most iconic structures in New York.

Cooper Plastering’s journey began with James Cooper Sr., who built the company from the ground up. “It’s a family business, and it’s driven by me,” he says. “I’ve come through the business with my hands. I didn’t just have a pocket full of money and start a business—I was an apprentice, became a journeyman plasterer, and worked my way up, specializing in high-end residential work and traditional plastering, much of which is still practiced in Europe.”

James’ son, James Junior, has been with the company for 14 years and now serves as Chief Estimator. His daughter, Nicole, has been with the company for seven years, managing logistics, while another daughter, Alice, oversees shop drawings and administrative work. “We’re all entrenched in this company,” James says. “The fact that it’s family makes us so intertwined and gives us the ability to stay focused.”

Cooper Plastering offers a wide range of plastering services, from traditional hawk, trowel, and spray applications to specialty finishes such as Venetian, veneer, three-coat, cement, and acoustic plaster. They also provide fireproofing services, but their most sought-after product is ornamental plaster.

Beyond its family leadership, Cooper Plastering thrives because of its dedicated workforce. “We have over 80 men that work for us, and those men really are our success,” James says. “There are only a few of us family-wise running the company, but my Super and those men are really what shape us. They do a good job. I demand it—they won’t work for me otherwise.”

This commitment to excellence has led to remarkable employee retention. “Once I get my hands on someone and they’re good, or I have the ability to train them quickly, I don’t want to let them go,” James adds.

Over the years, Cooper Plastering has played a role in some of New York’s most prestigious projects. One of their most notable achievements was their work at Carnegie Hall, where they installed acoustic, ornamental, and veneer plaster. They also contributed to the Lincoln Center, where they completed the plastering on new columns using Star Silent Acoustic Plastering, along with vinyl and miniature plaster.

Reflecting on the Lincoln Center project, James says, “It was a very nice project for us. We came in on time, and it was a great feather in our cap. We were doing three jobs at the same time, with about 100 men working—it was a killer, but we got them done.”

Their portfolio also includes work at David Geffen Hall and a major project at NYU, where they installed 25,000 square feet of acoustic plaster. Simultaneously, they worked on the 36,000-square-foot lobby of 66 Hudson and the GFRC wall panels at the Rockefeller Center concourse.

James credits his workforce for the company’s ability to handle multiple projects at once. “The fact that we have so many men is why we’re so busy. But we have to be busy to keep those men working and happy.”

Originally focused on Manhattan and New York, Cooper Plastering has expanded its reach, taking on projects in Washington, D.C., and Philadelphia. This shift into larger commercial markets has been a major milestone, allowing the company to establish itself as a regional powerhouse.

Currently, the team is working on a massive project at the Waldorf Astoria, where they are restoring four theaters that were completely gutted. “It’s a fabulous job,” James says. “Every room was destroyed, so we had to rebuild so many things mechanically. We’ve maintained about 25 men there for two years, and we’re almost finished.”

Looking ahead, Cooper Plastering is eyeing further expansion, particularly in Washington, D.C., and possibly Boston. “We’ve been a little too busy in the tri-state area, so we haven’t gotten too deep into Boston yet, but it’s funny how those things happen,” James says. “We’re planning to spread out, put on more people, and expand our facility, office, and staff. Growth is definitely in the cards.”

Another major focus for the company is increasing its presence in airport projects, with a large-scale job at JFK International Airport on the horizon.

Even with its rapid growth, Cooper Plastering remains committed to its core values. “We don’t really go out there knocking on doors for work,” James says. “It says a lot—we don’t advertise. It’s really about service. Once we have a customer, they’ll call us for jobs of all sizes.”

Unlike many contractors that chase large projects exclusively, Cooper Plastering balances high-profile work with smaller specialty jobs. “We have to maintain our relationships with people who need smaller jobs done, especially for specialty products we’re certified to install,” James explains. “It’s a tough balance. We do a lot of jobs—north of a couple hundred a year, all different sizes. So don’t let that fool you—there are a lot of those smaller ones too.”

“We have to maintain our relationships with people who need smaller jobs done, especially for specialty products we’re certified to install.”

As Cooper Plastering moves into the future, the company’s dedication to quality craftsmanship, strong relationships, and a deeply embedded family ethos will continue to be the foundation of its success. With its hands in some of the most significant projects in the region and an ever-expanding reach, Cooper Plastering is poised for even greater heights.

Island Exterior Fabricators has built a reputation for delivering exceptional work across some of the highest-profile construction projects in the country. Their success comes from commitment to craftsmanship and innovative approaches to design, fabrication, and installation of building envelope systems. Over the last decade, Island has transformed into a national player, earning the trust of some of the most respected architects and builders in the industry.

A commitment to US-based domestic manufacturing is important for the company, whose roots trace back over half a century in New York, where years of experience in rainscreen panels and prefabricated systems laid the groundwork for what has become a complex operation. According to Kyle, the team grew “organically with the market” while carefully incorporating advancements in technology. “Our leadership was tasked with integrating advances in curtainwall manufacturing, from increasing our CNC & milling operations to exploring new vendor & supplier relationships that were critical to delivery this caliber of work,” Kyle shared.

Gradual evolution paved the way for significant growth. Strategic hiring and investments in machining capabilities became central to the company’s trajectory. “We continue to reinvest in our fabrication campus, particularly in the tooling resources that allow us to stay at the cutting edge and deliver what design teams put on paper,” Kyle explained. This commitment to reinvestment to ensures that the production teams at Island Exterior Fabricators have the resources needed to exceed expectations.

“We continue to reinvest in our fabrication campus, particularly in the tooling resources that allow us to stay at the cutting edge and deliver what design teams put on paper.”

Operating out of their expansive facility in New York, the company’s headquarters spans 55 acres, including over 500,000 square feet of indoor space. The campus houses CNC processing equipment, material inventory/storage space, fabrication shops, and advanced assembly halls ranging from 75,000 to 100,000 square feet. Kyle described the unique history of their location, which was previously the site of the Grumman manufacturing facility, where military & test aircraft were constructed. “Each of the buildings is a clear-span hangar serviced by overhead gantry cranes, which sets up perfectly for the ‘medium-scale’ manufacturing of our enclosure systems,” Kyle said.

The campus also serves as a hub for research and development, administrative operations, engineering, and quality control. Beyond New York, the company has strategically positioned offices across the Northeast in Manhattan, Hartford, Boston, and Philadelphia, with remote staff in Miami and Chicago. Expansion to the West Coast is also on the horizon, aligning with their vision of becoming a truly national player.

Island Exterior Fabricators specializes in bespoke enclosure systems, which Kyle described as blending “unique architectural design intent, complex building geometry, sophisticated material finishes, and critical performance criteria.” This could include high-performance rainscreen thermal assemblies integrated into glass and aluminum systems, or traditional cladding materials reimagined for modern applications. Their vertically integrated approach is a key differentiator. “We own and operate our own manufacturing, which in turn, informs aspects of system design & on-site delivery. We’re not a middleman or a broker,” Kyle emphasized. “The team is effectively managing engineering, procurement, manufacturing, and installation under one umbrella.”

This approach has positioned the company to collaborate with sophisticated owners/developers, major general contractors, renowned architectural firms, and respected façade consultants. Kyle noted that their client base consists of “the tier one” across the industry.

Over the years, Island Exterior Fabricators has achieved several milestones. From a locally-focused subcontractor in the tri-state area, the company has expanded its operations to a national scale. Kyle attributed this growth to a combination of strategic hiring and investments in the right tools and processes. “We’ve grown to support our Calverton operations from design, engineering, and management teams across multiple markets,” he said. With projects now spanning across the United States, including growing presences in Chicago and Miami, the team continues to push boundaries.

The company’s portfolio boasts several standout projects. One particularly challenging undertaking was the American Museum of Natural History in New York City, a scope that required exceptional precision and craftsmanship. “We worked with multi-curving carved granite rainscreen modules, prefabricating each megapanel to meet a series of setting tolerances & digitally-measured benchmarks,” Kyle explained. This effort went to ensure alignment between 3-D fabrication models, anchoring systems, panel frames, building structure, and the finished stone surface itself. Each installed megapanel needed to seamlessly meet its adjacent units, while allowing for the inevitable on-site construction tolerances, a testament to the team’s expertise and dedication to quality. The company considers this scope of work for the Gilder Center to be a significant achievement in the world of facade prefabrication. According to Kyle, the project exemplifies the thoughtful execution of design-intent, blending high-quality craftsmanship with cutting-edge architectural vision. “It’s truly a portfolio piece,” he said, underscoring its importance to the company’s legacy.

Another highlight was their work at Northeastern University, in Boston. This project’s high-performance unitized curtainwall system includes triple-glazing, curved units, and more than 6,000 stainless steel solar control fins with embossed surface patterns that created an entirely unique set of one-off components. To manage this process, CNC-controlled setting guides were used to confirm the location of each fin’s attachment during factory assembly, allowing for accurate alignment for on-site installation. “These types of projects garner international design acclaim, but more importantly, they challenge our teams and our processes internally,” Kyle remarked. The goal is not just to execute the design intent but to do so efficiently and safely, within the constraints of the project schedule.

Island Exterior Fabricators has weathered its share of challenges, particularly during the COVID-19 outbreak in 2020 and the economic uncertainties which followed into 2023 & 2024. However, their ability to maintain a steady workload, thanks to several large ongoing projects, allowed them to navigate these difficulties successfully. “We were able to maintain full factories and field teams while our project groups worked through design & engineering on the next wave of work that will be hitting in 2025,” Kyle said. This resilience has positioned the company for continued success in the years ahead.

Looking forward, the company is focused on expanding its footprint across the U.S. and optimizing its processes. “We’re looking to set up a local points-of-assembly to support fabrication and installation for jobs at the right scale,” Kyle noted. Additionally, they aim to systematize their platforms to offer pre-tested products that enable quicker factory-to-field delivery. This approach not only diversifies their offerings but also mitigates risks associated with entirely custom projects.

At the heart of Island Exterior Fabricators’ success is its people. “Construction is still very much a people business,” Kyle emphasized. He credited the leadership team’s vision and the workforce’s commitment to excellence as key drivers of the company’s growth. “It’s our people, top-down from ownership, with a real desire to grow the business and take on challenging work,” he said. This ethos of innovation and teamwork is what enables the company to tackle some of the most complex projects in the industry.

As they look to the future, Island Exterior Fabricators remains dedicated to their core values of craftsmanship, innovation, and client satisfaction. With a strong foundation, a clear vision, and a talented team, they are well-equipped to continue shaping the architectural landscape. Their journey to become a national leader in façade design and fabrication is a testament to what can be achieved through vision, perseverance, and a commitment to excellence.

Greenland Enterprises, Inc. has achieved significant growth while maintaining an ethos of “doing more with less,” reaching a series of impressive milestones through this approach. Specializing in engineering, procurement, and construction (EPC) for district energy projects and critical mission facilities, Greenland provides a range of professional services. These include designing and constructing central utility plants, combined heat and power (CHP) plants, and complex fueling installations for federal and educational sectors. In addition to its technical achievements, Greenland’s growth reflects a deliberate focus on employee empowerment and sustainability. 

Founded in 2008 by former Trane employees Elton Roller Jr. and Scott Werszner, Greenland’s origin story highlights an opportunity in the federal construction space for enhanced delivery methods and higher standards on large-scale projects. Both founders brought expertise from performance contracts emphasizing efficiency and innovation. They recognized a niche for flexible services in critical infrastructure, especially within the federal government. “With small business flexibility and large business knowledge,” the team explains, “Greenland started delivering their first central utility plant upgrades in 2009,” initiating a journey that would lead to numerous successes. 

Greenland’s evolution from a regional mechanical retrofit provider to a leader in large-scale infrastructure projects is marked by a legacy of collaboration and record-breaking achievements. Starting in the Mid-Atlantic, Greenland initially focused on retrofits, but their trajectory shifted in 2010 with the successful completion of a $5 million chiller plant upgrade at the VA Medical Center in Martinsburg, West Virginia. This pivotal project modernized the facility’s systems and set the foundation for Greenland’s expansion into national construction management and regional general contracting services. 

For over a decade, Greenland specialized in delivering energy centers across the U.S., with projects typically ranging from $10 million to $25 million. One particular project during this period included the construction of a 17,000-square-foot facility at the VA Medical Center in Waco, Texas. This facility provides steam and chilled water to over one million square feet of campus buildings. Greenland later expanded the site with a 2 MW CHP plant addition, further demonstrating their expertise in district energy solutions. 

In Pennsylvania, the company tackled complex plant upgrades at VA Medical Centers in Altoona, Wilkes-Barre, and Erie, with ongoing work in Lebanon. 

In Boston, Massachusetts, they delivered a modular chiller plant for the Jamaica Plain VA Medical Center. The plant was manufactured in a controlled environment, shipped in modules, and assembled onsite, showcasing Greenland’s ability to adapt to project-specific challenges. 

In the Southeast, Greenland achieved similar success with large-scale projects at VA Medical Centers in Columbia, South Carolina; Dublin, Georgia; and Gainesville, Florida. These multifaceted initiatives involved constructing advanced boiler systems, supporting equipment, and modern electrical infrastructure. A standout project in Gainesville replaced outdated systems with state-of-the-art boilers and built a new graphics control station, highlighting Greenland’s expertise in modernizing infrastructure while maintaining operational continuity. 

Greenland’s ability to deliver exceptional results continued nationwide. They replaced the aging fuel facility at Columbus Air Force Base, in Mississippi, by installing three 50,000-gallon above-ground fuel tanks, filter separator shelters, and associated infrastructure. Similarly, their work at the VA Medical Center in Dallas, Texas involved installing one new 1,500-ton centrifugal chiller, six new 1,000-ton cooling towers, and creating a robust common basin system to maximize redundancy. 

A defining achievement for Greenland came in 2023, when they secured their largest project to date: an $80.9 million design-build steam plant modernization at Hill Air Force Base in Utah. Delivered in partnership with SAW Contracting, Inc., through a joint venture, and with RMF Engineering, Inc., as the Designer of Record, this monumental project exemplifies Greenland’s capacity for collaboration and its ability to handle high-stakes federal contracts. 

The project involves renovating the 12,000-square-foot boiler plant at Building 260 (originally constructed in 1941), including seismic upgrades. Once completed, the upgraded facility will house five ultra-low NOx 50 MMBH steam boilers, 1.5 MW of backup power, and a full suite of supporting equipment. To ensure uninterrupted service during construction, Greenland constructed an industrial-level temporary plant capable of producing 160,000 pounds per hour of steam. As Steve Seckler, Greenland’s President, explained, “This project showcases our ability to manage large-scale, complex renovations that integrate modern technology and meet rigorous operational standards.” 

“This project showcases our ability to manage large-scale, complex renovations that integrate modern technology and meet rigorous operational standards.”

Prior to the Hill project, Greenland earned accolades for other groundbreaking achievements. At the University of Virginia, they constructed one of the largest industrial field-erected hot water generators in the United States. A case study on the project was later presented at the International District Energy Association’s CampusEnergy conference in 2020, cementing Greenland’s reputation as an industry leader. Another high-profile project involved constructing an 85-foot-tall, 3.5-million-gallon thermal energy storage tank at North Carolina State University’s Centennial Campus. The project won an Engineering News-Record “Regional Best Projects” award in 2021, reflecting Greenland’s ability to deliver innovative solutions for institutional energy systems. 

Through a combination of innovation, collaboration, and a steadfast commitment to quality, Greenland has established itself as a powerhouse in infrastructure. Their work at Hill Air Force Base, in particular, represents a culmination of decades of experience and a clear vision for sustainable solutions. 

When asked about the key to Greenland’s success, Steve has a straightforward answer: “It’s our people,” he says without hesitation. “We’re a small, nimble group. Right now, we sit at 26 full-time employees, but our revenue to employee ratio is outstanding. Our company is fortunate to have a team full of smart minds with a strong work ethic, which allows us to consistently deliver innovative solutions, and it has been like that since Day 1.” Steve’s comments highlight a company culture that values efficiency, expertise, and a commitment to quality. “I think that’s been the key to our success. Doing more with less.” 

Looking forward, Greenland has a bright outlook for the coming year. Steve explained that, as federal funding continues to support growth in infrastructure and energy markets, initiatives aimed at efficiency and reducing carbon emissions are creating new opportunities. As he describes, “It’s opened up a lot of opportunities from a modernization perspective for existing plants, chilled water plants, and boiler plants…especially on the power generation side with microgrids and such.” This focus on upgrades has created what Seckler calls a “near-record backlog” heading into 2025. 

Greenland’s growth strategy includes a strong commitment to responsible business practices, employee empowerment, and regional expansion.

The company also plans to strategically manage its geographically dispersed operations to support large-scale projects across the continental United States. Steve was eager to note, “we will continue to think through strategy at the regional level to provide best-in-class services for our clients.” 

Greenland has built a strong foundation over the past 17 years through a strategic blend of expertise, efficiency, and employee empowerment. With projects on both coasts and a robust backlog for the coming years, Greenland remains focused on delivering quality infrastructure solutions and meeting the growing demand for sustainable projects in the federal and educational sectors. 

Millis Development and Construction (MDC), a family-owned general contracting company based in Texas, has grown steadily since its founding in 1980 by Jason Millis. The company, which sprouted from house painting, focuses on landscape architecture-led projects and has become a recognized construction industry leader. Today, it stands as one of the most notable companies in the Texas construction scene, under the leadership of Chad Millis, who took the helm in 2016.

Jason Millis, who originally pursued an accounting degree, found his true calling in the world of construction. As Chad explains, Jason’s decision to leave behind the corporate world for construction was a bit unexpected. “After completing his degree, he found that painting houses was a more rewarding path than the accounting career he had planned for,” Chad recalls. What started as a house painting business blossomed into residential remodeling and large-scale commercial construction.

The company’s early years were marked by steady growth, fueled by Jason’s ability to identify opportunities and Chad’s eventual involvement in the business. By the time Chad joined the company in 2003, MDC had established a solid foundation. However, the true leap forward came when the company began specializing in high-use public facilities, parks, playgrounds, and recreational spaces—projects that heavily involve landscape architects.

“Our niche has been projects where a landscape architect is the lead consultant,” Chad explains. “These types of projects usually have a lot of landscape elements, but we act as the general contractor, so we’re doing the entire project—not just the landscaping.” This unique focus has positioned MDC as a go-to contractor for projects that require both construction expertise and a deep understanding of how design and landscape elements work together.

“Our niche has been projects where a landscape architect is the lead consultant.”

MDC’s portfolio is filled with projects that showcase their ability to manage complex and high-profile developments. One of the first major milestones for the company was the construction of the Cross Creek Ranch Rec Center in 2008. As Chad notes, this project was monumental for MDC. “At the time we built it, it was very large and a very big milestone for us,” he says. “It was probably two or three times the size of any projects we had done before that.” This project served as a stepping-stone to the company’s next big achievement—the Buffalo Bayou Park project in downtown Houston.

The Buffalo Bayou Park project, which MDC completed between 2012 and 2015, is one of the most iconic in their history. The project, valued at nearly $50 million, involved extensive work on a major public park in the heart of Houston. For Chad, this project represents a key turning point in the company’s trajectory. “That catapulted us into doing the Buffalo Bayou Park, which was almost $50 million worth of work over a series of years,” he explains.

With the success of Buffalo Bayou Park and other large-scale projects under their belt, MDC’s reputation continued to grow. In 2010, the company reached a significant milestone—hitting 100 employees. That number grew to 200 by 2022, marking a period of rapid expansion for the company. As the business grew, so did their geographic footprint. In 2022, MDC expanded into Dallas, followed by the opening of an office in Austin in 2023. The Austin office has already made an impact, with the company securing its first few projects in the city. “Austin’s a very robust market for what we do, so we’re excited about it,” Chad says.

As the company expanded, so did its service offerings. Today, MDC isn’t just a general contractor—it’s a comprehensive construction firm with a diverse portfolio of divisions. These various branches work in harmony to provide clients with a one-stop-shop for all their construction needs.

“We have several different entities under our overall umbrella,” Chad explains. “The original company was Millis Development and Construction, but that grew into a platform of different companies that do different things. We have a precast concrete product that we manufacture—it’s a fence retaining wall block product. We also have a landscape and irrigation self-performed company, so we install new irrigation and landscape on projects and also do landscape maintenance. We have a fencing company that does brick walls, fencing, and entry monumentation.”

This interconnected structure allows MDC to serve a diverse range of clients with a full spectrum of services. “At the end of the day, our core client base is residential developers and landscape architects,” Chad explains. “Our goal is to be the single point of contact for all of our clients’ construction needs. That’s why we have a variety of companies—each one is designed to meet different needs and provide a comprehensive range of products and services for our clients.”

Community involvement is at the heart of MDC’s philosophy. The company takes great pride in the projects they build, many of which have a lasting impact on the communities they serve. Chad is particularly passionate about the role MDC plays in creating spaces that benefit the public. “Community is one of our five core values for a lot of reasons,” he says. “First and foremost, the projects we undertake have a significant impact on the communities where they’re located. Nearly all of our projects are influential in some way, whether they’re parks, playgrounds, or regional play areas.”

MDC’s most well-known project, Buffalo Bayou Park, serves as an excellent example of the company’s commitment to the community. “On any given day, there might be 1,000 people utilizing that park,” Chad notes, underscoring the impact of their work. But the company’s dedication to the environment doesn’t stop with the construction of parks and recreational spaces. In fact, MDC has set an ambitious goal of planting one million trees by 2030. So far, the company has planted around 280,000 trees, a number they hope will continue to rise significantly in the years ahead. “We want our employees to recognize that we’re doing our part to restore nature within the community,” Chad adds.

MDC’s community-oriented mindset extends beyond environmental initiatives. Chad and the MDC team are deeply involved in various philanthropic efforts. One of the causes closest to Chad’s heart is the Alzheimer’s Association, where he sits on the Board of Directors. Earlier this year, the company held a walk in four of their offices to raise money for the cause. “We have several philanthropic endeavors that we go through, and we’re trying to get more centrally focused on our philanthropic giving so there’s a little more strategy behind it,” Chad explains. “But giving back to the community is really important to us as a group.”

The company also supports Habitat for Humanity, with Chad sitting on their board as well. MDC recently worked on a project for the organization called Robin’s Landing, which provided affordable housing for families in need. This project involved creating a new park and amenity area for the Habitat for Humanity neighborhood development, which will be transformative for the entire Habitat for Humanity organization.

As MDC looks to the future, the company is poised for continued success and innovation. Celebrating its 45th year in business, the company reflects on decades of growth and achievement while preparing for what’s next. With a healthy contracted backlog and ambitious plans, Chad Millis is optimistic about the road ahead. “Our future looks really bright,” he says. “We have an ambitious growth plan as an organization. It will require significant expansion, but as it stands today, we’re expecting around 18% growth year over year.” Beyond Texas, the company is exploring opportunities in other states, driven by its commitment to community involvement, environmental stewardship, and innovative solutions. For MDC, the focus remains on building more than structures—they’re building a lasting impact.

Since its founding in 1962, Fullerton Companies has been a trailblazer in the construction industry. Beginning with panel work, the company quickly evolved to multi-story buildings, adapting and innovating along the way to carve out its niche in the single-story wood framed commercial construction market. Today, Fullerton Companies is celebrated for its unique approach to Industrialized Construction, core values, and commitment to excellence—a legacy built from hard work and innovation.

Finding Their Niche

The company’s journey took a pivotal turn in 2019, a year President Scott Pairolero describes as the beginning of a critical finetuning process. In 2019, Fullerton Companies had hit what Pairolero calls their “sweet spot,” focusing on 2,000 to 18,000 square-foot buildings that perfectly aligned with their design expertise and operational systems. This shift marked the beginning of a period of significant growth and success for the company.

Core Values: The Heart of Fullerton Companies

At the center of Fullerton Companies’ success lies a strong culture rooted in five core values that guide every decision and interaction. According to CEO Mike Cousineau, these values are more than just words on paper; they are deeply embedded in the fabric of the organization.

“We have a set of core values that we live and die by,” Cousineau explains. “They’re printed all over the building—in conference rooms and on walls. It’s hard not to live by your core values when they surround you every day.”

Transparency is a cornerstone of the company’s ethos. This value permeates every aspect of the business, from candid conversations with clients to monthly recognition meetings where employees are updated on the company’s financial performance and customer feedback. “We don’t sugarcoat if things aren’t going well,” Cousineau says. “We’re very transparent with our customers. If there’s frustration on either side, we address it openly.”

For Pairolero, candor, passion, and humility are equally vital. “Why do we get out of bed every day? Why do we show up? It’s about passion and desire for this business,” he says. “And humility means acknowledging that we don’t have all the answers. We’re humble enough to ask for help and to learn from our customers, employees, and partners.”

Humor and fun also play a significant role in the company’s culture. “You’ve got to be able to laugh, even at yourself,” Cousineau adds. “It brings some levity to the intensity of a typical business day.”

A Commitment to Learning and Innovation

The company’s willingness to learn from its customers is a key driver of its continuous improvement. “We tell our customers that we don’t have all the answers, but we expect to get smarter every day,” Cousineau says. “That humility—to say, ‘I have a lot to learn’—is essential. It’s how we keep evolving our products, services, and processes.”

This philosophy is evident in Fullerton Companies’ approach to project management. From initial design reviews to material procurement, production, and installation, the company manages every aspect of a project with meticulous attention to detail. “Our team does a phenomenal job managing the process,” Pairolero notes. “From working with architects to delivering on our promise of speed to market, quality, and professional service, it’s a coordinated effort that drives our success.”

“From working with architects to delivering on our promise of speed to market, quality, and professional service, it’s a coordinated effort that drives our success.”

Notable Projects and a Commitment to Excellence

Over the years, Fullerton Companies has worked on a range of high-profile projects. According to Pairolero, every project is notable in its own way. “We are a custom prefabricated panelizer in the industrialized construction space, building for some of the premier brands. Each project is unique to that brand and customer,” he explains.

This dedication to customization and quality is a testament to the team’s expertise and commitment. “Our projects succeed because of the incredible team we have in place,” Pairolero says. “From design to production to installation, our team ensures that every detail is executed flawlessly.”

The People and Processes Behind the Success

For Cousineau, the company’s success can be boiled down to two critical factors: people and process. “You absolutely can’t build a sustainable, growing business unless you have the right people in the right processes,” he asserts.

Fullerton Companies invests heavily in its employees, fostering a culture of growth and collaboration. This approach not only benefits the team but also enhances the company’s ability to deliver exceptional results for its clients.

A Disruptive Vision for the Future

Looking ahead to 2025, Fullerton Companies is poised for continued growth and innovation. The company plans to expand its “disruptive” product offerings to reach even more customers. “We’re very excited about the traction we’re gaining,” Cousineau says. “Our product is significantly different from traditional construction methods, and we see a strong response from our customer base.”

The company’s focus on speed to market, consolidation of trades, and schedule adherence positions it as a leader in the construction industry. With a commitment to qualitative and quantitative metrics, Fullerton Companies aims to continue delivering value and innovation to its clients.

Building a Better Future

At its core, Fullerton Companies is driven by a simple yet powerful mission: to build excellence through people and process. With a strong foundation of core values, a commitment to transparency and learning, and a team of dedicated professionals, the company is well-positioned to lead the industry into the future.

As Cousineau puts it, “We’re on a quest to keep learning, growing, and getting smarter every day. That’s how we build better, not just for today, but for the future.”

In the traditionally male-dominated field of construction, WDS Contracting stands out not only as a successful business but also as a beacon of representation. Owned and operated by Jenny Williams, the company is minority- and female-owned, setting an inspiring example in the industry. For Jenny, representation matters deeply, especially for the younger generation. She explained, “It always surprises people to find out we are a Woman-Owned company in a very male-dominated industry. It’s important for girls to grow up seeing examples of leaders that may not look typical. As women, we juggle a lot of roles, and each of those roles gives us a unique perspective. I believe that broad perspective is one of our greatest advantages.” 

WDS Contracting has grown significantly since its inception in 2005, when Jenny and her husband Matt Williams started the business together. Starting out as Williams Dirt Service, the company specializes in earthwork and land development. Reflecting on the early days, Jenny recalled, “We literally started from nothing. Matt came home one day and said he thought we should start our own company. He would handle the field side, and I would run the office side. I thought he was crazy—but 20 years later, here we are.” The pair began with small-scale residential jobs, slowly expanding their operations. From residential projects, they transitioned into commercial earthwork contracting and eventually into federal and tribal opportunities, building a reputation for precision and reliability. Recently, the company expanded their services to include solution-based Construction Management, offering innovative approaches to projects.

Their determination to succeed was matched by their willingness to innovate. Thirteen years ago, the couple made a bold decision to invest in GPS machine control technology for their fleet of equipment. At the time, it was a hefty financial commitment that many considered risky. However, it paid off in spades, setting WDS apart from competitors. Jenny explained, “We were one of the first companies in Oklahoma to fully embrace this advancement. It allowed us to complete projects more efficiently and accurately. We could do twice the work with half the crew, and it was done right the first time. For us, it’s always been a priority to stay current with the evolution of technology.” This forward-thinking approach became a cornerstone of the company’s operations and a significant factor in its success. 

Two years ago, the company’s trajectory took another leap forward when they began working with a Tribal program led by Ken Atkins and the Seminole Nation of Oklahoma. Through this program, WDS embraced an Alternative Contracting Method known as CM/GC, or Construction Manager/General Contractor. Unlike traditional construction methods, which often prioritize low bids over long-term value, CM/GC emphasizes collaboration. Both the design and construction teams work together from the outset, allowing for innovative problem-solving and streamlined execution. Jenny described the impact this method had on their business, noting, “What sets this method apart is the builder helps design the projects. Both the design team and the construction team collaborate, and the results are like nothing we’d ever seen. We’ve taken on several project bundles now totaling over 40 projects since starting with Alternative Contracting Methods, and it’s been a whirlwind.” 

Working with the Seminole Nation and other tribes, WDS has completed projects that would typically take years in a matter of months, achieving cost savings of up to 40%. The company’s commitment to collaboration extends to its partnerships with other industry leaders. For road, parking lot, and trail projects, WDS works closely with Oklahoma’s leading paving company, Haskell Lemon Group. This partnership has led to innovations that saved hundreds of thousands of dollars while completing projects in record time. One of their joint efforts, the Econtuchka Road Project, earned an Oklahoma Asphalt Award, a first for the Seminole Nation. Jenny expressed pride in this achievement, stating, “It’s a testament to what we can accomplish when we prioritize innovation and teamwork.” 

Another key partnership has been with Stronghold Construction, which specializes in vertical building. Stronghold shared the vision of creating a positive impact on the construction industry through a proactive approach. This Joint-Venture has been instrumental in the success of several tribal projects, including the Kickapoo Tribe’s Economic Development Suite of Projects. These initiatives focus on generating long-term economic growth through travel plazas, hotels, RV parks, grocery stores, and major infrastructure improvements. The team employed the Progressive Design-Build Method to overcome challenges posed by the traditional low-bid approach. Jenny explained, “The tribe had experienced numerous projects that initially seemed inexpensive but ended up being extremely costly due to change orders and delays. With this method, we’ve avoided those pitfalls and delivered projects that truly add value.” 

Jenny and her team take great pride in the work they’ve done for tribal communities, describing it as a unique and deeply meaningful experience. “There is a sense of contributing to something bigger than yourself,” Jenny shared. “It’s not just another developer’s next round of fast food joints or big box stores—it’s about shaping a community for the better. That’s not something we take lightly.” 

Their impact hasn’t gone unnoticed. In 2024, WDS Contracting received the Eastern Oklahoma County Tech Center Partner in Progress Award, a milestone Jenny considers one of the company’s greatest accomplishments. Beyond the accolades, the Williams family remains focused on growth and sustainability. With three sons, one of whom already works for the company, WDS is positioning itself as a lasting family enterprise. Jenny shared her vision for the future, saying, “Watching our sons come along has been very rewarding. We’d like to see this family business continue to expand, building relationships and delivering value. We have a motto: ‘move dirt, build relationships,’ and that really sums it up for us.” 

“We have a motto: ‘move dirt, build relationships,’ and that really sums it up for us.”

For Jenny, the success of WDS Contracting isn’t defined by any single factor but rather by a combination of determination, innovation, and collaboration. She acknowledged, “There isn’t just one key to success. It’s been many keys, and those keys have changed as we’ve grown and faced new challenges.” 

From its modest beginnings to its current role as a leader in construction innovation, WDS Contracting exemplifies what can be achieved through hard work and forward-thinking. As a minority- and female-owned business, it’s breaking barriers and paving the way for future generations. For Jenny, the journey has been about more than just business—it’s about showing young women that they, too, can lead and succeed in any field. 

WDS Contracting would also like to express our sincere gratitude to several other companies that have supported us along the way. Thank you to Atkins Engineering, FORM Design Studio, Green Couch Design, VRX, Consor Engineering, Johnson and Associates Utility Exploration, Arrowhead Engineering, CC Environmental, Digital Takeoff & Modeling, Innovative Contracting and Engineering, Ozark Lazer, CL Boyd, Phaser Marketing, The National Association of Women in Construction, and Cory Fisk. 

Streamstown Construction’s journey from a basement boiler room to a major player in the construction industry reflects a tale of hard work, adaptability, and an unwavering commitment to growth. Founded in 2016 by Sean Fitzpatrick and Darren Pettit, the company started with modest resources but has steadily built itself into a thriving enterprise. Its story is a compelling example of how determination and resilience can transform a fledgling operation into a construction powerhouse.

The company’s beginnings were anything but glamorous. Sean and Darren started operations in a cramped 150-square-foot boiler room in Yonkers. “Basically myself and Darren were working at the beginning when we set the company up, working on the tools ourselves and doing any small projects we could get, then we just grew it up from there,” Sean recalled. The challenges were numerous, from a van with a hole in the gas tank to the constant noise of the boiler at our 150 sq. Headquarters, which made phone calls almost impossible to conduct indoors during winter months. Reflecting on these early days, Sean added, “It was a very tight room where our office started up… we had to make a move because the boiler was ticking on and off every half hour in the background.”

Despite these hardships, Sean and Darren remained undeterred, eventually moving their operations to an office on Yonkers Avenue after seven or eight months in the basement. This space provided them with the breathing room necessary to begin expanding their team and services. However, their aspirations didn’t stop there. In January 2024, Streamstown upgraded again, this time to an office in Manhattan on 30th Street, overlooking Madison Square Garden. This move symbolized a new chapter for the company as it positioned itself at the heart of one of the world’s most competitive markets.

The road to success was not without its share of setbacks. One of Streamstown’s first significant projects—a Burlington Coat factory in Brooklyn—ended poorly when the general contractor went out of business, leaving subcontractors unpaid. “That was a big hit for us at the beginning of our career because we put all of the capital we had into that one project,” Sean explained. This early loss was a harsh lesson, but instead of allowing it to cripple their fledgling business, the team regrouped, learned from the experience, and moved forward. Sean remarked, “After that, we did a bit better and got [back] up on our feet and got going again.”

Streamstown has since emerged as a versatile company specializing in Full Fit-outs, drywall, Specialty ceilings, and More. Sean described their operations as a “general drywall / carpentry company” offering a wide range of services. Their expertise includes specialty wood and Metal baffle ceilings, acoustic wall panels, and various elements of Sheetrock and ACT ceilings. This diversity in offerings has enabled them to work on industrial, commercial, and high-end residential projects. Sean explained, “We do all aspects of Framing, Sheetrock and ACT ceilings, Level 5 Skim Coat, specialty wood ceilings, specialty baffle ceilings. We do acoustic wall panels—that is the majority of the work that we perform.”

The COVID-19 pandemic presented a unique challenge, reshaping the company’s project pipeline. Prior to the pandemic, Streamstown focused heavily on retail spaces, completing projects for brands such as Tourneau, Nordstrom, Vilebrequin, Ademars Piguet, Brunello Cucinelli, Adidas, Coach, GAP, and Reformation. However, the pandemic brought retail construction to a near halt, forcing the company to pivot toward exterior framing and ground-up construction in the retail sector. Sean reflected, “When COVID came along, the retail sector took a massive dive… Pretty much the same with the interior commercial office renovations—that slowed down as the majority people weren’t in their offices after and during COVID.”

This ability to adapt has been key to Streamstown’s sustained growth. The company transitioned seamlessly into new markets, taking on projects such as a 12-story building on Saint Marks Place and a condo building at 280 8th Avenue. One of their most notable Upcoming projects is a 70-Story Luxurious Condominium Tower at 45 Park Place, which will feature apartments and condos. This ambitious undertaking is expected to span two years and marks a significant milestone in the company’s portfolio.

Streamstown’s steady growth is underscored by its financial success. Since its inception, the company has consistently doubled its revenue every year, a feat that few businesses can claim. Sean attributed this success to the relentless dedication of its founders. “I believe it’s the commitment myself and Darren have put in. We put in the same effort now that we’ve put in since we started the company,” he said. This work ethic has also fueled the company’s expansion from a two-person operation to a workforce of 150 field and office staff.

Their portfolio includes high-profile projects in the Rockefeller Center, Hudson Yards, Upper East Side and other prominent locations. The company’s reputation for delivering quality work has been instrumental in securing contracts and driving growth. As Sean noted, “We strongly believe in leaving a good product behind us, and have a close eye for detail of what we do. I believe that stands by us on most of the projects that we will be doing and I believe that’s part of our continued growth and success.”

“We strongly believe in leaving a good product behind us, and have a close eye for detail of what we do.”

Looking ahead, Streamstown Construction is poised for continued expansion. The company has an ambitious slate of projects lined up for 2025 and 2026, including additional ground-up construction jobs. Sean highlighted their focus on maintaining a high standard of work while exploring opportunities for growth, saying, “Word of mouth seems to be the best way of advertising for us… We are in negotiations for a few other ground-up projects that will be starting next year, so we’re expecting to have a busy year for 2025 through 2026.”

The firm’s Manhattan headquarters symbolizes its evolution from a small, local operation to a major player in the construction industry. Streamstown’s ability to adapt to market changes, overcome challenges, and consistently deliver high-quality work has solidified its reputation as a trusted name in construction. With a dedicated team, a growing portfolio, and a commitment to excellence, the company is well-positioned for long-term success. From the basement boiler room to Manhattan’s skyline, Streamstown’s story is a powerful reminder of what can be achieved with determination and vision.

Canadian Metal Buildings (CMB) is transforming the steel building sector by offering a full suite of services that spans from designing to engineering, manufacturing, and installing pre-engineered metal building systems. Under the leadership of Justin Bruzzese, the company stands as one of the only ones in Canada—and a select few in the United States—to manufacture its own metal building systems and operate an in-house installation division. This approach not only sets them apart from the competition but also allows them to deliver a comprehensive, high-quality service to their clients.

The company’s origins date back to 1964 when Justin’s father, John Bruzzese, founded Armour Steel. Initially, the company was focused on residential steel supply. However, as the demand for commercial and industrial steel structures grew, John expanded the business, branching out into larger projects alongside the builders he worked with. This growth mirrored the broader evolution of the construction industry, and as time passed, the company became well-established in the sector.

Justin Bruzzese joined Armour Steel full-time in 2002, after years of working on and off in the family business. However, in 2015, with a strong desire to strike out on his own, Justin founded Canadian Metal Buildings, starting the company from the ground up with nothing but a trailer and a vision. At first, CMB focused primarily on putting up structural steel and metal building systems, but Justin’s entrepreneurial instincts quickly led him to re-evaluate the business.

Before launching CMB, Justin had worked with other manufacturers in the pre-engineered metal building space. He recalls the challenges of working with systems that, while efficient to manufacture, often proved problematic during installation. The design choices made by other companies, intended to make production cheaper and faster, led to common installation issues.

“We were running into a lot of the same issues all the time where their buildings seemed to be designed in a way that was efficient for manufacturing,” Justin says. “But when we put them up in the field, it added a lot of complexity, time, and frustration.” Despite bringing these issues to the attention of other manufacturers, nothing changed. The constant pushback and lack of response were a tipping point for Justin.

Determined to make a difference, he approached his father, and together they merged the manufacturing and installation divisions, forming what is now Canadian Metal Buildings. This strategic decision was born from the desire to streamline the entire process, from the design stage all the way through to installation. The key was to reduce the overall timeline of the projects, making them more efficient and cost-effective for clients while maintaining high standards of quality.

Justin explains that many companies in the industry often overlook the importance of a smooth and efficient installation process. “The building’s only as good as your installers,” he explains. “We wanted to design and provide a service where we could manufacture efficiently, but also make the entire project lifecycle—from the initial design through to manufacturing and installation—much more efficient.”

“The building’s only as good as your installers.”

Incorporating this holistic approach to project management became a game-changer for CMB. By listening to their clients and addressing the challenges faced by installers, the company was able to provide a better, more seamless experience. “We’re very customer-facing, dealing with them day in and day out,” Justin notes. “We found there were better ways to do things, and the feedback we received made us realize that we could streamline the process and offer a better overall experience.”

One of CMB’s core differentiators is its commitment to innovation. Rather than sticking to industry norms, Justin and his team are focused on pushing boundaries and embracing new technologies. The company has introduced both virtual and augmented reality to enhance the design and planning phases of their projects, allowing clients to visualize the final product before work even begins. This forward-thinking mindset is part of the company’s ongoing effort to challenge the status quo and bring new solutions to an industry that has remained largely unchanged for decades.

But innovation isn’t limited to technology. CMB’s success is also driven by its emphasis on recruiting and retaining the right people—individuals who share the company’s vision and values. Justin explains that CMB’s team is comprised of a “data-driven, young, ambitious and forward-thinking group,” and they all operate with a clear focus on making a meaningful impact in the industry. Unlike many corporate or venture capital-owned competitors, CMB isn’t just focused on financial gain. Instead, the company is motivated by the desire to change the industry for the better.

“We want to make a difference,” Justin says. “It’s not about just growing the company for the sake of growth. We’re focused on growing our people and building a company that doesn’t just do business for the financial return, but for the impact we’re making in the industry.” This dedication to making a positive difference is evident in the company’s culture, which prioritizes values like integrity, transparency, and trust. CMB operates with a clear mission: “Building better buildings, building better lives.”

One of the key factors behind CMB’s success has been its ability to maintain a strong sense of purpose while achieving significant growth. The company has been experiencing an impressive 35% growth annually, hitting its planned milestones year after year. This success is a testament to the company’s ability to stay focused on its vision and maintain the quality of its work while expanding.

“Building better buildings, building better lives,” Justin says, summing up the company’s purpose. “It’s about the impact we’re making in our community, giving back to organizations, and providing opportunities for the people we work with. We’re constantly striving to make a difference in the industry.”

Today, CMB only installs its own building systems, ensuring that there is a direct link between the manufacturer and the installer. This allows them to maintain control over pricing, scheduling, quality, and ultimately their reputation. By cutting out the middleman, CMB is able to offer a level of service and consistency that sets them apart from other companies in the industry.

The company has already been involved in some high-profile projects, including work for a Fortune 500 brand, where they are currently building a four-story property. This is the type of project in which CMB excels, with the company completing many similar buildings in the past. Justin notes that this is “unheard of in the pre-engineered metal building industry,” as many companies would shy away from such a complex project. However, CMB is not one to back down from a challenge. They thrive on pushing the boundaries and taking on projects that require creativity, great engineering, and innovation.

“We’ve done some really cool, unique things that most companies would shy away from,” Justin says. “It doesn’t fit their generic mold, and it requires a lot of thinking and change. But we like to stray outside our comfort zones and push ourselves. That’s where we feel growth happens—nothing great comes from your comfort zone.”

Looking ahead to 2025, the company has a bright future. With a healthy pipeline of work and a clear roadmap for the next several years, CMB is poised for continued growth. “We’re on track to exceed 2024’s goals and enter 2025 strong,” Justin says. “We’re aiming for substantial growth and a greater presence across Canada and the U.S.”

Justin’s excitement for the future of CMB is palpable, and he credits much of the company’s success to the values they’ve instilled in their team and their commitment to innovation. “Our people are fantastic, and the culture we’ve built is one of transparency, trust, and autonomy,” he says. “We’re not just here to grow the company—we’re here to grow our people and make a lasting impact on the industry.”

Canadian Metal Buildings is set to continue its trailblazing path, constantly evolving to meet the needs of the modern construction industry. With a strong vision and a relentless drive for improvement, the company is poised to take on even more complex and exciting projects in the years to come.

RestoreWorks has grown from strength to strength over the past 36 years, evolving from a small pressure washing company into a leader in masonry restoration and restorative cleaning. Founded in 1988 by Don Zuidema, RestoreWorks began as Midwest Pressure Washing, with Don pulling a trailer equipped with two pressure washers to clean sidewalks, trucks, and homes. Initially, it was all about residential pressure washing, but it wasn’t long before Don noticed a match between his love of history and a growing need for masonry restoration on older buildings.

As the company worked on cleaning historical properties, Don realized that there was an opportunity to expand their services into masonry restoration. They began offering repairs such as tuckpointing, brick replacement, and parapet rebuilds, which allowed the company to shift its focus from power washing to full-scale masonry restoration. This new direction led to the company joining the union, which allowed them to hire skilled field workers capable of handling complex masonry repairs. This was the beginning of a transition that would solidify RestoreWorks’ place in the industry

In 2014, as the company began to specialize in more than just cleaning, Don decided it was time for a rebrand. Midwest Pressure Washing became RestoreWorks Masonry Restoration, a name that better reflected the company’s expanded scope of services. With this rebranding came the opportunity to take on larger projects, including some of Chicago’s most iconic buildings. One of the first milestones for the company was working on the Art Institute of Chicago, followed by a major project on the Wrigley Building. These projects marked a turning point for RestoreWorks, helping to solidify its reputation for high-quality restoration work.

For Don, the secret to the company’s success isn’t just about the impressive buildings they work on—it’s about the people. From the skilled mechanics in the field to the office staff, everyone at RestoreWorks takes pride in their work. Don believes that the company’s best marketing comes from the quality of the job they do and the relationships they build with their clients. Every project is an opportunity to showcase their expertise and earn repeat business. Don explains that the team understands that each job is not just a one-off task; it’s a chance to impress the client, leading to future opportunities.

One of the standout features of RestoreWorks is their approach to restorative cleaning. Don’s team has developed a reputation for being able to clean buildings that have been covered in decades of dirt, soot, and other contaminants. “Being able to clean a building that’s been covered with 100 years of dirt and not damage the surface is something we take a lot of pride in,” Don says. The company uses specialized techniques that ensure the building’s surface remains intact while restoring its original appearance. This expertise in restorative cleaning is a key part of their overall offering, alongside their masonry repair services like tuckpointing, stonework, concrete repairs, and leak troubleshooting.

RestoreWorks is also known for providing detailed mock-ups for clients before beginning a project. This gives clients an idea of what the full restoration will look like, helping them make informed decisions and budget accordingly. For Don, it’s all about giving clients confidence in the process, ensuring that they know exactly what to expect from the work. This service has proven valuable in building long-term relationships and ensuring that RestoreWorks stands out from other companies in the industry.

Over the years, RestoreWorks has worked on a range of high-profile projects, including the Merchandise Mart, the Civic Opera House, and Navy Pier. But Don is quick to point out that their portfolio isn’t limited to famous landmarks. The company also works on multifamily buildings, government buildings, schools, and hospitals, demonstrating their versatility and ability to take on projects of all sizes and scopes.

Looking ahead to 2025, Don is optimistic about the company’s future. With a solid backlog of work and several projects in the pipeline, RestoreWorks is poised for continued growth. Don believes that the key to this success is building relationships with clients and maintaining a high level of service. “Every time we finish a project, it’s an opportunity,” Don explains. “If we do our job right, we build relationships and open the door for more work down the line.” This mindset has allowed the company to sustain its growth and continually expand its client base.

While RestoreWorks has established a strong presence in the Midwest, Don is excited about expanding the company’s reach to new regions. “We’re growing geographically outside of the Midwest, and we’re always looking for more complex projects where we can apply our expertise,” he says. The company has already begun taking on more challenging projects outside its traditional market, and with a strong foundation of skilled field staff and solid management, Don is confident that RestoreWorks can continue to meet the demands of an ever-changing industry.

“We’re growing geographically outside of the Midwest, and we’re always looking for more complex projects where we can apply our expertise.”

One of the most exciting developments for RestoreWorks is the upcoming addition of Don’s son, Nathan, to the company. Having worked in the construction industry for five years, Don’s son is set to join the company in a project management role. Don is looking forward to seeing how his son will grow in the business and the new perspectives he will bring to the team. “I’m excited to see his growth and to watch him take on a leadership role,” Don says, reflecting on the transition from one generation to the next.

As the company moves forward into 2025, Don is focused on building on the solid foundation that RestoreWorks has established. With a skilled team, a growing reputation for high-quality work, and a strong client base, the company is well-positioned for continued success. “We just want to grow —both corporately and individually,” Don says, highlighting the company’s ongoing ambition. “We’ve got a good foundation in place, and we’re excited about the future.” As RestoreWorks continues to expand its capabilities and take on more complex projects, it’s clear that their focus on quality, relationships, and expertise will keep them at the forefront of the masonry restoration industry.

Founded in 1981 by Jim Dooley in the rugged terrain of the Yukon, Arctic Arrow Group emerged with a clear mission: to provide a safe working environment for line construction workers. Over four decades later, the company remains a leader in the line services sector, offering construction and maintenance of distribution and transmission lines across Western Canada and the Western United States. Now under the ownership of Java Group since 2022, Arctic Arrow Group has grown into a vertically integrated operation comprising seven companies, each supporting the others in delivering a wide range of services. “This structure allows us to seamlessly collaborate across projects, ensuring efficiency and quality,” said Patricia Briner, President of Arctic Arrow Group.

Throughout its 43-year history, Arctic Arrow Group has achieved significant milestones, many of which are tied to its unyielding focus on safety. “We have had a largely safe career of 43 years in the company. We’re an industry leader in safety and quality,” Briner noted. The company’s commitment to its core values has driven its expansion into new territories and its ability to secure long-term contracts with well-regarded clients, solidifying its reputation as a trusted name in line construction.

Maintaining success over four decades is no small feat, especially given the volatility of recent years. Briner attributes this achievement to the company’s unwavering commitment to its culture. “We are powered by people,” she emphasized. “We take care of our people, and they take care of our clients and therefore us. We empower our people to make the right decisions on-site to keep themselves safe, get home safe at night, and deliver a quality product for the client in a professional manner.”

“We are powered by people. We take care of our people, and they take care of our clients and therefore us.”

The company’s portfolio of services is expansive, ranging from constructing and maintaining transmission power lines with voltages up to 500kV to building new substations and providing emergency storm response. Recent years have also seen Arctic Arrow Group diversify into renewable energy projects, such as wind farms and solar energy. Briner explained their approach: “We provide EPC construction and consulting for clients, especially during the early stages of projects, helping them estimate costs and assess constructability.”

Sam Dooley, General Foreman at Arctic Arrow Group, highlighted another specialized area of the company’s expertise: energized work. “We complete jobs using specialized and energized work to limit downtime for clients and utilities,” he said, underscoring the company’s commitment to minimizing disruptions while maintaining safety and quality.

Arctic Arrow Group has delivered numerous high-profile projects, including the Blackwater Gold transmission line for Artemis Gold. “This project involved completing around 53 kilometers of new 230kV transmission line along with the foundations and lines, totaling 132 kilometers,” Dooley explained. “The major milestone was completing it within the construction window of approximately five months.” The company also played a critical role in supporting access for the project, as no infrastructure existed when they arrived.

Another notable endeavor was the Buffalo Plains project for Borea, a renewable energy initiative in Vulcan County, Alberta. “This project was unique due to the sensitive native prairie land, croplands, and indigenous territories involved,” said Ryan Budzinski, Director of Central Operations. Despite these challenges, the team delivered the project on time and within budget. Budzinski detailed their efforts: “We procured materials, completed the new construction of 15.5 kilometers of 240kV wood H-frames, and ensured minimal environmental impact.”

The team’s adaptability was also tested during the 40 Mile Project for Res, where they installed 20 kilometers of a new 240kV power line using both steel and wood poles. Budzinski noted the project’s difficulties: “We faced major material delays and a wood pole preservative ban by Environment Canada, which required non-typical construction methods.” Despite these setbacks, the project was completed on schedule, a testament to the company’s resourcefulness.

Winter construction presents its own set of challenges, as the Arctic Arrow Group team encountered on the 40 Mile Project. “The usual challenges of winter terrain were all dealt with here,” Briner explained. “We did it well, and the client is happy with the product.”

Arctic Arrow Group’s long-standing partnership with AltaLink, dating back to 2011, further demonstrates its expertise in transmission construction and maintenance. This collaboration includes providing emergency restoration services and has led to new projects such as the Central East Transfer Out (CETO) project near Red Deer. “This involves approximately 50 kilometers of double circuit 240kV transmission line with a unique, triple C composite core conductor,” Budzinski shared. “We’ve just recently kicked off the project, with work resuming in the fall and continuing into 2025 and 2026.”

Another ongoing project with AltaLink involves a 38-kilometer rebuild of a 138kV line west of Calgary. The team is replacing an aging H-frame structure with steel monopoles, a project that reflects Arctic Arrow Group’s commitment to modernizing critical infrastructure.

Looking ahead, Arctic Arrow Group is optimistic about future opportunities. “We have several projects in oil and gas and are working with ARC Resources on distribution and transmission projects,” Briner said. The company is also engaged with Enbridge on coastal projects and is awaiting confirmation on a large substation and transmission line for a reopened mine.

In addition to its project-based work, Arctic Arrow Group has established itself as a reliable partner for storm response and fire restoration. “This ongoing work requires a specialized workforce and equipment for remote areas, which we like to think we specialize in,” Dooley explained. These services extend beyond Canada to include similar efforts in Washington State.

The company’s relationship with Elk Valley Resources, formerly Teck Mines, underscores its commitment to long-term partnerships. For the past 15 to 20 years, Arctic Arrow Group has provided daily services to the five mines located in the Elk Valley, demonstrating its reliability and adaptability to clients’ evolving needs.

With its strong track record and diverse portfolio, Arctic Arrow Group is poised for continued growth. Budzinski noted, “The future is looking good.” Briner echoed this optimism, predicting a record-breaking revenue year driven by a mix of large projects and expanding opportunities.

As Arctic Arrow Group approaches its fifth decade, its leadership remains focused on maintaining the principles that have guided its success. “This year will probably be our largest revenue year, given we’ve got quite a few large projects on the go, and we look for next year to be even better,” Briner concluded. By staying true to its culture of safety, quality, and people-first values, Arctic Arrow Group is well-positioned to lead the line construction industry into a dynamic and sustainable future.

Daylite Window, founded in 2002, has left a significant mark on the New York metropolitan area with its high-quality window and curtain wall installations. Based in New York, this storefront contractor has established a reputation for both technical excellence and strong client relationships. Starting out as an installation-only business, Daylite has since expanded its scope to a full-service firm that not only installs but also procures a range of products, specializing in aluminum and UPVC windows. Today, with leadership from partners Luis Diana, Matthew Leiser, and Anthony Ross, Daylite has become a comprehensive provider of façade solutions, meeting the growing demands of the region with a focus on reliability and innovation.

The roots of Daylite Window began with Luis Diana, a long-time industry expert who remains at the core of the company’s direction. With over two decades of experience in the window sector, Luis began his career as a laborer with a New York-based window erection company. Working for both public and private sectors, he rose to become Director of Operations before establishing Daylite. Reflecting on these formative years, Luis shared, “Daylite was established in 2002. We began installing windows in schools in Jersey, as strictly an installation-only company.” Known for his pragmatic approach, Luis takes a no-nonsense approach to executing complex systems, a style that the company embraces today.

In 2013, Luis partnered with Matthew Leiser and Anthony Ross, each of whom brought distinct skills to the table. With this expanded leadership, Daylite transformed into a furnishing and installation company, overseeing complete project cycles from product procurement to installation. “The main milestone was the transition from an installation-only company to a company that does furnishings and installation, providing the products and managing the whole project,” Matthew shared. This expansion has since propelled Daylite’s revenue exponentially, marking a period of substantial growth for the company.

Daylite’s three partners each bring a unique perspective, forming a leadership team that balances diverse experience. Anthony Ross, a former attorney and COO of a regional window manufacturing company, has a background that adds both industry knowledge and legal expertise to the firm. His analytical approach is critical for navigating the complex regulatory landscape of construction projects in New York and New Jersey. Meanwhile, Matthew Leiser’s experience spans project management and extensive technical expertise in windows, curtain walls, and façades. Known for his hands-on approach, Matthew ensures that Daylite’s projects are managed with meticulous attention, from manufacturing through installation. “He believes that the successful completion of any project requires a good balance of attention between the field and the office,” states the company’s website, underscoring his commitment to both project efficiency and quality.

Today, Daylite offers a diverse array of products and services, with Luis noting, “We’re doing pretty much anything that’s façade related.” The company’s specialties include windows, storefronts, curtain walls, railings, and even interior work. Daylite’s expertise extends into design-assist and pre-construction services, where the team collaborates with architects and developers to address design issues early on. This proactive approach ensures that aesthetic and functional aspects are optimized from the outset, improving the final product.

Daylite’s customer service-oriented model has been fundamental to its success in a competitive industry. As Matthew explains, “It’s a very service-based business that we’re in. The customers that we deal with don’t want to necessarily hear about all the problems—they just want them to be resolved. So, usually, we’re problem solvers. We work with our clients, and we always get to the end of the job.” The team’s dedication to finishing every project on time and within budget has established Daylite as a trusted partner for many prominent clients. Emphasizing quality craftsmanship, the company works closely with architects and developers to deliver reliable, high-quality results.

Over its two decades of service, Daylite Window has been involved in several notable projects across New York and New Jersey. Recently, the team completed a large-scale 250,000-square-foot window wall project in Secaucus, New Jersey. In White Plains, New York, they also executed a major window installation for the construction management firm Hudson Meridian, and they are currently working on another significant project for the same firm in Stamford, Connecticut. With a strong lineup of projects, Daylite’s momentum continues as they prepare to take on a new installation in Trenton, New Jersey, and an upcoming school project scheduled for early 2025. Additional projects include a UPVC window installation on 125th Avenue in Brooklyn and a curtain wall project for the East Harlem Tutorial Program in New York City.

The leadership team remains focused on expanding Daylite’s presence in the New York and New Jersey metropolitan areas. “We just keep bidding work, closing work, and maintaining relationships,” says Matthew. By nurturing both existing client relationships and pursuing new opportunities, Daylite is well-positioned for continued growth. The rising demand for UPVC windows has been especially noteworthy, aligning with the firm’s commitment to adapt and evolve with market trends. Another strength of Daylite’s structure is its tripartite leadership, with each partner contributing specialized expertise in different areas of the business. As Anthony points out, this arrangement allows them to deliver a highly personalized service, ensuring that each project benefits from the direct involvement of company leadership.

Daylite’s mission is clear: to provide top-quality commercial window design and installation services while building lasting client relationships. Over the years, the company has managed a portfolio of successful projects encompassing large-scale residential and commercial structures, solidifying its reputation as a leader in the construction industry. With a commitment to professionalism and integrity, Daylite continues to earn the trust of clients across the region. “Together, Luis, Anthony, and Matthew have established an excellent reputation in the New York City construction industry through their passion for façade design and dedication to customer service,” states Daylite, reinforcing their commitment to delivering superior results.

“Together, Luis, Anthony, and Matthew have established an excellent reputation in the New York City construction industry.”

As Daylite Window looks toward the future, the company remains dedicated to its core values of quality, customer service, and adaptability. Reflecting on their achievements, Matthew notes, “We’re always eager to maintain existing relationships, but also look outside of them and diversify the products that we offer.” With plans for further expansion and an unwavering commitment to craftsmanship, Daylite Window is poised to continue shaping the skylines of New York City and beyond. Guided by the experience and dedication of Luis, Anthony, and Matthew, Daylite Windowstands ready to meet the future demands of an evolving construction industry, delivering high-quality façade solutions to a growing client base.

Founded in 2017 by Moshe Braude, Magnico Contracting has steadily grown into a trusted name in construction management and general contracting. Over the past eight years, the company has established itself as a leader in both renovation and commercial construction, continually pushing the boundaries of what’s possible in the field. Braude, who remains deeply involved in the company as its Chief Operating Officer (COO), has guided the firm through a period of sustained growth, emphasizing clarity, communication, and innovation in every project.

When Moshe set out to start Magnico, his vision was clear: to provide a construction experience that eliminated the confusion and frustration often associated with the industry. As he explained, “I wanted to bring clarity to the construction world—to ensure that when a client embarks on a project, they understand exactly what they’re paying for. The goal was to ensure that every project perfectly aligns with the client’s needs.” This commitment to transparency has become a defining feature of Magnico’s approach, setting them apart in a crowded and complex industry.

Since its inception, Magnico has reached numerous milestones under Moshe’s leadership. “We started out focusing on renovations and day-to-day construction work, including office build-outs, healthcare facilities, and retail stores,” Moshe recalls. “But we’ve also expanded into ground-up construction and development.” This shift into new sectors reflects the company’s adaptability and growth, allowing Magnico to take on increasingly large and complex projects.

Magnico’s service offerings have evolved to meet the diverse needs of its clients. In addition to construction management and general contracting, the company has incorporated engineering into its portfolio. This integrated approach allows clients to streamline their projects, relying on a single team to handle everything from design to execution. As Moshe puts it, “[We are a] one-stop shop for all of our clients. They can move from engineering straight to construction, dealing with one company, and one company only. We perform the work ourselves, so one phone call gets everything done.”

Magnico’s work within the state of New Jersey is a key example of how the company has applied this all-encompassing approach to larger, more complex projects. The team has played an essential role in the state’s mitigation assistance program, helping to elevate homes out of flood zones and prevent future disasters. Over the years, the area has experienced many flood events with catastrophic consequences for communities. In fact, FEMA has consistently ranked New Jersey counties, including those around Fairfield, among the top five most vulnerable to flood damage out of 940 counties across the United States. The increasing frequency of floods has put homeowners under constant threat, creating an urgent need for mitigation measures like house raising. “This is our big emphasis right now,” Moshe explains. “We’re assisting homeowners throughout New Jersey, working with the Department of Community Affairs (DCA) to elevate homes and protect them from flooding.” This work not only safeguards homes but also ensures that families can return to their properties without fear of future damage.

In this endeavor, Magnico has partnered with Wolf House Movers, the nation’s leading elevation contractor, to deliver this critical service. Moshe is proud of the impact the company has had: “We’re helping to elevate these homes out of flood zones and get homeowners back into their new homes, free from the risks of flooding.” This disaster recovery and mitigation work has become a cornerstone of Magnico’s operations, reinforcing the company’s commitment to providing clarity and peace of mind during even the most difficult circumstances.

The company’s disaster recovery services extend far beyond just elevating homes. Magnico is fully equipped to manage every aspect of the disaster restoration process, ensuring that clients don’t have to juggle multiple contractors or worry about the details. “When disaster strikes, the last thing you want to deal with is hassling contractors and subcontractors,” the company states. “We bring the same commitment to clarity and simplicity to disaster recovery as we do to all our services.”

“We bring the same commitment to clarity and simplicity to disaster recovery as we do to all our services.”

This full-service model has revolutionized how the company approaches construction projects. According to the company’s website, Magnico is “revolutionizing the construction experience.” The team prides itself on being a modern company with deep roots in experience and reliability, pushing the industry forward through the use of cutting-edge technology. Magnico has invested in innovative tools like 3D immersive project imaging, which provides clients with a more detailed, transparent view of their projects from start to finish. “We prioritize making construction easier for our clients, with clear communication and stellar results,” the company says, positioning itself at the forefront of industry transformation.

Moshe’s original vision has remained a guiding principle as the company continues to grow. He emphasizes that navigating the inherent challenges of the construction world is what defines success in the industry. “Construction is full of roadblocks,” Moshe explains. “The success comes when you’re able to navigate those roadblocks as smoothly as possible. It’s about recognizing obstacles, resolving them quickly, and ensuring that all parties are on the same page throughout the project.” By fostering clear communication and anticipating potential issues, Magnico has developed a reputation for delivering on time and on budget, regardless of the challenges that arise.

Magnico offers a comprehensive range of services that cover everything from plumbing and electrical work to mechanical systems, all “under one roof,” as Moshe describes it. This ability to control every element of a project enables the company to deliver high-quality work efficiently and effectively. “We’re able to control all the parties involved in every project,” he says, underscoring the importance of having a fully integrated team that works together to achieve the best results.

One of Magnico’s defining features is its commitment to communication. As Niki Haines, Director of Communications, points out, “One of our big focuses is staying in constant communication with the homeowner, providing them with virtual 3D updates, and essentially holding their hand throughout the entire process.” This high level of transparency and customer care helps to minimize stress for clients, giving them peace of mind during what can often be an overwhelming process. “We want to make sure our clients aren’t stressed,” Niki adds, emphasizing the importance of keeping clients informed at every stage.

Looking ahead, Magnico has ambitious plans for continued growth and expansion. Niki explains, “We want to continue the government work we’re doing. Our goal is to expand to new towns and work with government officials to increase funding for the programs we’re part of, so we can keep making a difference.” This commitment to public sector work aligns with Magnico’s broader mission to improve communities and protect homes from future disasters.

The company’s outlook for 2025 and beyond is optimistic, with plans to continue working with state agencies and expanding into new projects. Moshe explains, “We’re focused on completing our ongoing projects with state agencies, continuing to elevate homes, and starting new ground-up projects by the end of the year. It’s all about improving the towns of New Jersey, making them safer and better places to live.”

Magnico’s dedication to public service and disaster mitigation is complemented by its forward-thinking approach to construction management. Niki adds, “Our big focus right now is working with different branches of the government, whether it’s for legislative services or the DCA, and expanding our efforts in those areas.”

As Magnico continues to grow, the company remains committed to the values that have driven its success thus far: clarity, communication, and innovation. With Moshe’s leadership and the team’s unwavering focus on client satisfaction, Magnico is poised to continue revolutionizing the construction industry for years to come. “We’re leading the future of construction management,” the company declares, and with each new project, it’s clear that Magnico is not just keeping pace with industry trends—they’re setting them. Visit magnicocontracting.com for more information.

Founded in 2013, Bridgeline Exteriors has carved a distinctive niche within the construction industry, evolving from its modest beginnings into a major player. The company’s growth and success can be attributed to its clear vision, focus on quality, and innovative approach to the exterior envelope and framing of multifamily buildings and commercial projects. Over the past decade, Bridgeline has made significant strides, expanding both geographically and in terms of service offerings.

Bridgeline’s President, Gustavo (Gus) Lopes, recognized an opportunity to redefine how exterior construction services are delivered. With twenty years of industry experience, Lopes set out to create a company that would specialize in the complex challenges of exterior building envelopes. He described the company as “a general construction visionary specializing in the exterior envelope of multifamily projects.” This focus on the exterior envelope—the critical layer that separates the interior environment from the outside elements—has allowed Bridgeline to develop deep expertise in managing complex construction issues such as weatherproofing, durability, and aesthetic design.

The company’s services encompass a wide range of offerings, including installation, repair, restoration, and replacement of capital assets. Bridgeline’s ability to provide a comprehensive solution—referred to internally as a “full-service tourniquet”—has been a key differentiator. As Rachana Kheraj, Executive Vice President of Business Development, explains, “We’ve honed in on those specialty skills to create a full envelope solution. If we poke a hole in it, we own it, ensuring the building and asset are fully protected.” This level of responsibility and attention to detail has fostered trust and long-lasting relationships with their clients, setting Bridgeline apart in the competitive construction market.

Bridgeline’s operations extend across the country, with divisions strategically placed to serve various regions. Their Mid-Atlantic and Southeast operations, which include a wood framing and envelope division, enable the company to deliver specialized services tailored to the needs of different markets. The team handles a diverse range of commercial projects, including multifamily housing, hospitality, senior living, educational facilities, Lab/Tech and corporate buildings. Bridgeline’s versatility is a critical component of their success. As Lopes explains, “Bridgeline is able to perform with precision in the Northeast as well as in the Mid-Atlantic and the Southeast,” underscoring the company’s ability to adapt to regional demands while maintaining high standards.

This regional adaptability has allowed Bridgeline to undertake and excel in various high-profile projects. The company’s project portfolio includes everything from data centers and retail spaces to manufacturing warehouses to multifamily residential. Bridgeline’s expertise in these diverse segments has made them a trusted subcontractor for many large-scale developments like the Expansion of Williamsburg Landing – a premier Senior Life Plan Community in Williamsburg, Virginia. Their ability to handle the most complex elements of construction—whether it be a LEED-certified building or a cutting-edge telecom facility—speaks to the company’s capability and ambition.

Over the years, Bridgeline’s expansion has been driven by Lopes’ commitment to reinvesting in the company. Two years ago, the company expanded its envelope division and introduced a capital projects division focused on larger restoration and repair projects. This strategic expansion has allowed Bridgeline to diversify its offerings and capitalize on new market opportunities. Rachana notes, “[Gus] wanted to create a successful blueprint for the company across different regions,” a vision that has been instrumental in guiding the company’s continued growth.

Bridgeline’s success has not only been measured in terms of financial growth but also in terms of the company’s culture and values. As a family-oriented business, Bridgeline has made a concerted effort to maintain its core values throughout its expansion. Rachana explains that the creation of a strong company culture has been integral to Bridgeline’s growth: “The creation of a solid company culture has been what fosters our growth. Year after year, we’ve had stellar growth—but we’ve been able to keep a company culture that fosters education, empowerment, and career growth.” In this Spirit Bridgeline Academy was created to give experience, opportunity and education to all of their employees. From courses. lunch and learns, partnering with organizations like Youthbuild Boston and The National Association of Women in Construction, Rachana and Gus, build special programs for Bridgeline, helping to create experiences that foster education and growth for all  in the construction industry and those looking to enter.

This focus on internal development has been a cornerstone of Bridgeline’s approach. By investing in the professional growth of their employees, Bridgeline has built a workforce that is highly skilled, motivated, and aligned with the company’s mission. The company’s lean management practices and commitment to continuous learning ensure that employees are always equipped with the tools and knowledge needed to succeed. Rachana emphasizes, “We’ve really honed in on understanding the needs of the construction industry, the needs of our partners, and creating a team with all the different parties to be successful.”

The company’s long-term strategy reflects this family-oriented approach. Bridgeline continuously reinvests in its employees, ensuring that they receive the training and support needed to excel in their roles. “Our priority is having the best-qualified employees,” Lopes emphasizes, adding that this focus on employee development directly benefits clients by ensuring that projects are completed to the highest standards.

One of the most significant milestones for Bridgeline has been the development of long-term relationships with clients and partners. Rachana describes “having that trust from your partners” as a major achievement for the company. Trust, she notes, is not something that can be bought or rushed—it must be earned through consistent performance and a commitment to quality. As a valued partner of companies like 2Life Communities and Winn Companies, this trust is shown in their early-stage development of projects with not only the developers, but the Architects and General Contractors who hire them. This trust, along with Bridgeline’s dedication to delivering high-quality work without sacrificing relationships, has been a driving force behind the company’s success.

At Bridgeline, safety is of paramount importance, with Lopes personally overseeing initiatives that ensure both safety and quality control. “Our focus is on safety, diversity, and quality control,” Lopes says.  With a clear Osha 300 log and the implementation of their national safety program through J. J. Keller, as well as being a Certified Minority Business Enterprise in Massachusetts, Bridgeline is able to create opportunities for safe building practices up and down the Eastern seaboard. This attention to detail extends beyond the job site and into every facet of the company’s operations, ensuring that employees and clients alike are treated with respect and care. “Work Safe, Together!” is not just a token slogan Lopes believes, it is the company’s promise to make sure everyone goes home safe to their families every day.

Lopes attributes much of Bridgeline’s success to a simple yet powerful philosophy: teamwork. “Our success lies in working together as a team,” he says, stressing the importance of collaboration and mutual support within the company and with it’s partners. For Lopes, success isn’t measured by short-term profits but by the strength of the relationships within the organization and the quality of service provided to clients. He explains, “It’s not about profit on a job-by-job basis, but about how we support each other as a family.” When looking at a project like The Newbury of Brookline, we can see that this type of teamwork, over multiple years, was needed to create this exceptionally detailed private senior living facility for Kisco and HYM Development. Partnering with Dellbrook/JKS as the General Contractor, James Hardie, Engage Building Products, Azek, Henry, Royal Westlake as Manufacturers, United Rentals on the equipment and so many countless others to bring this project to life.

“Our success lies in working together as a team. It’s not about profit on a job-by-job basis, but about how we support each other as a family.”

Another important element of Bridgeline’s success has been its emphasis on simplicity in construction. Rachana notes, “Construction is complex, but if you break it down to its simplest parts, anything is achievable.” This focus on simplicity has shaped how the company approaches project management, with teams structured to foster shared accountability and collaboration. By breaking down complex projects into manageable components, Bridgeline ensures that every aspect of the work is executed with precision and care.

Among Bridgeline’s most notable projects is 44 Soldiers Field Place in Boston featuring one of the first buildings in Boston to have an all metal rainscreen cladding system facade, FastPlank and Quickpanel Systems from Engage Building Products, for the exterior envelope. While installing a myriad of colors of planks and panels, Bridgeline is able to create depth and movement that this intricate design by Howeler + Yoon called for. Two projects in particular showcase the attention to detail in creating a full building envelope system, 646 Ocean Avenue in Revere, MA and The Revolution at Assembly Row in Somerville, MA. Being on the ocean, 646 Ocean Avenue involved a high level of Engineering, attention to detail on the Installation of both the James Hardie siding and ACM installation with a fully built exterior insulation envelope system. The Revolution at Assembly Row marks bridgeline’s tallest building to date, installing the full building envelope, from the Henry Blueskin AVB, Nichiha AWP 1818 and 3030, Thermory Decking, Alucobond ACM, James Hardie Fiber Cement with Engage Building Products Easy Trim Reveals along with over 1400 Windows and doors.  While talking about Bridgeline’s very first fluid applied AVB project, The Cliffhouse in Cape Neddick, Maine, Lopes mentions his need to have his team learn and expand on their craft. Not only did this project mark their first fluid applied AVB installation for Bridgeline but also was one of their first hospitality projects. 

However, one of the projects that holds the most significance for the company is the Hathon in Medway, Massachusetts—a joint venture between HQ Capital and Toll Brothers Apartment Living. The project earned Bridgeline a National Project Excellence Award from the National Association of Women in Construction, a recognition of both the project’s scale and scope and the exceptional performance of the all-female project team. Rachana describes this recognition as particularly meaningful for Bridgeline, a minority-owned business that places a strong emphasis on diversity and inclusion. “Being a minority-owned business, we take diversity and inclusion very seriously. We want our daughters and sons to know that construction is a place for all of us.”

Looking ahead, Bridgeline Exteriors has no plans to slow down. While the company is focused on completing its current projects, Lopes is already planning for the future. One of his top priorities is continuing the company’s employee training programs, which run throughout the year. These programs, along with youth development initiatives, are designed to ensure that Bridgeline remains at the forefront of the industry by cultivating the next generation of skilled construction professionals.

As Bridgeline Exteriors approaches its second decade in business, the company’s leadership remains committed to the principles that have driven its success thus far. Lopes sums it up best: “I think we have a good recipe. We’ve been reinvesting in the company, building skilled labor, and fostering a supportive team. It’s a recipe for success, and we plan to continue on this path for many years to come.”

In order to remain in business long-term, it helps to build a community spirit. Market fluctuations can prove challenging to even the most skillfully run organization, so having a backbone that spans generations can prove to be a game-changer. Tri-State Drilling is one such company. Founded in 1955 by Robert Melcher, Wayne Reese Miller and Ralph Isley, it began work on its first dewatering project that year, with just one drill rig and one salesperson. However, the business quickly upscaled, acquiring more equipment that led it into deep foundation work. After a continued period of sustained growth, the company was passed down to a second generation, who continued to grow the company until it was acquired by a private investment group. However, Colleen O’Brien explains, this transfer of ownership has done nothing but help lift the community spirit within the company. “[The private investment group] is lead by one of the grandchildren of a founding member as well, so it’s always kind of stayed in the family and all those three families are still present in the company today.”

Tri-State Dilling installs deep foundations for the country’s infrastructure, working with power generation, transmission, distribution, renewable, heavy industry, agribusiness, oil, and gas companies along with the general construction industry. The company “pioneered the sub-speciality of drilled foundations,” and has amassed a significant level of skill and in-house experience. It all started with the capability of building dewatering well crews who can install a well in difficult conditions, move the operation 1,000 feet and do so again, Tri-State has found a significant niche in the market. “That professional discipline translated perfectly to transmission line foundation work.” From here, it has installed transmission line foundations in the lower 48 states and Alaska.

While this experience has led to an impressive knowledge bank within the company, its skill-set covers the gamut of the industry. The team offer a diverse range of services to the market such as large-diameter drilled shafts, direct power pole embeds, helical anchors, foundation pre-drilling, micropiles, foundation engineering and design.

After decades in business, its clear that Tri-State Drilling has seen a great deal of success. For Jim Swanson, Business Development Manager at the company, this is down to “Maintaining client relationships, developing and maintaining top talent and keeping the family feel to the company.” By building, and maintaining, a healthy community in-house, the company has been able to succeed long-term. It has built on its foundations and is now equipped to plan long into the future. “The key to our success is our people. We treat our employees well, so we have very high retention. Once an operator works for us, they become members of the family, and many spend the rest of their careers with us. We count on them to bring our customers the best quality work and to leave the landowners happy. With that high retention, we maintain a team that has hundreds of years of experience doing just one thing: delivering, in a timely fashion, highest quality foundations to the electrical transmission industry.”

“The key to our success is our people. We treat our employees well, so we have very high retention. Once an operator works for us, they become members of the family, and many spend the rest of their careers with us.”

According to the company website, the key to success has been developing techniques to handle “everything from high water tables in caving soils to the hardest granite, all while leaving behind the lightest possible footprint.” Despite this huge growth, the company has worked hard to maintain a family feel. For over 70 years, Tri-State has prioritized camaraderie and collaboration, something which sets it apart from its competitors. Jim explained, “We were founded by 3 families, built by many families in the field and maintain that family feel in everything we do.”

Alongside community, the company places the utmost value on keeping its staff safe. As a core belief, much work goes in to ensuring its community keeps a clean bill of health. “Safety results like ours require ongoing commitment, vigilance, and strict adherence to company safety rules. After all, people are our success, so safety is an essential part to our work.” The company proactively manages their safe work practices, holds daily on-site safety meetings, and has safety managers who make site visits, audits and hold training for employees, while project superintendents and foremen are trained on how to eliminate hazards while working on the job. In addition to all this, all employees learn OSHA rules and first aid. “This steadfast integration of safety into our working culture underscores our dedication to ensuring the well-being of every individual within our organization”.

It is no surprise then, to learn that safety and community work together to develop a culture of care at Tri-State. “At any family-owned business, the team becomes a family. Tri-State is no exception. Every member of the crew is taken care of by us so that when they are on-site, the focus is on doing the project safely and precisely. Every new employee is trained in safety and on-the-job skills. Mentorships in safety are also encouraged between senior employees and new employees. Today, thanks to the conscientious efforts of our employees and diligence of our safety leaders, Tri-State has a safety track record of which we are extremely proud.”

This track record includes a number of high-profile successful projects, including the Smart Path Connect in Boonville, New York and the Boulder Solar Battery Energy Storage System (BESS) in Boulder City, NV. In addition to that, it has worked as a prime foundation contractor for companies including Eversource, Commonwealth Edison, Xcel Energy, Basin Electric, National Grid, Ottertail Power, Minnkota Power and others. Following on from its community-minded approach, it is no surprise that many of its clients are long-term, repeat relationships. “Once our new customers see our crews at work, and see the professionalism of their results, they become confirmed repeat clients.”

While the company has gone from strength to strength, it has no plans to slow down. Building and cultivating a culture takes time. Tri-State Drilling has excelled in this area and plans to use this foundation for another period of sustained growth and success. Jim explained that, alongside a positive outlook for the rest of 2024, it has a range of plans for continued growth and expansions. The team plans to “increase presence in the Transmission industry in the East Coast, Midwest and western US, continue our nationwide expansion into the renewable energy market, maintain our focus in heavy industry in the Midwest, and focus on expanding the workforce with qualified individuals that want to be part of the family driving long-term growth of Tri-State Drilling,” he said.

As the saying goes, necessity is the mother of invention. In the case of CL Construction, a family-owned agricultural and commercial contracting company based in southeastern Nebraska with locations in Lincoln, Wahoo and Grand Island, it’s fair to include an astute eye for opportunity. Founded in 2009 by Chris Lautenschlager, CL Construction has grown steadily over the past 15 years, starting as an agricultural contractor handling service work to building brand-new facilities in the agricultural industry.

From Strength to Strength

The agricultural construction industry in Nebraska and the Midwest plays a vital role in supporting the farming economy. Nebraska ranks as a top producer of corn, soybeans, and beef cattle, and there is constant demand for modern grain storage, handling, and processing facilities. The industry faces unique challenges, including the need to build structures that can withstand weather conditions and meet safety and environmental regulations. Companies like CL Construction have found success by offering comprehensive services tailored to the specific needs of agricultural businesses. As the agriculture sector continues to evolve with new technologies and changing market demands, construction must remain adaptable and innovative to stay competitive in the market.

According to Lautenschlager, the rise of CL Construction came about through a willingness to respond, innovate and expand its services to the industry’s needs. “We planned to start in residential before moving to commercial construction. But in early 2009, we got an opportunity to do concrete foundations on some grain bins in Kansas. From there it continued to grow into bigger sized grain bin foundations.” Lautenschlager then observed that very few businesses were involved in grain bin erection and in response, invested in grain bin jacks and began the process of lifting bins.

Lautenschlager explained that the company’s initial strategy lacked a clear direction and sustainable future. To adapt, CL Construction branched out into the service sector, focusing on equipment maintenance and repairs for grain handling facilities. This allowed the company to grow and eventually transition into hiring an in-house team capable of self-performing all major work. The evolution has now come full circle, marking an exciting new chapter for CL Construction as they expand their in-house capabilities to include a new division, Demolition starting in October 2024.

The journey has been fast and exhilarating. From starting as the sole employee in 2009, CL Construction has grown to become a home for 170 individuals. For Lautenschlager, the greatest achievement is reaching a point where the company can support all those families. “Family is incredibly important to us here at CL Construction. Early on, I realized that the purpose behind the opportunity to start this business was to provide not only for my family but for all the families connected to CL Construction.” The company mission statement reflects this commitment: “Providing a foundation for our family and yours to build upon.”

Lautenschlager emphasized the importance of passionate employees in driving the company’s success, acknowledging that he cannot do everything alone. He empowers leaders to pursue their interests. The company acquired CR Manufacturing in Grand Island, NE, which has opened new opportunities in the manufacturing sector.

In-House Capabilities

CL Construction offers a range of services including new construction, design-build, renovation and repair, and facility maintenance. These core competencies are backed by its divisions: Millwright, Concrete, Paving, Demolition, Welding & Fabrication, Logistics, and Design & Field Technical Services. Lautenschlager noted that the development of these in-house skills has stemmed from a sense of necessity: “To enhance our knowledge and capabilities, we chose to invest in owning our own facilities. This has allowed us to continually learn and ultimately provide even greater value to our customers in the future.”

Lautenschlager quickly recognized that enhancing the company’s processes could significantly boost both efficiency and customer value. “By establishing our own facilities including a fabrication shop equipped with CNC plasma cutters, shears, and brakes, we can deliver more high-quality equipment and parts,” he explained. This enabled CL Construction to take on additional projects.

When discussing the key to success, Lautenschlager emphasized that responding to industry demands benefits everyone involved. “Our customers can now depend on us to provide whatever they need at their facilities. We are committed supporting our customers, as well as our own family here at CL Construction.”

2024: Completed Projects

CL Construction has expanded its national footprint, completing projects in 2024 in Massachusetts, Kentucky, North Dakota, and Idaho. The company’s agricultural expertise was showcased in the construction of a new grain storage facility in Mead, NE. New concrete foundations were built in David City, NE, and Courtland, KS.

CL Construction undertook other infrastructure projects, including new pavings for the City of Grand Island and Lincoln, NE. The company will begin the demolition of a Lincoln grain elevator in October and is actively supporting the ethanol industry.

Commitment to Excellence

As CL Construction continues to grow, it remains committed to fostering a dynamic workforce ready to tackle the challenges of the future. The company will continue to explore the maintenance and repair of facilities across the Midwest and be active in hiring future innovators and builders. To learn more about CL Construction, visit clnebraska.com

In business, continuity is invaluable. Maintaining a thriving company over multiple generations is a feat that only few can achieve. Thomas Fuller Construction is one such company. With a storied and rich history, Sam Fuller, Business Development Manager at the company describes it as “a long-standing company with very deep roots in the entire industry.” As Thomas Fuller Construction continues to grow and develop into the next generation, its future looks even more promising.

Incredibly, the company has been in the same family since the “inception of Canada,” Sam said, with his great-great-grandfather starting out in business having arrived from Bath in England. After stopping in Antigua, the architect designed the Christchurch there, before coming to Canada and partnering with Fuller Jones Architecture. This proved a shrewd move. The company quickly won the commission to design the parliament buildings, encouraging Fuller to move to Ottawa in 1867.

On completion of this project, he became the chief architect of Canada, only succeeded by his son, Thomas Fuller Jr. As Sam explains, the company grew during an exciting period of growth for the nation itself. “Both men became chief architect of Canada respectively. This happened through the expansion of the gold rush out to the Yukon, so he really expanded the federal infrastructure out West to the post offices and all of those types of things.”

Along the way, Sam’s grandfather, also a Thomas Fuller, deviated from the tradition by moving into construction. He set up a business in 1939 and went off to war two years later. Before enlisting, Fuller sold the company for a dollar. Incredibly, he came back from active service as a three-times decorated veteran and brought his company back for the very same price.

The company remained in his hands until 2017 when his children – Sam’s father and uncles, took over the reins. As it to be expected with a company that prides itself on its generational legacy, they still sit on the board of directors.

Which brings us closer to the modern day where, after many years of success, the team work on ICI including office buildings, schools, light industrial work, warehousing, heavy civil projects, water and wastewater pumping stations and also condos and apartments. As Sam explains, the company has a varied and diverse skill-set. “We have a pretty mixed bag where we’re vertically integrated and build across multiple ICI projects.”

Primarily however, Thomas Fuller Construction has built its reputation on a deep understanding of the pressures a developer has to go through. Sam explained: “Typically our clientele list in the private industry have to go through a pile of hoops. They have a ton of costs and time is everything, so we offer our preconstruction services to help accelerate the process of going through the design, getting into a budget meeting, your performance expectations and getting a shovel in the ground. So, we offer our pre-con services for that where we just offer our expertise, advice, market conditions. We produce the schedules; we help flag potential issues with drawing submissions and what they might go through and the planning process and all the different regulatory authorities.”

Ottawa has unique authorities, including heritage councils, city planning councils, local councils and standards permit submission processes that companies must go through before even putting a shovel in the ground. With decades of experience, Thomas Fuller Construction is in a position to manage these challenges for its clients.

“There are many different regulatory bodies that you have to pass your development through in order to get a shovel in the ground. We providing that advice to our clients, especially if they’re not a local builder or local developers and they’re coming from somewhere else – certainly that’s where we offer the most value.

On the construction side of things, the team self-performs work as needed, leaning heavily on the trade pools and relationships it has built through the years. Throughout the process, the team works through tendering, contracting, quality assurance, quality control and the scheduling of a project from start to finish making it a full turn-key service. “We like to get involved as early as possible to facilitate making the project a success and not finding out that your builder finds all these issues that have come up that have just been patched over work as you designed the building that has now cost you a lot of money and has rendered the building un-buildable because it’s no longer a feasible project.”

“We like to get involved as early as possible to facilitate making the project a success and not finding out that your builder finds all these issues that have come up that have just been patched over work as you designed the building that has now cost you a lot of money and has rendered the building un-buildable because it’s no longer a feasible project.”

The company is celebrating its 85th anniversary, and for Sam, the key to success is quite simple. By developing and maintaining relationships, Thomas Fuller Construction has thrived. “I think it’s relationships, it’s being fair, you don’t last this long by cheating anyone or being greedy. You really have to be fair and understand that our job here is a service-oriented job. We’re here to provide a service that benefits the developer and that benefits the subcontractors, we’re here to understand what the contracts are, what the scopes and what the intents of the work are so that if somebody comes on to a job with the Fuller constructions name on it, they know that they’re going to be treated fairly. They know they’re coming in to do the job they’re expected to do, and that the money will come.”

It will come as no surprise to learn that the company’s staff are at the heart of everything. As Sam shares, without its dedicated and skilled team, the company simply wouldn’t be where it is today. “To keep the projects moving and keep things fair is really the key to success for us, and it’s not just to other companies or developers, it’s right down to our employees. I think that by maintaining a family culture and a closeness and our staff understanding that the door is open when there’s an issue – I think it’s a really important piece that we’ve carried on since my grandfather started this.”

Recently, the team worked on a range of successful projects, including a school in Finley Creek and Barrhaven for the Catholic School Board. For Sam, the latter project was a real “a pat on the back,” as he explained it was one of the only schools able to be delivered on time this year – completely finished. “A lot of new schools can give out the classrooms, but they don’t have the gym, or they don’t have the common space yet. We were able to deliver the entire project on time and hand it over to the school for the start of the season, which was a great accomplishment for our team.”

Additionally, Thomas Fuller Construction worked on a heritage restoration with the same board, which involved abating it and doing demolition and repairs. The team provided a full construction management service, restoring the building to the point where it can now be rebuilt into a high school.

For Thomas Fuller Construction, the outlook for the rest of 2024 is a positive one, despite Sam noting that the “industry is slowing down a bit”. He added: “There are a ton of projects that are sitting on permits waiting for market interest rates to drop a bit. It seems like competitiveness is growing, there’s more demand for releasing a lot of these projects, so the outlook for the rest of 2024 looks great. Our docket has been full for a very long time, so now that the summer is closing and we’re ending a few of our projects that were on the books, we’re finally looking at what’s coming ahead and there’s some good work coming down the pipe for us. We’re excited.”

Success in business needs hard work, skill, and commitment. Additionally, however, there is an often-overlooked element; relationships. Having the ability to foster and cultivate strong bons with staff, colleagues and clients is an invaluable tool and, for APC Construction, it is one of the foundational elements. Founded 18 years ago by company President Keith Porta, the company is going from strength to strength. For Porta, its success can be put down to one thing – people.

When he was just 24 years old, sitting at a folding table on a used laptop with $500 to his name, he set up APC Construction. While it may be a humble beginning, Porta was equipped with a piece of knowledge that many others in the industry lacked. He explained: “I had no license, no money, no idea, no clue what I was doing. But what I did know after working for previous contractors, I realized that there was a need for a new contractor that put the importance of their employees before themselves. I just saw time and time again that as contractors grew, they forgot that the guy in the field is really where the money is made, not the guy in the office.”

“I had no license, no money, no idea, no clue what I was doing. But what I did know after working for previous contractors, I realized that there was a need for a new contractor that put the importance of their employees before themselves.”

He named the company APC Construction after his late father, Dr. Armengol Porta Caldera – an immigrant from Latin America who came to the US and studied to become a physician. Dr Caldera was a cardiologist who emigrated to the United States from communist Nicaragua in the late 1970’s. As Porta explains, he ingrained in his son the values of hard work, perseverance, dedication, and the importance of the “work-family” – which makes up the company’s foundation. “The man couldn’t swing a hammer to save his life, but he was interested in people and helping those around him and making the lives of those around him better than when he found them. He drove an old car, he didn’t really care about money or prestige like most do, but he was a great person. On his headstone, it says ‘give and you shall receive’, and that’s the same motto that I try and live by every day, hence why I named the company after him. That’s why I felt like we were going to be successful no matter what, because having him as a namesake – what a great starting point”.

A great starting point indeed. In its first year, the company made $24,000 in revenue and now, 18 years later it is on track to make up to $100 million. This growth and success, Porta says, always comes in the context of where the company began. “I was broke, it was a sad time, but got through it – each year we grew, and I kept reinvesting the money back into the company. Last week’s payroll we had around 257 direct employees.”

The specialised contractor operates in the power delivery, industrial and federal markets, self-performing all heavy civil, deep foundations, electrical and mechanical portions of work. Over the course of the last 18 years, “starting the business and staying afloat” has been Porta’s number one achievement, however, APC Construction has hit many other milestones along the way. 2010 saw the company begin to work on larger civil projects before moving into the federal market in 2011. While in 2018, APC Construction opened the power delivery and industrial groups to focus on those markets, becoming what Porta describes as a “public work contractor.”

One aspect of its work that sets it apart from competitors is that, for APC Construction, everything is self-performed. By enabling its workforce to complete many jobs in-house, APC no longer needs to work with multiple subcontractors and can pride itself on offering a complete service, from beginning to end. “We self-perform all aspects of driven and drill pile in house which is really kind of a differentiator between us and other contractors. We perform a large percentage of our work. On most jobs, we’re going to take it from pile driving all the way through to steel, electric and mechanical scopes in-house with our own employees and equipment.”

An added benefit to the client is that, by performing everything in-house, APC can maintain strict quality measures, controlling the project from start to finish while reducing the cost through fewer overheads. A prime example of this can be seen in its recently completed project for the Regional Transit Authority of New Orleans in which APC was tasked with demoing and rebuilding the New Orleans Canal Street Ferry Terminal. The scope of the project included all the marine demo, marine and land piling, structural concrete and civil scopes. As Porta explained, APCs flexibility and innovation led to it being a huge success. “It was kind of a tough project for a demanding client, but it was finished ahead of schedule and under the established budget, so it was a big win for everybody.”

While ongoing growth and project success is worth shouting about, Porta keeps returning to its employees as an example of the company’s true success. APC has grown to over 250 employees – which Porta points to as an example. “All this, all the successes that we’ve had; I would say that there is a direct correlation to the men and women that work at APC. I know that a lot of companies say that their employees are their greatest asset, APC is no different. The way I look at it, we’re nothing without them and we’ve been extremely blessed to have such a talented group of people with similar values working together with us.”

Unsurprisingly, despite the success the company has received in the past 18 years, the team has no plans to change in this regard. Porta explained that while the company would like to continue its growth trajectory, maintaining a “small business, family feel throughout the company” is what is most important. “We’re taking a kind of measured strategy to try to enact that, specifically within the power delivery, federal and industrial spaces, so that when people come to work at APC, hopefully, this is the last stop. So although we do want to continue to grow and become a regional size contractor, we want to do it at a pace that allows us to keep all the benefits of a small footprint.”

It takes a certain caliber of business to achieve true longevity. Market conditions and trends can knock even the most successful companies off course. National Steel City, founded in 1912, is a company that first went into business the year the Titanic sank and it has continuously operated since then. As NSC Chief Executive Officer Bob Dunn explains, the company has needed to pivot and re-strategize on a number of occasions over its 112-year history.

Through the decades, NSC leadership has changed hands at various times. Dunn joined the company in the late 1980’s, a fortuitous milestone for the company as the previous owner was considering selling. “I had worked with the previous owner and we figured out an arrangement that involved a few of us buying the business in 1988,” Dunn said. “We’ve operated continuously since then and never looked back.”  

The Plymouth, Michigan-based company was largely involved in the domestic auto industry at the time, working on structural steel and building modifications. However, Dunn describes the NSC as a ‘market-driven and customer-focused’ business, meaning it can seamlessly meet and exceed customer expectations on every project. As he explains, this flexibility has been invaluable.

“We’ve had the fortune of performing great work for our customers and have built a reputation for reliability, responsibility and consistently performing on-time and on-budget,” Dunn said.

Dunn said it was challenging in the early eighties to grow in the automotive industry as the sector was exposed to retail trends and changing consumer buying behavior that made the pace of projects awarded unpredictable. However, as NSC had done many times before, the team found ways to innovate and expand its book of business.

Dunn said NSC focused on its core strength: the construction of complex steel structures. “Our projects required complex structures and logistics, handling large volumes of structural steel, and having meticulous project management leadership to organize and arrange the logistics to get the job done.”

NSC sharpened its scope of services to include working on construction of some of the nation’s largest convention centers, stadiums and sporting arenas, as well as other large-scale heavy industrial projects. This allowed NSC to expand its geographic reach and earn an impeccable reputation across more than 30 states.

Over the last 20 years, NSC has served as a highly valued and respected specialty contractor on large-scale critical infrastructure projects at leading airports, including: Detroit Midfield Terminal, Miami International Airport’s South Terminal, Kansas City International during the pandemic, and most recently, the successful completion of Pittsburgh International Airport’s Terminal Modernization Program.

At the heart of NSC’s success is a strict adherence to living and practicing safety as a core company value. “Not only do we have a great performance from the standpoint of being done early on the schedule, but we also have a stellar safety record.” Dunn explained how NSC company culture adheres to safety best practices in and out of the office and project sites.

“One of the first jobs we did outside Detroit was a copper mine and processing facility in Utah and new buildings we were charged with constructing on the project. What separated us was our safety record and the customer’s need to find a steel construction company with a safety record that met the requirements of both the owner and the Mine Safety, Health, Administration,” Dunn said. “You have to be familiar with them and you have to have a track record of performance that allows you to be considered for work under which those safety provisions are going to be performed.”

NSC has been at the forefront of safety in construction since it began operations. One notable differentiator is the company’s strict adherence to a policy known as the 100% tie-off. If a worker moves more than six feet from the working surface they have to be tied off so there is no risk of losing footing and falling. Workers and crew also wear full-body harnesses, hard hats, PPE and follow strict safety protocols while on the job site.

“We’ve been honored to receive multiple safety awards through the decades, keeping people from injury, reducing risk and returning our crews home safely,” Dunn said. “It makes safety a prevailing and cornerstone company value – it’s what drives us.”

“We’ve been honored to receive multiple safety awards through the decades, keeping people from injury, reducing risk and returning our crews home safely.”

This passion and dedication to keeping our staff safe extends well beyond internal company policy and training. An in-depth knowledge of varying requirements across different states means NSC can prepare its workers accordingly. For example, installing fans and water stations may be required on hot-weather job sites or providing warm clothing for workers in the cold.

Dunn says that not every company values safety in the same way, and in those cases, he says the team makes a conscious decision not to bid as NSC is unwilling to put its employees and other stakeholders at risk.

“At the end of the day, what could be more important than somebody’s life? Nothing.” NSC’s safety values and continuous improvement practices have helped the company navigate challenging headwinds and kept the company in its leadership position. Case in point: 82 percent of the company’s business originates from repeat customers, and employee retention and satisfaction remains high.

For Dunn, the secret to NSC’s success, reputation and longevity boils down to one word: commitment.

“It’s a commitment to each other, a commitment to the customer, and a paramount commitment to safety – that’s what it’s all about and what continues to make NSC a true industry standout.”

A company’s success can come in many forms. It can be seen in the size and scale of an operation, the quality of its projects, or where it has come from. In the case of Modern Design Cabinetry, its success can be seen in all of the above. Founded in 1991, the company focuses on custom higher-end cabinetry across the private and commercial sectors. They work on a wide range of commercial projects such as eye clinics, dental offices, restaurants, law firms and many B2B high quantity projects, but currently around 80% of their work is residential.

Modern Design Cabinetry is a true success story. The company is multigenerational, with Founder Troy Eiden working alongside his wife Jo and their two sons, Ryan and Aaron. Their two daughters worked summers for the company as well. It started as a much smaller operation on the Eiden family farm back in 1991. He explained: “My dad and I built a 30 by 40 shed on the farm which was shared by my cabinet shop and his farm equipment. I started dating Jo at that time and she helped in the shop evenings and weekends.” It wasn’t long before the company started to experience success and growth. According to Eiden, “We had five employees when we were at the farm. In 2000, we bought the local lumberyard in downtown Cologne, which had three buildings.  We started out in one of the buildings and rented out the other two. With the larger space, we were able to grow the company, hire more people and purchase more machinery.”

While the structures onsite may not have been used for the cabinet business initially, that certainly changed over time. The business expanded, taking up all the buildings onsite. An addition was completed in 2007 and four more additions since then. The building now measures 45,000 square feet, which is quite a difference from the building they started in at the farm that was 1,200 square feet!

In 2021, right in the middle of the pandemic, Troy and Jo purchased a building in the neighboring town of Norwood-Young America.  It was the local grocery store, that had been vacant for years.  Surprisingly, it made an ideal cabinet manufacturing facility since it is a large open building with the necessary power to run machinery.  At the same time the Eidens opened a showroom in Rochester, MN.  Rochester is located in southern Minnesota and is home to world-renowned Mayo Clinic.  The clinic has a $5B, 6-year plan to expand and overhaul its flagship location, which will bring thousands of additional employees/people to the community.  Eiden said, “We’re hoping to be able to help provide cabinets for the additional homes required for the influx of people.”

This level of success comes down to many factors. Dedication, hard work and customer focused processes. Ultimately, however, Modern Design Cabinetry has succeeded due to what the Eidens call the 3P’s – People, Process and Product. The first of which, People, is one of the most important things to the company. Jo explained: “Everyone in the industry knows the importance of having good employees, taking care of your employees and retaining your employees, which was a difficult thing through COVID – there was so much movement during COVID.”

The company started a leadership team approximately five years ago, which Jo said has been “key to pulling us together as a team.” She explained: “The leadership team consists of our department heads and their feedback and input has been instrumental in moving us forward and making better decisions rather than just making decisions ourselves. We’re implementing “Traction”, from the book by Gino Wickman, which gets involvement on every level.”

“The leadership team consists of our department heads and their feedback and input has been instrumental in moving us forward and making better decisions rather than just making decisions ourselves.”

The leadership team meets every week, and each department head also meets with their team every week. In these weekly huddles, we talk about our goals and issues and how we can solve them. Jo explained: “Everyone has input. It’s not just the leadership team, it’s everyone throughout the company. We all are encouraged to share our ideas, concerns and suggestions.”

Additionally, “People” includes the clients we’ve had the privilege of building cabinets for over the past 33 years. “We spend a lot of time with our clients helping them with the many details and decisions that need to be made when designing custom cabinets. Because of that, our clients are typically extremely happy in the end and do most of our marketing for us via word of mouth. We have been so blessed to have amazing clients who help spread the word about us.”

The next P is Process, with Jo explaining: “The feedback we get from our clients about our processes has reinforced our decision to spend a ton of time making our processes as streamlined as possible. It starts with our three on-staff designers, which isn’t typical for cabinet shops. Our designers meet clients at their home and also in our showroom, and ask a lot of questions to make sure they understand exactly what our clients want. They also give input and suggestions and guide them through the process. We’ve figured out over the years, that we need to share more information with our clients so they understand our process, the information we need from them and when we need it. Because of this, the project goes smoother and there is less confusion and frustration by all parties.

The final P is Product which is definitely an important aspect when running a business. As Jo explains, the company has built a strong reputation for excelling when it comes to its product offering. “We’re known in the industry as a high-quality company and we have had the opportunity to work on some very unique, amazing projects. High quality is not an option for us, it’s a requirement. You can’t compete in the high-end arena if you’re not top notch!”

With this in mind, it is no surprise that Troy describes the company as a “one-stop shop”, with everything being completed in-house by their employees – from drawing and engineering, all the way to finishing and installation. The team has worked on many successful projects and has the capability to complete work on complex projects that might intimidate others in the industry.

When asked what the key to success has been for the company, both Jo and Troy are immediate in their response, taking care of their employees and their clients. This dedication to having extremely happy clients and creating ideal working conditions for their team means that everyone reaps the rewards of being invested in the company’s success. This goes back to the 3 P’s. By ensuring that its people, processes and product are top-notch, everything else falls into place.

The Mountain West is one of the largest and more diverse areas of the United States. Its rich landscape is both picturesque and iconic, bringing a culture that is founded on hard work and overcoming adversity. The area, also known as the Mountain States, is one of the fastest growing areas in the U.S. This growth, coupled with its unique landscape, provides the backdrop for some of the most innovative and interesting companies to flourish. PCI Mountain State represents manufacturers of precast and prestressed concrete in Colorado, Utah, Montana, Wyoming, and Idaho. It is an association with a unique history and an exciting future.

Speaking about the main objective of the organization, Jim Schneider, Executive Director at PCI Mountain State said: “Basically our main objective is to grow the market share for precast in this part of the country.” For Schneider, the association’s work largely centers around developing and fostering relationships. “A lot of what we do is outreach to the design community, talking to architects, engineers, owners and contractors to educate them about the different potentials for the material and show them where it may fit. We help connect the design and construction community with our precasters and try to help facilitate those kinds of relationships that bring about projects for our members.”

The association’s history is an interesting one. Founded in the 1980s, it was previously known as the Colorado Prestressers Association. Schneider explained that one man, Wally Priebus, established the association and laid the groundwork for a lot of precast work in the region.

When he retired, the association went on a temporary hiatus. However, a few years later, members in the surrounding states speaking about reforming the organization in 2015. It was renamed PCI Mountain States, acknowledging the association’s broader reach, with John Dobbs stepping in as executive director.

Dobbs retired in 2019, and from there, Schneider came on board to take over at the helm. He is keen to explain that much of the association’s focus is on educating the industry about precast. “As an industry group we are able to go in from a more ecumenical standpoint, whether it’s working with local AIA chapters or engineering groups or even specific companies, rather than having company X come in and promote their service per se. We can come in together and talk broadly about the material, because at the end of the day, we are on the same team. One of the things I’m really proud about in this region is that we have companies that compete against each other, but we all work together to promote the use of precast.”

For Schneider, this approach is advantageous for all stakeholders. “It’s kind of a high tide rises all boats philosophy, Precast  is a relatively small piece of the larger construction market. So, for us to be able to come together and bring on jobs that might normally have gone to another material is helpful to all of us. We all are in this together.”

Being one of the aforementioned fastest growing areas in the U.S., it is no surprise to hear that the Mountain States are home to a diverse range of construction types. Schneider explained that the precast market is very strong in the area, Colorado in particular. Choosing precast, he says, can hugely speed up a project; a message that the association is eager to share. “It is a major advantage of the material, simply because it’s an offsite construction method. The materials are made in a plant, shipped to the job site and it goes up like Legos. It’s very fast, so we can save a lot of time on a project.”

Recently the association held a seminar in Boise where it brought in four producers of precast, giving attendees presentations on a range of informative topics. “It was great, we got to engage with a lot of the architects and engineers in that market as an industry which tends to open doors beyond what you get when a person in sales walks through the door and tries selling their specific system or product.”

Education is a huge priority for the association. Spreading the word about the value of using precast is at the heart of its course offerings. The association works tirelessly in this regard, offering lunch and learns, CU courses, presentations, and conferences. Schneider explained, “We’ll go onto an architect’s office, do it virtually or go to conferences and speak about the sustainability of the material and resilience of the material. Our goal is to educate the design community and engineers to get them thinking about precast in a different way. Often, we find that especially architects haven’t traditionally gotten a lot of education on precast, and they sort of have a notion of ‘OK, it’s good for parking and that’s really about it. So, it’s helpful for us to be able to show them examples of other types of projects that have been done around the country and some of the cool things you can do with the material and where it fits.”

“Our goal is to educate the design community and engineers to get them thinking about precast in a different way.”

As Schneider shares, the work being done at PCI Mountain State is not just about selling the product. Building relationships and trust means that he is frank and honest with people. “Something I always tell folks is we don’t claim by any means to be some kind of silver bullet material that’s great for everything. But if you’re in the early stages of a project and think maybe precast will work for this, if you have a conversation with your local precaster they can help you identify whether it is a good idea or not and they’ll tell you if it isn’t. If it’s not a good fit for them, it’s just not going to be good for anybody. We want to do the kinds of things that are helpful to a project and helpful to our industry.”

One area that is consistently a challenge is that of recruitment. Schneider accepts that challenges remain, however, that much can be done to attract workers from backgrounds that back not have been historically associated with construction. “Everybody is looking for good people right now and we need to really broaden the scope of who can and should be in the construction industry. A lot of it is just giving exposure to people to make them understand that there are great careers here. Folks may not always know that – construction has traditionally been a very male-dominated industry. I’ve been in this business since 2004, and while I can look at that time and say there’s been an improvement. But we’ve still got a long way to go. There is a huge opportunity for improvement.”

In order to achieve this, Schneider believes in the importance of engaging with young people and informing students that there are a range of roles within construction. “It’s not just work on the job site. There are jobs in the plant and also marketing, design engineering – there’s lots of different directions folks can go, and we want to try to communicate that as much as possible.”

Going forward, Schneider explains that the outlook for the association is a positive one, with the team emphasizing an interest in pursuing areas such as data centers. Alongside this, the association will continue to find new avenues to educate people and to allow members to collaborate on different projects. Schneider concluded, “I just sincerely enjoy the people in this organization, I think it’s a very fun, forward-looking group. I’m thankful for the support and dedication of the people in our Association – they’re just  fun people to be around, which is an A+ for me.”

In order to build a multi-generational company, a number of elements need to be in place. Skill, dedication, and a commitment to serving the client are key. With that in mind, it is no surprise that Lighthouse Electric are enjoying such sustained success. Lighthouse Electric is an electrical contractor mainly focusing on mission-critical data centres, including Light Industrial (battery plants, automotive), Healthcare, Service and Accounts. Anton Mikec, President of Lighthouse Electric Company, explains that, from the beginning, the company has focused on bringing the highest quality service to its clients. “The unique thing about what we do, and I think that we do differently is we are providing power and energy to people, and we like to look at the end user and focus on how we are serving – not only just the construction industry but how are we serving the end client?”

Lighthouse Electric Company was founded in 1984 by Anton’s grandfather and his three sons. As Mikec explains, the company began as “a very simple project comprised of two light poles in a church parking lot.” However, the company has used versatility and flexibility to grow and develop across multiple sectors. “Since that moment, that first job, we’ve experienced steady growth and the company has transitioned in our focus and our business focus several times since that point. We grew to bidding on public projects and did multiple school projects. Then we transitioned to more private work and now focus on three primary lanes.”

Understandably, safety is a huge priority for the company. It is a key component of its process and lies at the heart of Lighthouse Electric. Andy Hatcher, Director of Business Development and Marketing explained how safety is a core tenet of the company. “Everything starts with safety; this runs the lifecycle of everything we do.” Safety sits alongside a number of other processes which include scheduling, Earned Value Management (EVM), Estimating, Engineering and Planning. Speaking about EVM, Hatcher explained: “This is one of our newest Core Processes that is putting us in a new category for financial responsibility. We are able to have a firmer understanding of the health of projects earlier which is a win for us and our clients.”

Lighthouse Electric has seen a huge amount of success in recent years. For Hatcher, this stems from a highly skilled workforce out in the field. Without this, he says, the company may not have reached the heights it has. “For us, it starts in the field – without a strong field the beforementioned would not have a leg to stand on. The strong field has allowed leadership to take what some would consider risk and execute them at the highest level above industry standards.”

Mikec echoes this viewpoint, eager to discuss the huge impact the team has had on the company’s success. “I would say that our key to success is having excellent team members on our team that truly care to serve the customer. That serving mindset [along with] always building and growing, creating something new, working on a new process, something to make the system better, to serve the customer better.”

Never one to rest on its laurels, Lighthouse Electric Company is also investing in the area of prefabrication which will involve an element of building off the job site in a controlled environment. Called kits, the team creates work packages that are built off-site and shipped to projects. This development has helped to accelerate schedules and has alleviated pressure in high labor-demand areas. Mikec added, “It helps to spread labour out so we can build here in Pittsburgh and then ship to ship to different areas in the country.”

“Everything starts with safety; this runs the lifecycle of everything we do.”

Since its foundation, the company has hit many milestones, having worked with a range of large brands and companies. One of the recent projects completed by Lighthouse includes a new campus for a large microprocessor fabricator in Columbus, Ohio. The company also worked on a battery plant for General Motors, and another for Ford Motor Company. Both of these serve the industry of electric vehicles to “change the architecture of how we drive, how we live and work and play – the whole evolution of electricity,” Anton explained.

He added, “The Ford battery plant and the General Motors plant really got us into that space, and it got us into a place where we are working on a growing industry, and it will continue to grow.”

Lighthouse Electric has developed over time to become an industry leader in its field. However, it is not finished yet. It has huge plans for continued growth and expansion, with Hatcher explaining, “We continue to explore where the market wants to take us, we keep eyes wide open with trends in our 3 focused verticals. It is an exciting time for the industry as the rate of growth in these markets is unprecedented… The proverbial Gold Rush of our times!”

Speaking about what’s next for the company, he simply stated, “Responsible, sustainable growth with some new opportunities in fabrication. “We’re continuing to grow and expand our leadership in the field and at the C-Suite level and that’s very exciting for us. We have a lot coming up the next two quarters. We’ve got several jobs that we’ll be announcing with key clients.”

One of the more interesting things coming up for the company is the creation of a bus that will travel around recruiting partners and clients, travelling to job sites, universities, events, conferences, and events “to say thank you to the people that helped us get to where we are,” Hatcher explained.

Mikec believes that, as the industry grows further, so does the need for companies to adapt and develop. Within the context of the omnipresent labor shortage, Lighthouse Electric needs to dig into its well of innovation and flexible thinking to navigate the years ahead. “We need to have a growing company and that includes just getting better, improving how we connect with the ever-changing industry, and it also includes growing in numbers. One of the most challenging things that I see across the nation is the need for electrical workers and we partner with the IBEW, the International Brotherhood of Electrical Workers and we have an excellent trained workforce and we’re always looking for more trained workers in different areas of the country. We’ll continue to grow in numbers as the industry grows – a lot of these larger projects are driving the need for additional employees and our team is always looking for the best.”

There is very little in this world as important as shelter. Our homes must be havens of safety and protection. In the face of ongoing housing shortages, it is essential that the homes we build are durable and reliable. US Framing exemplifies this durability, celebrating its 40th anniversary this year, having provided comprehensive services to clients for decades in collaboration with US Interiors.

Since its inception, US Framing has specialized in rough carpentry or wood framing for multi-family construction, including apartments, student housing, senior living facilities, hotels, and cross-laminated timber projects. The company’s success is rooted in hard work, innovation, and a commitment to excellence.

Over the years, US Framing has amassed substantial industry knowledge and developed strong relationships. Expanding these relationships, the formation of US Interiors in 2021 allows the company to offer a full turnkey solution, completing both the exterior and interior of buildings. Ralph Buontempo, Superintendent and marketing and media manager for US Interiors explains: “We handle the mouldings, interior and exterior doors, bathroom accessories, and finish work for clubhouses and common areas.”

US Framing is a multigenerational company. Thomas English, having learned from his father and grandfather, expanded into interior work with good timing. Michelle Lopez Hibirma, Marketing Director for US Framing, notes, “Thomas always had a passion for building and construction. Partnering with Kyle Bird, they founded US Interiors to handle the interior aspect.”

Both companies offer a wide range of services, excelling in both exterior and interior work. Hibirma adds, “Not only can we do wood framing and hardware installation, but now we also provide interior finishes.”

This comprehensive service sets the companies apart, providing clients with a seamless experience from project start to finish. “It’s a turnkey package that simplifies the process for clients, offering potential cost savings and convenience,” Buontempo explains.

Kyle Bird, founder of US Interiors, elaborates on their services: “We handle a range of projects from garden-style apartments to high-rises. We supply and install doors, mouldings, closet systems, hardware, access control, mailboxes, and fire extinguishers.”

“We handle a range of projects from garden-style apartments to high-rises. We supply and install doors, mouldings, closet systems, hardware, access control, mailboxes, and fire extinguishers.”

The collaborative approach between US Framing and US Interiors benefits both companies. “We often team up with US Framing. They handle the framing, and we do the finishing,” says Kyle.

After 40 years in business, US Framing has developed an effective strategy: in-house framing work now followed by finish work from US Interiors. In a competitive market, the company’s ability to remain relevant and expand is impressive. According to Hibirma and Buontempo, their success lies in building strong relationships with clients and suppliers, delivering quality work on schedule. As their website states, “With over 40 years of experience, US Framing has tackled virtually every type of wood project, from large-scale to small local projects.”

US Interiors, despite being a newer entity, has also seen rapid growth. Bird attributes their success to strong relationships built over the years, especially during the challenging times of the COVID pandemic. He adds, “Our ability to navigate price increases and start the business without being affected by them was advantageous.”

Both companies prioritize building positive relationships with general contractors. Boutempo emphasizes, “To get more work and build a good reputation, it’s crucial to keep builders happy. Bird agrees, “Effective communication within our team and with customers is key to our success.”

Recent projects include working with The Hanover Company on projects from Texas to New England ranging from 230 to 449 units, with clubhouses and garages. The company currently services seven states, with plans for further expansion in 2025.

US Framing is also expanding into smaller projects. Buontempo notes, “We’re not just focusing on large projects; we’re accommodating smaller builds as well. Our turnkey solutions, where we’re the first in and the last out, offer a unique benefit through our collaboration with US Interiors.”

US Framing and US Interiors continue to set high standards in the construction industry, offering comprehensive and reliable services to their clients.

Drill Tech Drilling & Shoring Inc. was founded in 1994 by Shannon Creson and Dave Shupe, operating as a small family business in northern California. Today, the company is an industry leader, specializing in geotechnical construction. Asked how the company has reached the pinnacle of its sector, Darin Gossett, Chief Operating Officer at Drill Tech explained, “Drill Tech combines forward-thinking leadership, innovation, highly intelligent staff in the field and office, and a never-say-die work ethic to all its projects and efforts.” These efforts of course, could not be achieved without a dedicated team. For Gossett, the capability of performing everything in-house is a major element in the company’s success. “Dedicated staff strive for excellence in all that they do for the company, [and] in-house engineering is a big key to Drill Tech’s success.”

The company provides a range of services including engineering design and consultation for the installation of earth retention systems, foundation support, underpinning systems, landslide stabilizations, ground treatments, new tunnels and shafts, tunnel retrofits, marine construction services, and dewatering systems. Drill Tech also offers a full turn-key service. With a team made up of civil engineers and construction managers it can support clients’ projects from inception to the completed project. Gossett explained: “These managers provide engineering support services in-house throughout the lifecycle of the projects.”

This ability to go beyond expectations is truly what sets the company apart from its competitors. For Gossett, providing a suite of services give its customers a rich experience that builds long-term relationships. “The diversity of the scopes of work that we are able to provide help us be more self-sufficient than perhaps our competition. It’s one of our strengths – where there’s a need, we pivot, we can do something that’s outside of the base scope of work to keep the job moving forward, preventing the owner or our client from having to outsource it and be burdened with the time it takes to engage somebody else.”

In the early days, the company grew by “working tirelessly in the field by day and in the office at night,” Gossett said. This dedication led to sustained growth and expansion due to the growing demand for its services. “What started as a small, home-grown business with a handful of employees has blossomed to a large company operating across the continental United States with over 500 employees and offices in northern California, southern California, Nevada, Washington, Colorado, Texas, Kansas, and Maryland.”

“Drill Tech has shown great resilience to economic change.”

While the company has enjoyed success, it didn’t come without challenges. Gossett explained how its adaptable approach and the in-house ability to pivot when necessary has become an invaluable tool for the company. “As market conditions change over the years, construction companies have to adapt to survive. Drill Tech has embraced a constant state of change and evolution since its inception. The owners recognize that growth represents survival and success. Growth comes through advancements in our capabilities, we cannot expand our capabilities without taking on risks to try new things, to learn new techniques, and to be willing to take on the financial burden associated with a learning curve.”

During the economic recession from 2008 to 2010 for example, the founders hired project managers. This foresight allowed the company to expand when the recovery finally came. As Gossett shares, this move enabled to company to maintain its trajectory and consolidate in preparation for the next phase. “In its 30-year history, Drill Tech has grown steadily with one exception. During the recession from 2008 to 2010, Drill Tech didn’t grow, but it didn’t shrink either. Drill Tech expanded its management team which propelled it forward by leaps and bounds coming out of 2010. During the Covid pandemic, for instance, Drill Tech grew in volume.”

The company has completed a long list of successful projects, including the Anderson Dam and Orinda WTP. Addressing why these two projects stand out, Gossett noted, “They stand out for their complexity but also the success that we’re achieving.” The Anderson Dam project was originally awarded for $161 million and is being completed for the Santa Clara Valley Water District. Brian Harris, General Manager of the Mining & Tunneling Division at Drill Tech described it as a “seismic retrofit” of the already existing dam outside of Morgan Hill, CA. Santa Clara Valley Water District is the primary water supply entity for most of Silicon Valley.

Harris explained, “The goal of the project was to replace the dam seismically, retrofit the dam and through that, they’re going to install a new water supply system so that they can have a different outlet for future piping and distribution into their system.”

For phase one, the company was the tunnelling subcontractor on the project, with responsibilities including portal construction with high-capacity ground anchors, shotcrete and shoring, along with large-capacity foundation systems for future outlet buildings. The company also drove around 1200 feet of tunnel around the existing dam.

Despite it being a complex project, Harris explains how the company’s knowledge base allowed it to navigate any challenges that arose. “Our expertise mitigated a lot of risks; we’ve done work for several decades in the area and we have knowledge of how the geology behaves and how the operations are made to be efficient. We did very well on the excavation – that is normally a fairly high-risk item for any tunnelling job, especially this one being that it was adjacent to an existing dam that was not taken out of service – it was in service the entire time and working on the job.”

The Orinda Water Treatment Plant is owned by the East Bay Municipal Utility District. Serving the San Francisco Bay Area of California. It is the “crown jewel” of the system, according to Mike Cox, Senior Project Manager at Drill Tech. For this project — which was awarded in the neighborhood of 230 million — the company worked on an upgrade to the water treatment plant and upgrading the treatment and piping systems. Cox explained, “There’s a huge mechanical and electrical component to the work. The scope of work that Drill Tech is performing on that job boils down to shoring and foundations – this project touches on just about every type of shoring and foundation scope that we perform.”

The team drilled and installed a secant pile cut-off wall for a shoring perimeter and a 65-foot-deep excavation. It also installed around 400 tiebacks and internal bracing in one of the larger pits, along with 175 tie-downs as part of the 60-foot-deep excavation to prevent buoyancy. Cox explained that Drill Tech is currently carrying out demolition at the port of the existing structures to maintain the majority of the structure. “That is pretty complicated in terms of supporting structures that are 75 to 100 years old, with steel bracing and demolishing them in a safe way so that they can be reused and upgraded to include the new piping.”

The project is a prime example of the high-level of skills the company has at its disposal. With work being carried out inside an operational water treatment plant, the team must ensure that plant operations are not impacted. Cox added: “There’s a lot of very stringent requirements in the design of the shoring and the demolition plan to make sure that the plant remains operational and that the working parts of the plant aren’t damaged during construction.”

With all this in mind, it is unsurprising that there is more growth on the horizon for Drill Tech in the coming months. Gossett goes on to explain that building its in-house team is a vital element of this trajectory. “Drill Tech will continue to grow by adding high-quality staff, looking for potential key acquisitions, and being willing to be bold in pursuit of new scopes of work that further diversify our value to the construction community.”

With high quality and innovation, the company continues to have new opportunities to expand operations across the United States and will continue to interact with new companies, creating opportunities for new partnerships. However, as Gossett shares, this growth could not be achieved without its team. “Drill Tech has shown great resilience to economic change. Growth may be measured in gross revenue or number of projects completed per year, however, internally, growth is measured by the number of key staff members employed at the company. Project managers and the supporting staff in the office and field are the link to the volume of business run at Drill Tech – Drill Tech doesn’t earn new business and then find staff to support the work, it hires high quality staff to support growth. New staff represent gross revenue growth.”

MKE Iron Erectors Inc. is a female-owned business that was founded in January 2019, right before the COVID-19 pandemic, by Barbara Sheedy. The Union Ironworking company provides a range of services to its clients, including placing rebar and post-tensioning cables into concrete and erecting miscellaneous metals and miscellaneous structural steel. While the company may be early in its journey, Sheedy has a wealth of experience, having worked in the construction industry for 28 years. She started out on the mechanical contracting side before transitioning through accounting and finance before landing with a flooring contractor. Following some structural changes to that company, Sheedy decided to go it alone and MKE Iron Erectors Inc. was born. Its goal is both a simple yet essential one. “We can do everything essentially from a Starbucks canopy up to a 47th-floor skyscraper – our job is really to provide solutions to clients that save them time, money and stress.”

The company has built a large portfolio of clients and has completed work on all kinds of projects, from skyscrapers to institutions including hospitals and schools. In addition to this, it supplies services for road construction and other infrastructure projects. According to Sheedy, by being on hand to renovate existing structures, the company is never far from the next opportunity. “In the United States we have a bunch of strip malls and when one business goes out, another one comes in and they might reconfigure how that HVAC system flows in a space. So, we can go in and help them revise and renovate those areas”.

Now celebrating its fifth anniversary, the team at MKE Iron Erectors Inc. is clearly doing something right. The key to its success, according to Sheedy, is simple – the quality of the completed projects and its union workers. “What we’ve tried to do is try to attract the best talent through the culture that we have created in the company. It is really more of a family atmosphere. We really care about the people. I’ve always been a lifelong learner and I encourage that with all of my employees too, both non-collective bargaining and collective bargaining guys. So as the construction industry and just the world in general has continued to evolve and have to get in pace with AI, with labour shortages, we actually have to kind of pivot and innovate. Our success has been basically doing what we say we’re going to do.”

This reference to keeping pace with technological advances is not just lip-service, either. MKE Iron Erectors Inc. was the first contractor in Wisconsin to bring robotics into bridge building. Being driven by the need to excel across the board is at the heart of MKE Iron Erectors. For Mark Redetzke, Director of Marketing and Business Development at the company, this goal and perspective is not something he has ever encountered before in his long career. “Personally, I think being an old man who’s worked for multiple companies I’ve never worked for an organization that stood behind its vision and values as much as MKE Iron Erectors. Our vision is to build prosperity and better communities, and we live up to that by picking projects that really move the needle for communities – we’ve altered the Milwaukee and Madison skylines significantly.”

These goals, unsurprisingly, extend to its safety measures. The company takes the OSHA safety guidelines very seriously to ensure the safety of its workers. The company has gone beyond industry guidelines, however. One stark statistic that is of great importance to the company is the fact in the US, construction is the second highest industry for suicide. In fact, construction workers are five times more likely to die by suicide than the national average. Sheedy explains how the company strives to protect its workers from the pressures that can lead to such horrendous outcomes. “We instituted that if any of our foremen need a mental health day – because the Union guys don’t get paid vacation and a lot of guys go to work when they’re not feeling well, even if it’s mentally not feeling well, because they need to put food on the table. So what I say to my guys is, I need you to be 100% for me, I need you to be in the right mind space so that you are safe on the job site and if you need to take a mental health day, no questions asked, I will pay you for your mental health those days that you want to take off.”

“Now celebrating its fifth anniversary, the team at MKE Iron Erectors Inc. is clearly doing something right.”

This standpoint is a refreshing and inspiring one in an industry that promotes growth and profit about all else. Speaking further on the company’s aim, Sheedy explained that it is only through open communication that communities can thrive. “We’re here to solve problems. Everybody has their own perspective, their own view, their own viewpoint. You need to respect that, but let’s try to figure out a problem and mutual resolution together.” This openness, however, needs to be followed through on. In order to build trust, Sheedy says, accountability needs to be guaranteed. “But I also hold people accountable – that is unheard of in today’s society. If somebody says they’re going to do something or if I say I’m going to do something, I do it and I expect the other person to do it.”

MKE Iron Erectors Inc. believes that its workforce is one of the most important elements. With superior training, the team has won two impact awards for projects it has completed. As a unionized staff, the company can reach out to other professionals around the U.S. to find someone who can come in and assist if it encounters a particularly complex or niche job. The benefit of this is that the in-house team learn and develop accordingly. “So now my guys that were working with the local guys have learned something, so the next time I bid a job like that, I might not need to borrow those guys – our guys learn something and are able to perform the work now.”

Recently the team completed The Couture building, a 47-storey high-rise multi-use building which will comprise retail space, condos, and a penthouse. Impressively, the light rail system in Milwaukee will also pass through the first floor of the retail space. As it is situated right beside the lake with four underground stories, it was a complex job involving both rebar and post-tensioning. Redetzke said: “The Couture is definitely one of the crown jewels of Milwaukee, and I don’t think you can overestimate the impact that we’ve had on the area. We’ve helped work on the newly remodelled Wisconsin Centre, which is a huge Convention Centre that’s going to host the Republican National Convention this year. We’ve helped stabilize Milwaukee City Hall by reinforcing its base – it’s a 50,000-ton structure that was starting to sink. I think it is incredible how we have affected Milwaukee in such a deep way through out projects.” Speaking about its workforce, he added: “That’s where our ironworkers amaze me – their ability and resilience in how they can approach and find solutions for things that just come out of left field. They really know how to step up and solve the situation.”

Realty Landscaping was founded in 1985 by Clifford Greer and has since grown tremendously, becoming one of the largest privately held landscaping companies. A single-owner entrepreneur originally managed the landscaping and construction services for a well-known home builder which eventually became Realty Landscaping with a core of home building landscaping installation for home builder tracks and subdivision. From this, the services provided by the company expanding considerably where it now includes everything a customer would need from a landscaping company. The company provides a “one-stop-shop” for customers, acting as a full-cycle landscaping and exterior service provider.

Daniel Biundo, Director of Strategic Development at Realty Landscaping, explains that the company assists clients with the design and installation of construction projects from the ground up, “from conceptual drawings to professional plant installation”. In addition to this, Realty Landscaping offers maintenance packages across all four seasons. As Biundo explains, this means that the company will maintain the site and take care of mulching, pruning of plant material, turf applications, weekly mowing, fall clean-ups and integrated pest management for the plants.

According to Biundo, the company’s full-spectrum approach means that it remains aware of every conceivable challenge. “We’re always looking for safety concerns that may arise or items that may be problematic – our team offers a proactive approach to looking at your property and being able to ensure that first and foremost, it’s going to be safe. But second, that it’s going to be functional too, and that it’s going to look its best while being functional.”

Going forward, the team has plans for expanding its offerings. Plans are imminent to branch out into exterior facility services which will include asphalt and concrete services, along with power washing for the exterior of buildings just to name a few.

In preparing for this expansion, the company has been laying the groundwork for some time. Kevin Craig joined the company as CEO in 2021, bringing with him a wealth of knowledge across a number of industries. Summing up what the company does, Craig explained, “If you think of the exterior shell of the building including parking lots, walkways, landscape, buildings façade, and lighting our services can be leveraged to help solve any problems that our clients face. We have a keen eye on the exterior of the building and we will proactively propose services by strategically delivering value if we see any deficiencies in the exterior shell of the building. Safety and functionality always remains front of mind for our team members.”

In November of last year, the company went through an infusion with private equity, where it leveraged its strategy to get additional financial support. This, according to Craig, allowed the company to continue its growth trajectory. “I believe we can compete with anyone in the industry – we feel that we’re positioned both intellectually and by strategy to be able to excel. We couldn’t have selected better partners that share our vision to help deliver tremendous value to our clients.”

“Realty Landscaping offers maintenance packages across all four seasons.”

This growth is evidenced by its geographical footprint. Realty Landscaping has four operating offices –Newtown, PA (HQ), Burlington, NJ, Oaks, PA, and it has recently opened its 4th Office in the Lehigh Valley. In addition Realty Landscaping operates in various states through it’s managed service business. This reach ensures that Realty Landscaping is equipped to bring considerable value to its customers, regardless of location. Craig said, “We become focused on the ability to not only help bring projects out of the ground in what we call the first generation and then to be able to continue to add value through recurring maintenance, additional services, and refit. It’s a never-ending life cycle of where you can continue to drive value to your clients.”

When asked what the key to the success of Realty Landscaping has been, the team didn’t hesitate for a second to find an answer. “It’s our people,” says Biundo.

“We continue to build on the solid foundation of a fantastic team with well known industry leader and team members – clients get to vote every day on who they would like to use for their projects and more and more of them are picking Realty. It’s very exciting to see the vote of confidence that we’re getting from our clients. Our teams work extremely hard, are smart, and have a ton of industry experience. It comes down to the people and the hard-working teams that we have here at Realty, that’s one of the key successes for us.”

Vince Giordano, from the construction side of the company, believes that through cultivating a professional mindset, the company has thrived. “We have a very well-groomed team of designers, architects, estimators – everybody knows their job and works very hard at coming out with a positive outcome. Delivering quality on every one of our projects and professional service, not just meeting the industry standards but exceeding – we stress the importance every day for every one of our professionals to go out the door with the right mindset. If we work hard from the senior management level, we will succeed – that’s our promise.” With this in mind, Craig added that the company has “an unbelievable reputation for quality work – one of our signatures for success is absolute quality and [putting the] customer first.” He believes that in this industry, people have to work very hard – but the company has excelled through strategic hires that have allowed it to work smarter, instead of harder. “We’re building a performance build culture and we’re doing that in the preservation of the corporation – we intend to continue to do that by making sure that we live by the philosophy that it’s clinet, company, self. If we take care of our clients, we’ll have a good company and if we take care of our company, we’ll all have a career path, so I try to sponsor that at the executive level.”

When the COVID-19 pandemic was ongoing, the company unfortunately lost 25 per cent of its revenue – which equated to over nine years of the team working hard. Incredibly however, in just 18 months the team has filled the gap and the last two years have brought record revenue for the company. Craig explained that it is Realty’s reputation for quality that is behind this recovery. “We feel that we’ve got a very solid strategy that delivers excellence and commits to the promises we make to our clients and positions us to take our place in the marketplace.”

Unsurprisingly, the company is poised for even more growth. Giordano explained that they intend to do this through a series of strategic partnerships. “We are looking at opportunities in many parts of the country, partnering with the right clientele who will allow us to take our organization and our efforts, our professionalism, and our services into those areas. The residential commercial design build landscape, construction, irrigation, maintenance, full-scale maintenance service including snow – we can do that, we’re proving that we can do it everywhere and I think that that’s an important attribute.” For Giordano, it is the relentless pursuit of improvement that drives Realty Landscaping forward. “When you’re looking at an organization like ours, as we continue to grow to get us to the next level – many companies just become satisfied, and we won’t be that company.”

Similarly, Biundo added that working with new clients, gives the opportunity to demonstrate what the company can do. By building the clients trust and confidence, Realty can then broaden the range of services it is offering the client. Instead of needing seven things done and getting seven different people, clients can then get Realty Landscaping to do all of them. “The wealth of resources and what we’ve been able to build allows us to be confident with client’s ask for these additional services. To be able to offer them knowing that we can deliver on the service and ensure that they’re satisfied. That will allow us to propel further, just being able to have that confidence in what we deliver.”

The construction industry is built upon generational companies that adapt and grow as the industry demands. As the U.S. has steadily grown over the past century, so too have the structures we reside in, the offices we work in, the transport network that carries us around the country. All this needs the sustained input of companies that know the industry, that have grown with it, that get it. Island International Enterprises is one such company. Island provides spray-applied products to structural steel on commercial, industrial, and institutional buildings. Founded in the 1970’s, the company has a rich history made up of Irish roots. While this is something that the company is rightly proud of, it is not one to rest on its laurels and has grown into a multigenerational company with its foundations firmly embedded in the local community.

At the outset, Island International Enterprises was set up with a broad base. Its goal was to offer General Contracting to the construction industry– doing everything from spray fireproofing and spray insulation to intumescent coatings, drywall, and pre- engineered unitized facades. Tom Burk, Senior Vice President at Island International Enterprises acknowledges its broad base and explains how, over time, this has led to adapting methods of working. “It started as a very broad-based construction company and now it has broken up into specialized divisions.”

The Spray Fireproofing division focuses on Spray Applied Fireproofing and Spray Applied Insulation including Thermal Insulation, Acoustic Insulation and Spray Polyurethane Foam. In this division, the team provides clients with spray-applied coatings on structural steel, concrete and masonry in commercial, industrial, and institutional buildings and structures. Burk said, “We have a very long history of successfully completing very large and demanding infrastructure projects.” Island International Enterprises has tremendous Bonding capacity which makes it the Premier Fireproofing Company on projects for agencies such as the Port Authority of New York and New Jersey, The MTA and the LIRR. In 2016 Island was chosen to apply Spray High Density Fireproofing directly above the LIRR Railroad tracks on the Hudson Yards Project. Island worked around the clock while select tracks were put out of service from Fridays through Sundays for 2 years to complete this project.

No project came with a greater responsibility than the World Trade Freedom Tower. The Freedom Tower project consisted of 105 stories, also included on the same World Trade Site were the Vehicle Security Center and the Path Train station. Additionally, Island International Enterprises has also been working on La Guardia Airport since 2017; a project on which it completed work on every terminal and is expected to be completed this year. Other ongoing projects include redevelopment work on JFK Airport, The Google Building, The Spiral Tower and the Moynihan Post Office —which was converted into an extension of Penn Station in New York City. Island International Enterprises is not strictly limited to public infrastructure, with the team also completing highly successful projects for hospitals, pharmaceutical and biomedical companies across New York City, New Jersey, Philadelphia and Delaware.

Since its inception, the company has been on an upward trajectory. Island International Enterprises has seen a large amount of steady growth since the 1970s. “Constant steady growth,” is how Burk describes it. With the success that the company has experienced, it seems that this may be a modest assessment. He added, “If you note the projects that we’ve done, you see the growth. We went from working on office and warehouse buildings to the Freedom Tower – [which] was at the time the largest, tallest fireproofed building in the world. You can reach your own conclusions from that, but we’ve certainly seen sustained steady growth over the lifespan of our company”.

“It’s the story of a company with a team mentality, that promotes from within.”

Every successful company attributes their success to a number of factors. According to Burk, some major factors stand out in being key contributors: a superb workforce, a great office and management team, and strength across each of its divisions. “As a full-service company, we have our own servicing division with our own mechanics and trucking departments. We self-build all of our Proprietary Specialized Pumping Equipment, and we self-perform everything we do. We are basically a one-stop company for everything.”

This team is exemplified in the length of service that staff members have reached within the company. Incredibly, Island International Enterprises has workers who have been there for over forty years. Not only that, but their children and in some cases their spouses have joined the company too, making it a multi-generational family-oriented workforce. Burk said: “A lot of our workers have been with the company for their whole working career, and they’ve made a successful living here and supported their families and done very well, so that type of organization with that employee retention creates an atmosphere of great team spirit. It’s definitely a team mentality and again it’s been very successful. We take on the demands and challenges of our projects no matter what they are. We make every project situation work, sometimes we have worked around the clock, three shifts per day, seven days a week on projects. No project is too big for us to accomplish.”

However, despite the positive experiences, spending decades in business will invariably lead to challenges. The pandemic in particular proved to be a difficult period across the industry. Despite the pandemic disrupting every corner of people’s lives, Burk said that for Island, it gave the company an opportunity to demonstrate its adaptability. “We did not miss a beat in the pandemic”. The company’s projects were deemed essential by the state and the construction site workers and the mechanic and trucking staff were able to work throughout the pandemic, with the estimating and office staff that could work from home doing so. Burk said, “Thank God none of our people were permanently affected by the virus, but the Javits Center was going then, the Moynihan station was going, La Guardia Airport was going, and all those projects were essential projects and we worked throughout the pandemic, so I think that was a great accomplishment. The pandemic was one of the worst things that happened to us, obviously, but we were able to rise above it and keep going.”

The outlook for the company for the coming year is a positive one. As the industry maintains its recovery, Island International Enterprises is at the forefront of the landscape once more. “2024 – that’s a great outlook. We’ve been at LaGuardia Airport for seven years and we’re nearing completion on that. Meanwhile, we just started work at JFK Airport last year. We expect to be there for multiple years.”

It goes without saying that in order to succeed in business, you need hard work, expertise and a little bit of luck. Island International Enterprises is a company that shows how far you can go with the addition of a strong team. In summing up the company, Burk refers to the benefits harnessed from looking after staff, clients, and the local community. “It’s the story of a company with a team mentality, that promotes from within. Many of our members have had their whole careers with this company, which I think these days is unique because I think that whole concept of staying with a company you are proud to be a part of for your whole career is probably not the norm.”

In construction, a structure is only as strong as the ground it is built on. Foundational work, therefore, is of huge importance to us all. Menard Canada is a leading geotechnical contractor in the region that specializes in ground improvement. Its primary purpose is to assist clients from municipalities and the industrial, private, and public sectors in finding the most cost-effective way of creating the right foundation for their structure. Hubert Scache, President at Menard Canada, explained that Menard works to advance solutions beyond the industry norm. “Most people think that they have to do piles, which is commonly known, and what we are proposing is something in between to improve the ground or to reinforce the ground in order to avoid having a structure which is too complex on the top of piles.”

The company’s history dates all the way back to 1971. Originally called Geopac, it was founded in Montreal where its head office is still located. In 1983, Geopac’s owner expanded, opening a second branch in British Columbia. It was there that the team developed its ground improvement techniques with the help of French engineer Louis Ménard. This collaboration eventually led to Menard purchasing the company, changing the name to Menard Canada in 2017. According to Scache and Simon Bunieski, P. Engineer at Menard Canada, the groundbreaking company was one of the first to acquire licenses for its dynamic compaction technique, along with the pressuremeter.

Menard Canada provides an extensive range of products and techniques to the market. As a design/build contracting company, the team answers bids in an effort to provide clients with a “global solution” for their foundations. As Scache explains, this covers the full spectrum in addition to ground improvement, including development and remediation. When all this is taken into account, up to 15 techniques can be applied, depending on the type of structure that is being built and what kind of ground they are building on. Scache says, “By combining those techniques, we can solve most of the issues that we have. For example, there could be some liquefaction problems because of earthquakes, and at the same time, very poor ground, so we need to have a bearing capacity for the foundation. It really depends on what kind of problem we try to solve. We try to use one or a couple of different techniques.”

Over time, Menard Canada has demonstrated an ability to be flexible and responsive to the needs of the market. The company was reorganized around four years ago to expand into local markets. Since then, Menard Canada has seen a large uptick in growth. Its number of offices has almost doubled, for example. This is especially true in Ontario, an area that represents 40 percent of the country’s GDP but where Menard had previously been conducting less than 10 percent of its activity. These statistics were evidence of a challenge. The team focused on expanding and developing historical, and by now obsolete, techniques that the company had previously used on the West Coast. To overcome this, the team adapted its fleet, modernizing its offerings and delivering modern techniques in the location.

Speaking about what sets Menard Canada apart from other companies, Scache says that its building capabilities are second to none. “Design and build. I would say that most of our competitors are able to do the design element, but they are not promoting the design and build the way we are promoting it. I think it’s our capability to design everything in-house, especially within Canada, and not relying too much on other experts or expertise. I think that makes a huge difference. Also, our capability to take leadership on a job site, to take most of the responsibility regarding [probability] of earthquakes or bearing capacity or even settlement.”

The team is currently working on projects with two clients under the same owner in Hamilton, in Southern Ontario. These individual developments are being created with Menard’s main technique, the Controlled Modulus Columns (CMC)®, which is a concrete-based ground-improving technique. In order to be as environmentally friendly as possible, the team is working to reduce not only the volume and cost but also the carbon impact of both projects. Bunieski explained: “The extra step was done by the team on-site to go for the low-carbon option for both projects. By having a discussion with the local suppliers in advance and making sure we were able to use low-carbon concrete for the entire production of the project. Right now, we have three machines running every day on-site.”

These sustainability efforts are bolstered further by the ongoing relationship the company has with 4Refuel as its provider for mobile on-site refuelling. This partnership explores ways to ensure that low-carbon fuel and energy solutions are used where possible. For Bunieski, the relationship is a hugely positive one. “We work with 4Refuel on most of our job sites in Ontario, looking at the availability of alternative fuels in order to reduce our carbon footprint. We have a very close relationship with them as they help us meet our sustainability goals.”

To reduce its carbon footprint even further, Menard Canada is now working on rethinking their techniques to operate at an even more sustainable level. “Ground improvement is by nature an optimized version of traditional techniques to support structures. For the same structure on top, ground improvement solutions require less material and are faster to install than traditional foundation support techniques. It means they are less expensive and less carbon-intensive solutions almost every time. Our first step was to assess the impact of our techniques, and our goal is to be able to share the carbon impact of our proposed solution with our clients for each and every project.”

“Our goal is to be able to share the carbon impact of our proposed solution with our clients for each and every project.”

With this in mind, the company set out to identify key aspects that could be improved upon, most notably with regard to concrete. First, the team measured the techniques being used, giving it a baseline to work from. Low-carbon alternative solutions were then identified. Now, when Menard Canada looks at new projects, the team uses this information to find the most cost-efficient, low-carbon impact solution for the client.

Scache explained, “What we want to do is reduce the energy we are using on projects by 40% by 2030 (Scope 2). We are also targeting to reduce our indirect emissions (Scope 3) – which is the concrete [and] the steel that we use on-site for the most part – by 20% [before] 2030. That’s the challenge. We are leveraging all the information we already track on projects to have benchmarks, and with this benchmark, we know how much we decrease with time.”

He explained that the current challenge is in trying to achieve this while growing at the same time. “[It’s] pretty challenging because we could say we are going to reduce by 20 or 40% depending on the scope. But when you are growing at the same time, it’s a very hard challenge because if the turnover of the company increases, unfortunately, there is probably a risk that the ton equivalent CO2 [is] going to increase, and in this concept, how we manage to still have a significant decrease. That’s exactly what we are trying to do on a daily basis by trying to have our team coming on board internally first – that is a subject which is really important – and after to try to find new ways with different types of fuel, different types of concrete and how we can optimize our design to put less in the ground compared to what would be normally needed.”

The team holds regular awareness events and training seminars to ensure each employee knows about the company initiatives and is aware of the latest environment-related news. As Bunieski explains, the company also creates activities and webinars to provide additional knowledge to all stakeholders. “Talking to clients and bringing them these numbers, but also Engineers that we talk to who are becoming more and more aware of the topic. We want to provide them with these numbers so that they can use them to compare with other solutions on their end. The last avenue for us is to have open discussions with our key suppliers to look at alternate solutions. Concrete is one example; fuel or steel will be another one”.

When asked what the reason for the company’s success is, Scache described the answer as “easy,” putting it down to the team. He explained: “Menard Canada’s success depends on its employees. Their commitment and professionalism are remarkable, and I see it every day. Our activity varies throughout the year, with more intense periods and sometimes more challenging projects. I can always count on our teams. That’s Menard Canada’s strength.”

Going forward, Menard Canada is working on the reduction of its carbon impact, ensuring it has enough tools to manage the decrease in terms of the equivalent CO2. The company hopes to develop even further in terms of expansion and growth. With this in mind, Scache foresees a “very good year” next year for the company, despite the global atmosphere and economy. “Exciting times ahead,” he concludes. By incorporating innovation, dedication, and an industry-driving desire for positive change, it goes without saying that the future is bright at Menard Canada.

The Canadian Concrete Pipe and Precast Association (CCPPA) advocates on behalf of its producer members, manufacturers of concrete pipe and precast structures. By working with municipalities, consulting firms and provincial entities, CCPPA provides information/education with respect to the design, manufacturing, installation, and inspection of both concrete pipes and precast structures. The association also provides specification support in terms of updates and/or or reviews. To educate members, the association hosts events such as Lunch and Learns and half-day seminars. While this is a vital element of its work, Jude Tremblay, P. Engineer, and President at CCPPA explains that it is through a process of meeting, engaging, and networking with consultants that design the infrastructure as well as the infrastructure owners such as provincial and municipal entities.

“One of the best things that we do is organize plant tours where we bring consultants and infrastructure owners staff through a concrete pipe/precast manufacturing facility. This always provides a deeper understanding of the manufacturing process while also highlighting the design and engineering capabilities of concrete pipe and precast producer. Each of our producer members has their own engineering design department that can provide support from the design stage through to the delivery stage. I believe most people don’t know the range of project support that a concrete pipe/precast producer can provide on a given infrastructure project. It’s really a wide range; almost a one-stop-shop.”

In the last few years, the association has developed a practical “hands-on” training program for inspection staff from both municipalities and consulting offices. This training that is referred to as “Inspector Information Sessions” is designed to be very interactive. It is facilitated by concrete pipe/precast producer staff and provides a wide range of practical information from the design to the manufacturing, the installation and the inspection of concrete pipe and precast structures. As Tremblay explained, this hands-on approach is a very effective way of providing practical knowledge. “The attendees see the structures/concrete pipes in place, discuss various aspects with producer staff and at the end of the day gain a better understanding of how these components come together on the job site and are able to work with the contractor to ensure proper installation and also pass on some of that information during their site inspections.”

The association began as the Ontario Concrete Pipe Association in 1957 when the Ontario concrete pipe producers got together to form the OCPA. In 2013, the association expanded west to include Manitoba, Saskatchewan, Alberta and British Columbia. This is when the CCPPA (Canadian Concrete Pipe & Precast Association) was born. The association celebrated its 10th anniversary in 2023, and Tremblay attributes its success to the strong commitment demonstrated by the producer members. “They’re the ones that created the Ontario Concrete Pipe Association. Then when it expanded into the Canadian Concrete Pipe and Precast Association, the commitment was unwavering from the existing members as well as the new western members. It brought in quite a number of new members. There’s been unrelenting dedication and focus to ensure that our association continues to be a key resource for infrastructure owners as well as consulting companies throughout Canada.

“This accelerated construction can reduce an installation from weeks or months down to days.”

Throughout these ten years, the association has smashed several milestones. While for Tremblay, the most significant of these is the expansion itself —an event which marked the beginning of its journey— the association has developed a network of contacts throughout Canada, establishing itself as an important resource for municipalities and consultants. For him, networking and “being seen as a resource” are key milestones that have been achieved. Currently, the association is working to improve the carbon footprint in the precast industry – stepping into a new age of environmental sustainability. With recent forest fires that raged throughout the summer, the evidence is clear. Climate change is a significant challenge to the precast industry. The manufacturing of cement generates a significant amount of CO2. Cement is a key ingredient for producing concrete. But not all concrete is created equal.

Precast concrete provides “a reduced carbon footprint as the final install product.” Tremblay notes a trend over the past 10 to 12 years where the benefits of precast are being harnessed to mitigate against these challenges. “Previously, a structural element would be cast-in-place where you’d have a forming contractor arrived on site, ready mixed concrete would be delivered. It would be poured into the forms, if it was winter, it would have to be heated and protected for at least seven days. The forms would come off. They’d have to do multiple pours, and so the scheduling was quite long to build a concrete structural element on site. Precast elements are produced in a manufacturing facility that is temperature controlled and provides minimal waste and very efficient production. Having precast elements prefabricated for a given project provides an accelerated schedule and reduces the overall time of constructions and has an impact on reducing traffic congestion when the project involves roadways. The use of precast structural elements has accelerated through the pandemic because of ongoing labor shortages, the need for accelerated construction and other challenges. We keep seeing more and more elements that would typically be cast-in-place on site now being done by our producer members.” The advantage to this, he says, is clear. This accelerated construction can reduce an installation from weeks or months down to days. There’s a lot of advantages to using precast and the push in that direction is significant.

The other aspect of the industry that also helps reduce the carbon footprint, is the fact that concrete pipe and precast producers are local. They use local raw materials, local labour, designed locally and are used in local infrastructure projects. Other alternative materials have a significantly higher transportation component. Some materials travel halfway across North America in some cases.”

Tremblay was recently appointed as President of CCPPA, bringing with him a wealth of knowledge. He has been working in the concrete industry since he graduated with a bachelor’s degree in civil engineering, in 1989. He has always had a strong passion for concrete. After taking on this new role, he toured all the producer member facilities from Ontario through to British Columbia. Meeting all of the association’s members. He discussed with them what they valued in the association, and what more could be done to help them. Moving forward, his vision is to make CCPPA an essential resource for infrastructure owners and consultants, to provide them with support in terms of technical expertise and training and ultimately, to help owners and consultants ensure their infrastructure projects are durable and resilient. With this in mind, 2024 is looking positive for the association, with the expansion of the practical training initiative across Canada. Tremblay explained: “The Inspector Information Sessions are extremely popular with municipal engineering departments and engineering consultants with their younger staff. We’re going to also continue to provide lunch and learns as well as plant tours.”

There is also a strong focus on social media and growing the association’s presence on YouTube to share short videos aimed at the inspection and installation of concrete pipes and precast products. Tremblay explained, “Our goal is to be more present in those social media platforms and to utilize them and expand our support. The short videos are very effective in conveying those key points in terms of installation and inspection of concrete pipe and precast products.”

Growth is a key focus of CCPPA moving into the new year. This will be achieved, as always, by nurturing its network, growing its number of contacts, and continuing to be the foremost resource for infrastructure owners and consultants throughout the country. If the ongoing success of the concrete pipe and precast concrete sector is anything to go by, the future is a bright one for CCPPA and its members.

Tri-Kon Precast is a family-owned business that is currently in its third generation. Founded in 1972, the company has three owners – Chris Kostiuk and his two brothers, Todd, and Tyler. Serving throughout British Columbia and Alberta, the company is now located in East Kootenay City, Cranbrook. Over the past 40 years it has grown to become the number one manufacturer and supplier of precast concrete products in the city.

Its long and rich history goes back three generations of the Kostiuk family. It was originally founded by Chris’ grandfather in 1972 who, at the time, had been working in construction on underground products. As Chris explains, these formative experiences led to the natural progression of the business. “He started building his own septic products and manholes to install them himself and then it just grew from there”. In fact, according to Chris, one of the reasons for its longevity and ongoing success is down to the fact that the company is family-owned. As it is a family business, he says, “everything is riding on it” – the success of the company is paramount, even more so in some regards than it would be if it wasn’t family-owned. “You’ve got to do it to survive,” he adds.

However, in the tumultuous landscape of the construction industry, heritage can only take you so far. With this in mind, Tri-Kon Precast is constantly adapting its product range and diversifying its offerings to the market. Alongside many others, the team manufactures a large variety of products including catch basins, concrete barriers, box culverts, concrete vaults and structures, headwalls, manholes, bridge products and lamp bases. This diversity, according to Chris, is an invaluable tool in navigating the ever-challenging market conditions. He explained: “We do precast concrete products ranging in different products from underground products to highway products, to basically anything that a customer requires.”

As a result of this innovation and flexibility, Tri-Kon Precast has experienced steady growth throughout its four decades of business. In addition to diversifying into a widening range of products, however, the company can also point to a couple of other attributing factors. For instance, being certified by a range of companies has ensured that Tri-Kon Precast has become an established name throughout the industry. Chris explained, “It helps us going forward – a lot of contracts, you’ve got to be certified and we have our own aggregate pit which helps with this. I think the growing market of the precast is helping as well.”

Another element, and one which Chris is quick to point to, is its membership of the Canadian Concrete Pipe & Precast Association. Tri-Kon Precast has been a member of the CCPPA for a number of years and according to Chris and the team, this relationship has had multiple benefits in terms of developing partnerships and improving its own knowledge base. Speaking about being a part of the CCPPA, he said, “It’s good to be a part of the association. It helps us build a better product because they have high standards, and our customers appreciate that.”

“Tri-Kon Precast is constantly adapting its product range and diversifying its offerings to the market.”

Having said that, growth can all too easily become a double-edged sword. While success and increased profitability is largely a positive thing, it can lead to diminishing quality and standards. However, Tri-Kon Precast has not fallen into this trap and it retains an unyielding commitment to customer satisfaction. This priority ensures that its “small town family value” system remains an integral aspect of the service it provides. Similarly, this value system covers the whole Tri-Kon family. As with any other family, safety and wellbeing are of huge importance. The need for safety is an omni-present feature of its work. While this can a challenge that can grow steadily more difficult as the company experiences ongoing success, it is not something the company is willing to sacrifice. According to Chris, customer and employee safety comes first, with his team priding themselves on its commitment to safety in the workplace.

High standards and a commitment to excellence have led to Tri-Kon building an enviable portfolio of successful projects in its time. Of note, the team replaced a culvert in Boom Creek for Parks Canada to allow for a river crossing. The project consisted of a box culvert measuring 4.2 meters wide by 3.0 meters tall, with the team also building all the wing walls. In another project for Parks Canada, Tri-Kon Precast built an animal underpass at Lake Louise, to allow moose and elk to walk through. This project measured 3.6 meters by 2.44 meters. Meanwhile, in a project for Teck Coal, the company put a box culvert on top of a conveyor system. As Chris explained, this intricate design allowed the company to build a road over the structure which enabled it to convey coal “from certain places in the pit back to the processing plant,” He added that this was an innovative element that is set to further expand. “This is the start of many, many bridges they are going to put in across their conveyor belts.”

In 2023, the company had a “great” year. Growth, successful projects, and happy customers all attributing to this outlook. While the industry is perhaps on the cusp of a downturn, Chris is anticipating a slight slowing of the market. However, this cautious outlook is buoyed by the company’s ability to adapt to the variances of the industry at a moment’s notice. He said: “The outlook for 2024 – not sure yet. 2023 was great, so I’m assuming 2024 won’t be as good just with the economy starting to slow down. But we’re diversifying into every different product, so we can survive. We might do a lot more bridge work this coming year coming, or highway work and highway barriers, perhaps. Whatever we need to do, we will. We can find the work to get it done.”

While external factors may be outside the company’s control, Tri-Kon has exciting plans to expand its footprint further. The company is looking forward to maintaining its upward trajectory with a plant expansion on the books next. Chris said: “We’re going to just keep the growth going and keep as many people employed as possible. That is hugely important to this company; keeping local people working with a good wage.”

The new plant is currently being approved and is expected to be completed by the end of 2024. With this additional space allowing the company to “handle bigger products such as large bridge products,” it seems that the future is bright for Tri-Kon. With heritage and experience coupled with expertise and a customer focused outlook, it would be no surprise for the company to stick around for another forty years or more.

In business, it can be difficult to excel at everything. Sometimes, spreading yourself thin can result in diminishing returns and companies can be better minded focusing on one track. However, occasionally a company emerges with the skill, ability, and dedication to meet a sector’s needs in multiple areas. STR Alaska is one such company. Covering anything and everything that falls under the umbrella of transportation, it offers high quality and professionalism in everything from basic trucking to project management, project tracking and logistics controls. Primarily operating in the state of Alaska, STR Alaska handles a lot of cargo originating from the lower states, transporting goods via truck, steamships, barges, and any means necessary. Its clients receive additional support and assurance knowing that the company also coordinates the water shipments. Cody Hyce, VP of Operations and Logistics at STR Alaska describes the company as “a one-stop shop for our customers to get their cargo into the country from outside of the country – or anywhere around the world, to their job sites within Alaska.”

The company has an extensive range of heavy equipment, including general freight, semi-trucks, trailers, flatbeds and step decks ranging from 50 to 110 tons. Its bigger trailers can transport an incredible 80 feet of cargo ranging in weight from zero to 110 tonnes and 24 feet wide and navigate the challenging terrain through the use of push trucks that provide “extra traction and horsepower to get up some of the hills.” Hyce explained that, in addition to its fleet of forklifts and loaders, the company maintains excellent relationships with local crane companies. “If we don’t have the equipment, we’ll get the equipment to do it.” STR Alaska also boasts the only SPMT – Self Propelled Module Transporter —the only one in the state. This remote-controlled unit is capable of moving over 300 tons and can turn 360 degrees. Hyce says that it is “a pretty cool piece of equipment.”

While the company has experienced significant growth since its inception in 2014, it has had a sustained period of success in recent years. This has led to the company growing its fleet, and its portfolio, substantially in this time. This growth includes the addition of 40 trucks, several fuel tankers and the purchase of a fuel logistics company in 2020 which has been integrated into the operation. Alongside this, the company now has three shop facilities in the Fairbanks area.

In possibly its most significant move, Hyce explains that STR Alaska found its “forever home” in 2021, having previously been occupying a rented premises. STR Alaska is now situated on a 13-acre site that includes multiple buildings. Within this context, it is no surprise that the company has taken on a high number of new employees, something that Hyce believes helps support the local community also.

It goes without saying that all of this success and growth could not be achieved without being on a solid footing. STR Alaska will celebrate its tenth anniversary next year, evidence of a company that has consistently been able to offer its clients the highest quality. Hyce attributes this success to two things, employees and customers. “Without our customers, we wouldn’t have anything really and without our employees, nothing would happen.” He goes on to explain that the company started with a desire to ensure quality and control ran through every aspect of the business. “We had a dedication to owning everything we did. Because we were initially so small, we were able to own everything start to finish. Still to this day, when you get a call, you don’t just get customer service, you get the person that knows where the load came from or knows what’s going on. That one person will answer the questions, everything inclusive of that project.”

“STR Alaska will celebrate its tenth anniversary next year, evidence of a company that has consistently been able to offer its clients the highest quality.”

For Hyce, what sets the company apart from its competitors is its outlook. For him, it comes down to an attitude of responsibility and diligence. “We take ownership over each piece of cargo and each shipment as if it’s the only one we’re doing at that time.” sets them apart from everyone else. This is evidenced in the trajectory the company has experienced since the beginning. In 2014, just months after the company was founded, STR Alaska moved its first eighty-tonne module. At the time, only two other companies offered that level of service in the state. For Hyce, this was “a big step for a trucking company in Alaska.” Now however, the company sits at number one as the primary go-to in the state.

This has been achieved through its involvement in many high-profile and successful projects that have evolved and grown from each other. For instance, in 2016, STR Alaska completed its first rig move and now is starting work on a major project. Hyce explained that the project with Conoco Phillips and Santos Oil Search in securing a major development contract on the North Slope is a big deal. “To me, that’s a big milestone – it will be a mark in the book, a good one,” he said.

Success in business does not come without challenges, however. The company’s growth has meant that its need to secure truck drivers has grown exponentially —thirty per cent since January. While Hyce accepts that this is a positive development, the landscape for skilled workers is a challenge. “We’ve been able to grow, but we have always been dedicated to quality over quantity. Compared to 2016 or 2017, the challenge in acquiring good staff seems relatively the same. If we measure off the same baseline, meaning if the volume of cargo or loads that need to move stayed the same, we’d have the same problem – the graph would run parallel,” he explained. However, the volume has now increased five or sixfold, he added, meaning the difficulty to find skilled drivers has increased – especially as a result of the pandemic. One element of its recruitment that adds an additional layer of difficulty is its strict adherence to safety. At STR Alaska, safety is always the priority, and this is not something the team will sacrifice. Hyce explained, “Some companies may not see as much of a struggle in hiring staff as we are, but we are not willing to sacrifice safety and quality for less qualified employees.”

With an outlook of positivity and growth for this year and next, the team at STR Alaska is expecting to double its volume of freight work. Moving beyond this, Hyce also believes that the latest developments in the Prudhoe Bay oilfields of Alaska, mean that there is likely to be an oil boom for a number of years to come. He explained: “We’re going to have more dollars to do things better. Things are only going to get better, we’re not looking at any hard times – if anything, the only hard time we have is figuring out how we’re going to cover the next week without having to tell any clients we are too busy to help them.” With a growing reputation as the number one logistics operator in Alaska and the milestone of a decade in business to come next year, STR Alaska is on the rise and by the looks of things, will continue to be for another decade after this.

The precast concrete sector is one of the fastest growing areas of the construction industry in North America. While a relatively new product – a patent for the process of creating precast concrete paneled buildings was first awarded in 1950—it has increased in reputation and demand in recent years. While the process and product may seem restrictive, being made in a modular fashion, the reality is that precast concrete lends itself to a wide range of creative and innovative applications. Florida-based Leesburg Concrete Company, a PCI-certified precast and architectural concrete producer, is one such company that pushes the boundaries in both regards to excellent effect. In addition to architectural precast concrete cladding, the company produces stairs, wheelchair ramps, loading dock ramps and steps for clients. What sets the company apart from its competitors, however, is that Leesburg also works on custom precast concrete buildings which are designed and produced to client’s individual needs.

Founded in 1983, Leesburg Concrete Company recently celebrated its 40th anniversary. For Kirk Rouse, President, it is a significant milestone and a testament to the company’s hard work and innovation. “We have had a unique history, growing organically over the past 40 years after starting out as a small block company that produced only split-faced blocks.” These humble beginnings soon grew into a rich and varied product line such as the production of precast concrete steps. However, it was the enforcement of the Americans with Disabilities Act in the late 80s that saw the company take off. In the first of its many feats of innovation and creativity, Leesburg developed a modular code-compliant wheelchair ramp made with precast concrete. As Rouse explains, by also manufacturing the railings for these ramps, the company can be a one-stop-shop for clients. “By making the accompanying railings, we provided a pre-engineered, code-compliant wheelchair ramp that would be delivered and installed on various buildings where access was needed, per the building code.”

Unsurprisingly, this period of growth and success led to the need for expansion. In 2009, the company built and opened a new state-of-the-art plant which incorporated the newest technology and allowed Leesburg to expand its metal fabrication services. This significant addition is home to some of the company’s larger projects such as the state-approved precast concrete classroom. This alternative to mobile classrooms and trailers enables fast-track construction for projects of high-importance. Engineered to withstand 200-mile-an-hour winds, Rouse believes that the classrooms will be an important facet in the company’s ongoing growth. “They are definitely something for the future as they provide an excellent alternative to the trailer-type modular classrooms that currently exist.”

As the precast concrete sector grew and expanded, it became ever more important that Leesburg Concrete stood out from what was becoming a crowded market. By adopting a flexible and creative approach to the products and projects it completed, the company was able to pivot as required. As Rouse says, this flexibility and skill has ensured the company can thrive. “We have experienced steady, ongoing, organic growth. A lot of that has come from our ability to take on projects that others may not have had an interest in.” By hiring and retaining the highest-quality staff in the sector, Leesburg has been able to develop its services and range. Rouse notes that many of the company’s employees have been there for many years. “We have a great team of people, and it has been enjoyable to grow the company, and equally enjoyable to watch the team members grow along with us over the last 40 years.”

“The goal for Leesburg Concrete is to continue what it does best: innovation and excellence.”

This experience, Rouse believes, is a hugely contributing factor to its success. “At Leesburg Concrete, our artistic talent allows us to work on the custom or niche projects. With these types of applications, we know how to build them, so we can approach them with a full understanding of what the necessary steps are. This all comes from our development and our growth. The company has come a long way from being a small block company to being a company that’s installing 35-foot-tall architectural panels on the Orlando International Airport.”

Far from being an exaggeration, this admission is accurate and well-deserved. Leesburg Concrete has been an integral part of the airport’s massive expansion project. A long-term piece of work, phase one of the project –situated in the South Terminal—has recently been completed. In a further example of just how adaptable the company is, Leesburg Concrete worked on both the land and air sides of the project with Turner Kiewit and Hensel Phelps respectively. It provided integrally colored architectural precast concrete panels in a range of different sizes, which involved drawing, producing, engineering, delivering, and erecting the products on-site. With phase two now underway, Leesburg Concrete is once again involved. While itself a slightly smaller project, Rouse shares that it is finally underway after a COVID enforced delay. “The project is back on track and moving forward.”

With the company celebrating such an important milestone, it is no surprise to learn that its forty-year journey has brought many high-profile projects. In addition to having worked on “just about every military base in the south-eastern United States,” Rouse explains that Leesburg Concrete has partnered with many of the largest general contractors on a wide variety of jobs. From providing the precast for projects to producing floor-to-floor stairs for structures such assisted living facilities, hotels, multi-story buildings, elevator shafts and stair shafts, the company has seen it all. Recently however, the company has been taking things to a whole new level. Leesburg Concrete completed work on four buildings for SpaceX. With a specification requiring blast-proof buildings for the spacecraft manufacturer’s launchpads, Leesburg Concrete used its vast experience and skill to engineer custom designs that can withstand the blast load.

With a large number of projects being carried out this year across its engineering, pre-production, and production services, the rest of the year is shaping up to be a busy one. However, the goal for Leesburg Concrete is to continue what it does best: innovation and excellence. For Rouse, these abilities are why Leesburg Concrete is in a very good place. He believes that through a combination of its custom designs and ability to execute intricate projects, the company has truly set itself as an outlier. “We are unique in the precast industry and that has enhanced both our growth and our product line offerings. Typically, precast companies produce a finite line of products. Leesburg Concrete has taken a different approach by listening to the customers’ needs. By doing that, we are building the forms, and coming to the market with what the client wants.”

After forty years in business, Leesburg Concrete has amassed a reputation for excellence and creativity. For Rouse, the experience has taught him many things. Relationship building, innovation and adaptability are all crucial aspects for any successful business, and much is built on them. However, in an environment that is growing and changing on a near constant basis, there must be one thing above all else: movement. “The future looks good, and we will just continue to move forward. I used to think there was a destination, but it is actually an ongoing journey. Despite all this time, and the changes we have seen, it is still a journey.”

Historically, the General Contracting sector has always been a busy one. With many companies adopting a multi-disciplinary approach and offering a wide range of services, it can occasionally lead to a sort of ‘race to the bottom.’ Companies bidding to out-do each other in terms of scope and price. While some may find their way with this model, it inevitably leads to a place where the end product is compromised, and the customer is unhappy. For GTA General Contractors, however, that couldn’t be further from the truth. Founded in 1991 by local, skilled carpenter Dino Nafar, the company has a rich history and success that is built on skill, quality, and positive relationships. With over 500 completed projects across more than 40 communities in Ontario, it appears that the company may be on to something.

GTA General Contractors is a leading design-build and general construction company operating across Ontario. While the company primarily works with clients situated around the Golden Horseshoe in communities such as Toronto, GTA, Niagara, Hamilton, Durham, Muskoka, Waterloo, and Simcoe County, it has also worked on some larger projects in Windsor, Ottawa, and Sudbury. For Tyler Maynard, Vice-President and Head of Marketing and Business Development at GTA General Contractors, the company is only just getting started. He believes that the key to the company’s success is through a combination of excellence, dedication, passion and honesty. “We are highly focused and dedicated on delivering innovative, detail-oriented and transparent construction solutions.” Evidently, it is working for the people of Ontario.

GTA has completed a wide range of projects across the commercial, hospitality, industrial, institutional, and public sectors. Maynard explains while much of the company’s completed work comes from commercial clients, GTA is well equipped to excel in any field. “We complete a lot of projects in commercial, offices, retail, restaurants, and hospitality, heavy and light industrial and daycares as well. However, we take pride in our ability to cater to diverse project needs within all sectors. This includes a comprehensive set of essential services to the construction industry such as general contracting, project management, design-build, pre-construction consulting and custom millwork fabrication.”

In such a crowded sector, Custom Millwork & Design is one of the areas where GTA truly stands out. With an in-house millwork fabrication facility measuring around 12,000 square feet, the company is capable of going above and beyond for its clients. This facility, according to Maynard, allows the company to “further streamline and enhance our customers’ projects with better quality, better service, and an in-house team of very experienced carpenters.” However, construction is key to the services GTA provides. With a highly experienced team who are equipped to handle projects of “varying complexities and scales from initial project initiation to completion,” the company has the ability to oversee every aspect of the construction process. For Maynard, this level of in-house skill allowing the company to deliver the highest standards on every level. “The benefit of our team is that we can ensure that our client receives quality craftsmanship, timely execution, and adherence to their budget. We can do this because we have specialized project management professionals who have a deep understanding of the unique requirements of commercial construction projects.”

With a wide range of services and a highly experienced team, GTA is leading the field. Above all else, however, is the company’s desire to ensure its clients are secure and happy throughout a project. Its project management service ensures that all project elements are seamlessly integrated and coordinated, resulting in a streamlined and efficient process while it also offers clients value engineering, a process where costs are managed while maintaining excellence. “If a project goes above the client’s budget expectations, our team will do their best to optimize the costs without compromising the quality by offering innovative strategies with cost-effective options.”

Unsurprisingly, the company has experienced steady growth since its foundation. This has increased hugely in recent times. For Maynard, it is about more than pure expansion. The real benefit is the reputation GTA has earned in the industry. “Over the last couple of years, we have experienced immense growth and have established ourselves as one of the leading commercial construction companies in Canada.” This success and reputation comes from an unwavering commitment to surpassing client expectations and delivering exceptional value and service. As he goes on to explain, the company has prioritized flexibility and innovation, ensuring its clients receive a best-in-class experience. “We have continuously embraced improvement and innovation. Our team understands the importance of staying at the forefront of industry trends and adopting cutting-edge practices by leveraging our extensive expertise and knowledge.”

The company customizes construction approaches to suit the unique requirements of each individual project the team undertakes, thus allowing GTA “to consistently deliver outstanding results and ensure optimal client satisfaction.” In turn, this has led to GTA working with very high-profile companies and successfully completing standout projects. Some of the brands who have chosen GTA General Contractors as their preferred design and construction partner include Five Guys, Gyu-Kaku, Burger King, Atlantic Packaging, August Group, Fatface, Sunpan Trading, Fjallraven, Cambria, GHD Engineering, Simply Smart Childcare, Sportsnet Grill, Marriott Hotels, CBRE, and many more. One of their most recent projects is the new CKTL & Co restaurant in downtown Toronto. The project involved a high level of creativity and attention to detail. Maynard describes the Stock Exchange themed restaurant, which keeps patrons on their toes with fluctuating prices that respond in real time to the popularity of menu items, as being a revolutionary concept and one that the company had to use all its skill to complete. “It is a remarkable establishment, and it was an innovative concept that we were able to bring to life in collaboration with the award-winning restaurant consultant team, the Fifteen Group. It was important that we made sure that every detail reflected the concept’s unique vision. The lounge of the restaurant showcases a modern and sophisticated interior design with magnificent textures and sleek finishes that emanate a sense of luxury.”

One standout project that GTA is exceptionally proud of was the Linx Kitchen and Social, located in Barrie. Abe Nafar, President at GTA General Contractors, spoke about how this is Canada’s largest indoor golf simulation and lounge, with high-end dining and corporate accommodation. Nafar explains that this project is the prime example of the benefit of value-engineering. GTA had been brought in by a client who was over budget based on the design they had. Through the company’s value-engineering, GTA completed the project while keeping the same look, feel and functionality of the place. The team reduced the cost of the project by about $400,000, and construction alone on the 10,000-square-foot project was ultimately valued at $1.3 million. According to Nafar, this particular project is a testament to the quality and dedication of his team. “This is one of the projects within the hospitality and entertainment [sector] that we are quite proud of – especially due to the fact that the project was essentially built and completed through Covid.”

Another project that GTA has shown their strength and experience was in one of Toronto’s largest daycare development projects for Simply Smart Childcare. Simply Smart Childcare & Montessori School stands as a prominent establishment within the thriving Bloor West Village community, serving as one of Toronto’s largest and newest daycare facilities. This notable project encompassed a comprehensive range of tasks, including interior demolition, structural alterations and enhancements, building fit-up, installation of new millwork, replacement of all windows, implementation of new electrical and mechanical systems, integration of life safety and emergency access systems, addition of a new elevator, creation of a rooftop playground, installation of safety railings, and various other essential components.

Maynard, in reflecting on this project, remarked, “Simply Smart Childcare & Montessori School exemplifies our commitment to delivering exceptional solutions that address the unique requirements of each undertaking. The project required meticulous attention to detail and collaboration across various disciplines to ensure a safe, functional, and aesthetically pleasing environment for the children and staff. We are proud to have contributed to the growth and development of the Bloor West Village community through this outstanding childcare facility.”

Through the successful execution of this endeavor, our team demonstrated its expertise in delivering high-quality construction solutions while prioritizing the safety, functionality, and overall satisfaction of our clients.

Another project that GTA was exceptionally proud of was 35 Britain St. in Toronto, ON for August Group. Nestled within the vibrant Moss Park neighborhood in Toronto, 35 Britain Street stands as a testament to the enduring charm of century-old brick and beam buildings. This area has experienced remarkable growth, thanks to significant redevelopment initiatives. The neighborhood showcases an impressive blend of high-rise residential buildings, modern office towers, and unique boutique office spaces, complemented by vintage retail shops. It has also become a hub for creative workspaces in Toronto.

In close collaboration with the esteemed August Group, a local commercial real estate investment team, GTA General Contractors played a pivotal role in the successful development and delivery of this project. This partnership facilitated a seamless integration of the entire construction process, ensuring a cohesive and efficient execution that exceeded the client’s expectations.

Nafar, reflecting on the project, stated, “Working on the renovation of 35 Britain Street was a remarkable experience. We were entrusted with transforming this century-old brick-and-beam structure into a modern multi-level office space that adheres to current Ontario Building Code standards. It required meticulous attention to detail and a comprehensive approach to address all aspects, including new structural elements, mechanical and electrical systems, accessibility features, elevator installation, and all-new finishes throughout. Our team embraced the challenge and achieved a remarkable outcome that seamlessly blends the building’s rich heritage with contemporary functionality.”

“The lounge of the restaurant showcases a modern and sophisticated interior design with magnificent textures and sleek finishes that emanate a sense of luxury.”

Through the complete renovation of this iconic building, our team showcased our dedication to excellence and our ability to bring historic structures in line with modern standards. The successful transformation of 35 Britain Street stands as a testament to our commitment to delivering exceptional results while honoring the architectural heritage of Toronto’s ever-evolving urban landscape.

With an impressive portfolio of successful projects and a commitment to excellence as standard, it seems as though the future is very bright for GTA General Contractors. While Maynard and Nafar are well aware that the construction industry can be a volatile one, where fluctuations and change is never far away, the sense, according to Maynard, is that GTA is on a significant upward trajectory. “With our solid track record and a reputation for delivering high-quality construction solutions, we are well positioned to capitalize on the continued growth in the construction industry.” Despite all this, one thing is clear. This is a company who prioritizes growth, client satisfaction and experience. As Maynard signs off, he explains that every success the company has had, and every step forward it has taken, has been because of the successful relationships GTA has nurtured throughout its history. “Our main goal, however, is to cultivate long-term strategic partnerships that are founded on trust and transparency. We achieve this because our commitment to excellence, client satisfaction and community impact remains unwavering, and we continue to evolve and innovate. From humble beginnings, we’ve become one of the most recognized up-and-coming forces in the industry in Ontario, trusted by clients across various sectors.”

Hudson Meridian was founded in 2002 by its current owner, Bill Cote, after he accepted a contract with the city to manage the clean-up following 9/11. For Cote, the project meant taking a brave step forward, the company he was working with for a considerable length of time. While his ex-employers may have lost his services, the industry gained Hudson Meridian. According to Peter Monte, President and COO at Hudson Meridian, Cote “never looked back.” Evidently, it was a wise decision. Hudson Meridian is one of the largest open shop builders in New York City and has built a reputation as being a construction manager of the highest quality.

The company operates in the tri-state area. Building primarily for developers, the company works on a high number of residential construction projects. In addition to this, Hudson Meridian has also worked on schools, priding itself on being a “tech services group” made up of schedulers and estimators.

Monte himself joined the company in 2017 as Company President and Chief Operating Officer. Interestingly, his relationship with Cody was a longstanding one, with Monte being a client of the company in his previous role of property developer.

When it comes to the range of services that Hudson Meridian offers to the market, Monte explains that the company brings huge benefits to its clients by engaging at the earliest possible stage. “Hudson Meridian excels at the conceptual estimating. We look to get involved in projects early on in a pre-construction phase and help developers, or whatever client we’re working for, to shape their budget and time frame.”

The company doesn’t stop there, however. The team then manages the construction across several stages, all the while delivering industry leading quality and professionalism. More recently however, Cote has led an expansion, moving to incorporate a development arm which operates separate to Hudson Meridian. The company is currently completing a large residential project in New Haven, its first as a developer. Monte explains that this is expected to grow significantly in the future with Cote “actively looking at other developments and looking to move in that direction.”

“The company offers multiple in-house safety initiatives and training to its employees.”

With such huge success and continued growth, it is vital that Hudson Meridian ensures its workers and jobsites adhere to the highest safety standards. In an industry that is struggling to shake off a reputation for being inherently dangerous, it is no surprise to learn that safety is high on the agenda for the team at Hudson Meridian, with Walter Haass, SVP of Risk Management at Hudson Meridian explaining; “The health and safety of our employees and all those that our work affects is of paramount importance.” Haass goes on to explain that during his career with Hudson Meridian, he has participated in multiple councils, groups and trade presentations all geared towards a focus on safety in the industry. He found quite a few of them had framed their approach as ‘making safety a priority’ – though Haass says that doesn’t go far enough. “I have never liked that phrasing. Priorities can change and there are always competing interests and competing priorities.” As Haass explains, Hudson Meridian go much further in this regard. “My time with Hudson has been to continue the legacy that Bill established early on and to ensure that safety has the highest value at the business.” This value, he explains, drives every one of the company’s initiatives and is always part of its approach to providing services within the industry.

These words are not merely lip-service either. In an environment where companies can try to achieve the required minimum in terms of safety, Hudson Meridian is an outlier. The company offers multiple in-house safety initiatives and training to its employees with one initiative in particular proving very popular with staff. Hudson Meridian gives employees the opportunity to participate in a range of health and safety-related training presentations and, as Haass explains, the benefits it brings to the wellbeing of staff is enormous. “While we are a construction management services firm and utilize the contractors to perform the physical construction of the projects, we provide training across all trade disciplines to our employees. This enables them to be better prepared and to provide support to our trade contractors in the safe performance of their respective work.”

For a company of Hudson Meridian’s size, an impressive portfolio of work is expected. However, within this, the company has had a number of standout projects that best showcase the quality of work being completed. One of these is 2401 3rd Avenue in the Bronx. This project is described by Monte as “a testament to the perseverance of our company”. Beginning right before the pandemic and for Monte, it is a source of immense pride. Although a contractor defaulted mid-way through, Hudson Meridian was able to step in and finish fabricating the windows and walls so the project could be completed. The project itself consists of three towers on a podium in Motthaven in The Bronx, and currently, two of the three towers are occupied, with the company just starting to move the third one. The property has on-site parking, 460 rental units and measures an impressive 480,000 gross square feet.

Costing around $190 million, the project is “taking a bit longer than we originally scheduled,” Monte explains. However, given the circumstances of its completion, it has been an impressive achievement. “In light of the pandemic we worked through, I think I’m safe to say the owner views the job as a success based on what we were up against.”

Another success was the 468 Columbus Avenue project – a boutique condominium consisting of seven full-floor apartments and two commercial condominium units. The property measures around 40,000 square feet and has a $34 million budget. Monte describes it as a “high-end condominium” that has “a lot of slab stone in bathrooms and kitchens” along with an “imported terracotta façade that came from Italy on the building.” What makes this project so impressive is that it has since passed the requirements to get Passive House certification. As Monte explains, this ensures the highest level of sustainability and energy performance. “It is a super high-performance façade with very little leakage. It was most definitely a unique project to build.”

Finally, the 3514 Surf Avenue project, located on the beach on Coney Island. Interestingly, Hudson Meridian began work on this project way back in 2017. Surf Avenue is the second project completed for the Red Apple Group and is located on the beach, backing up against the boardwalk facing the water. Measuring 565,000 gross square feet, the residential project has a significant podium and parking structure and is made up of 420 units. The project had a budget of $175 million and, being completed in just under 24 months, Monte explains that Hudson Meridian were required to work “under a very tight schedule.”

Hudson Meridian has a justified reputation for providing excellence in everything it takes on. Its continued success shows no sign of abating either. The company has recently opened offices outside the city, with its main office located in downtown New York City. In an example of the company’s continued growth, new offices have also been opened in Westchester, White Plains, and in Englewood Cliffs, New Jersey. While these moves have “allowed Hudson Meridian to expand” the geographical area in which it can serve clients, it is also further evidence of the increased demand for its services. Rising from its first project, post 9/11, the landscape was one of uncertainty. Over twenty years later, the outlook could not be more different. Hudson Meridian is at the forefront of its industry and serves as an example of what high standards and hard work can bring. You wouldn’t bet against it being around for another twenty years.

In a landscape where niche can be crucial to success, a company can find itself under pressure to excel. Historically, a consistently excellent performance across multiple disciplines would give most companies a springboard to growth. However, it seems that the industry now demands something different. Certain sectors have developed into industries of their own, and with that comes the need to remain ahead of technological changes and innovative methods. The electrical sector is no different in some respects. Clients are looking for highly detailed and specific outcomes while projects require excellence as standard. It is refreshing, therefore, to find Mellon Inc. The company is, in some ways, an outlier. Rather than focusing on one specific service, the company delivers excellence across the board.

Described as an “all-in-one electrical solutions provider” by Stephan Watling, Director of Operations at the company, Mellon Inc. is a full-service electrical and instrumentation contractor. This does not mean, however, that there is any drop in standards. In fact, the truth is far from it. The company specializes in areas such as cathodic protection, installations and maintenance, high voltage testing and commissioning. Mellon Inc. also serves customers across a variety of sectors including industrial and commercial work, construction, engineering and project management.

Watling explains that for Mellon Inc., the goal is to meet the client’s needs, regardless of the demand. “Mellon Inc. works in multiple areas. From maintenance and construction to large projects or small commercial work. Pretty much anything with electrical and instrumentation.”

While Mellon Inc. has developed a well-earned reputation as a company that can do it all, it is not yet willing to rest on its laurels. Recently, the company introduced a testing and reliability service, with Watling noting that this side of the business is one of particular growth. Clearly, this development and success is an exciting time for those at Mellon Inc., but for Watling, its foundations go way back. Founded in 1982, the company has more than 40 years of experience and has established its reputation of high quality by executing projects on time, on budget and safely. These values, ultimately, stem from its rich history. Mellon Inc. has always been a family company, with a father and sons leadership team at the helm. For Watling, this platform has allowed the company to grow substantially over the past number of years. “When I started with the company 20 years ago, there were 12 members on the team. Now we have, on average, a direct field construction work force of around 150 to 200.”

With its background and family-run ethos, it is no surprise to learn that Mellon Inc. prides itself on being committed to delivering the best possible outcome to clients and values long-lasting client relationships above all else. Its core competencies include safety, project controls and planning, engineering and design and construction & construction management, while it boasts an in-house engineering and design team. As Watling explains, this allows the team to assist with any design changes in order to keep projects moving forward.

With its high-quality service across multiple disciplines, the company has worked on some of the largest and most technologically advanced projects in the Sarnia, Ontario area. In fact, between 2021 and 2022, Mellon Inc. completed 350 industrial projects. Recently, it worked with NOVA Chemicals AST2, focusing on Electrical & Instrumentation & Fiber Optics. The project was completed between 2018 and 2022 and resulted in a world-scale AST2 facility. Impressively, the production capacity of the site is approximately one billion pounds of polyethene per year, with Mellon Inc. acting as the EPCM for the Electrical, Instrumentation and Control project scope. For Watling, this project heralded a new era of success for Mellon Inc. “With over 600 direct field laborers and upwards of $200 million, that project was kind of a gamechanger.”

“Between 2021 and 2022, Mellon Inc. completed 350 industrial projects.”

Also completed in 2022 was the NOVA Chemicals COP2E & COP3E, which had been in motion since 2016. The project aimed to achieve a 50 per cent capacity growth in order to support AST2 NOVA Chemicals, increasing its number of heaters and infrastructure. For this project, Mellon Inc. was responsible for the initiation, planning, execution, and close-out of the electrical and controls project scope.

Currently, the company is working on an Origin Materials project, focusing on Electrical and Control. Mellon Inc. is tasked with providing solutions for the start-up company. Its facility will use biomass such as sawdust to make building-block chemicals for the manufacturing of plastic and other products. On this project, Mellon Inc. is responsible for the initiation, planning, execution, commissioning, and close-out of the electrical and controls project scope. As Watling shares, this project is estimated to cost around $20 million with 60 direct field laborers involved.

Working on projects of such magnitude, it is vital that Mellon Inc. recognizes the importance of safety. With worrying statistics about safety figures across the construction industry in general, it is a topic that is never too far from people’s minds. At Mellon Inc., however, safety is taken even further. As Watling explains, the company devotes such time and thought into its safety processes, it is much more than internal policies. “At Mellon Inc., safety is not just a requirement, it is the culture. In fact, we have a 100 per cent compliance rate with all annual audits and our safety record surpasses the industry best practice standards. Simply put, safety is the top priority at Mellon Inc.”

With a track record of proven success and growth going back to the 1980’s, Mellon Inc. has set its sights on being an industry leader. With a recently developed electrical engineering department, the company is now training and growing new members to that team. As the department begins working on a number of exciting projects, Watling believes that this addition will further strengthen the company’s position as the one-stop-show for electrical solutions. “What this does is that it adds tools to our toolbox. It will give us the all-in solution. So, when a client is looking for that, from concept to construction along with engineering, testing, commissioning, build, engineering support and whatever other needs might come up.”

As the company sets its sights on further success, the outlook for the rest of the year is bright. According to Watling, the company is in line to continue its upward trajectory. “2023 will continue to be busy and we expect that to continue into next year also.” As contracts are completed, on time and to the highest standards, as usual, the company is also working on a number of exciting projects behind the scenes.

It takes a lot to maintain a position in the construction industry for four decades. It is even more difficult to achieve this as the provider of a wide range of solutions. Mellon Inc. has, for a considerable period of time, bucked the trend for niche. Instead, this company provides excellence across the board. With a rich history and a knowledge base that grows by the day, you wouldn’t bet against it carrying on at the forefront of the industry for another forty years.

Success in the construction industry hinges on a company’s reputation. Experience, skill, and history all contribute towards ensuring the customer base can place its trust in a company. Unsurprisingly, this trust is hard won and, once it has been achieved, a company rarely looks back. However, the reality is that a reputation comes with the most simple of things, a company name. Changing the name of a successful business is not something done lightly and, only when there is certainty will a company move forward. Concrete Construction Systems Inc. is an outlier in this regard. Formerly Concrete Safety Systems Inc., the company has been serving the industry for over 40 years. Its reputation, developed carefully over this time, is one of high-quality service and dependable professionalism.

However, in business, change is inevitable. When the company was taken over, a name change was required to accurately reflect the broadening range of services it now offers. For Alex Gelsinger, Operations Manager at CCS, the name serves as a detailed description of all the company has to offer. “The name itself didn’t change very much. It changed from Concrete Safety Systems to Concrete Construction Systems. The change is that now we don’t only fabricate pieces. Our parent company also owns MS Park Construction who then build the pieces themselves. Now, everything is done in-house. By adding the word ‘Construction’, we are expanding on the capabilities of this company, the parent companies, and the sister companies.”

CCS is a precast contracting company that works on many different architectural projects, alongside structural projects such as parking garages, warehouses, noise walls and substation projects. With the recent purchase now complete, however, the company will be broadening its focus to incorporate both warehouse and industrial construction. Huzaifi Hasan, Project Manager at CCS explains: “That’s what we are starting with because we have a lot of jobs. The owners are in real estate and their business is more towards industrial construction. We will be producing the warehouses and then we will either sell or rent it out to different companies, so right now the focus is more towards industrial.” For Gelsinger, this focus will be offering a streamlined approach to processes within the company. By focusing on warehouses for the foreseeable future, the team at CCS will benefit from straightforward projects. “Each warehouse might be different, but the base idea of the structure, the columns, the beams, and panels, it is all very cookie cutter. This will allow us to keep our inventory relatively small and more organized.” This approach is at odds with previous projects the company would have worked on. Previously, Gelsinger explained, it could have been working simultaneously on six different projects for six different clients, and three different states’ DOTs. Each of these would have different specifications and mixed designs. Now, however, the company will be working with the same specs and same pieces, which Gelsinger says “simplifies our job. The standardization of our products and projects also means more production in the long run. Our long-term goal is standardization.”

While the processes may be becoming more simplified, the purchase of the company was undoubtedly a significant step for the team at CCS. Through the additional funding and with its parent company also recently acquiring a metal fabrication plant in Georgia, the pieces are being moved into place to support the rapid expansion of the company and its partners. As Gelsinger explains, the company is also intending on purchasing a fleet of trucks to start its own trucking operation. He believes that these acquisitions will help develop and expand the wider network of companies. “Our strategic plan is to further grow all aspects of the operation. This means that our team will be working to develop in terms of hardware, embedments, shipping and logistics. It kind of simplifies our job down the line. We won’t be required to outsource shipping. We are currently not outsourcing as much fabrication. So, it keeps these processes in-house and keeps accountability better for all parties.”

Despite name changes and the accompanying shift in focus, the company continues to benefit from the vast wealth of experience that can only be gained through forty years in business. For Gelsinger, this experience is invaluable. He explains that, incredibly, many employees have been with the company for much of this time. While this continuity is a huge positive the recent name change also offers an exciting new direction for many of the employees. “A lot of people have been working here 30 plus years, and they’ve gone through 3,4,5 different owners over that time, but never a name change. So, it’s definitely opening a whole new door for our staff. It is a positive new step in terms of how they view the company, how they view their career, and where they can take it. It’s a big deal to completely change the name after 40 years of business. However, changing our outlook and how we produce and move into the future, shifting how we utilize technology and utilize all the aspects of our sister companies that we work with and own – it’s definitely going to make a difference in our product going forward and the amount that we can produce.”

The company has had multiple standout projects during recent years, with one being the Wilkes-Barre Parking Lot for the Veterans Affairs Medical Center. The property is comprised of 325 parking spaces and was just recently completed. Another project of note is for ARCO. The client is Turn Bridge, and CCS is developing a warehouse with adjoining parking lots on the first and second floors. This project has 178 pieces including some double T’s and columns, is in the erection phase currently and the team expects it to be completed within the next month.

With successful projects ongoing, the future is shaping up to be an incredibly positive one. However, currently, the company remains in a transitional period. While this is still ongoing for the company, the expectation is that it will be a lengthy process in order to receive new certifications, including PCI, PCA and DOTs. Despite this, the company is using this time wisely by ensuring that it has the right team onboard for future challenges. According to Gelsinger, pivoting into new markets allows the company to adapt its staffing and training programs to ensure it can offer the highest quality service in new markets with new machinery. “We will be hiring new staff and providing better training. The new company’s European plants, which they are intending to get in the US, are very technologically advanced. Everything is automated. This means that exciting changes are coming up. We will be implementing new procedures and rolling out a higher standard of training along with better equipment and additional investments in the property, the plant, and our employees. There are basically no limits with what we have, in the backing we have and the companies that we work with – we have no limits other than ourselves.”

ABC Empire State is the New York branch of Associated Builders and Contractors – a construction trade association representing contractors across the United States. The chapter represents more than 400 contractors across the state of New York, assisting its members with business-to-business development through networking events and other connections. Much of the work that ABC Empire State carries out is in the training and education sector. From enrolling staff in the associations’ apprenticeship program to providing craft training, safety training or professional training, the association places huge value on ensuring its members are operating at the highest standards. In addition to all this, much of ABC Empire State’s work is in the area of government affairs. According to association President, Brian Sampson, lobbying both in Washington DC and in Albany, the state capital, is hugely necessary to “fight against things that tip the scales against our members.” Topics high on its agenda are voicing its opposition to apprenticeship mandates, project labor agreements and responsible contractor ordinance.

ABC Empire State places a huge focus on safety. As Sampson explains, much of the work being done at the association is trying to change the narrative around the industry. While he accepts that a mentality still exists that construction is an inherently dangerous profession, he believes that accepting this without question is unhelpful. “We want to see people go home the same way they arrive. Our members spend a lot of time looking at safety information and offering safety classes such as the traditional suite of OSHA 10s, OSHA 30s, fall protections, ladders, and scaffolding.”

Not only does the association assist its members with the running of these courses, but it also has its own program. ABC STEP is an evaluation system that is unique to ABC and has been identified by OSHA as a best practice program. STEP is a safety benchmarking and improvement tool that, according to ABC, “dramatically improves safety performance among construction industry participants, regardless of company size or type of work.”

Members input information from OSHA 300A logs, workers comp reports and other safety related figures such as any expenditure that goes towards education and training. Members then receive a report showing where they stand relative to the BLS (Bureau of Labor Statistics) averages – in a tier system from bronze to diamond. Sampson explains that these gradings are all at an incredibly high standard. “For example, if you are a bronze member, you are about 200% safer than the industry average.” Regardless of the grading received, STEP will give members a roadmap with targets and goals to achieve even better safety standards.
These targets cover every aspect of a job site and members can access new safety learning in a variety of ways such as daily site talks, toolbox talks, and lunch programs. “Through STEP, members could go from being 200% better to being almost 600% better than the industry average.”

For Sampson and those at ABC Empire State, it is a hugely important initiative both for members and the industry in general. With this in mind, the association is committed to working closely with its members, guiding them through the steps involved to ensure that they see results. “We work with our members, helping them with managing investments in education and training. If they use their processes correctly, the user training and their equipment, everybody should be equally safe on a construction site and be able to go home just the same way they arrived. At the end of the day, I don’t care who you are, nobody wants to have an injury on their work site, nobody wants to have a significant injury on their work site, nobody certainly wants to have a death on their work site.”

“If they use their processes correctly, the user training and their equipment, everybody should be equally safe on a construction site.”

The benefits of the STEP program are far-reaching. In addition to ensuring that construction workers are safer, Sampson feels that it has the additional benefit of “leveling the playing field legislatively.” For him, it ensures parity between union contractors and non-union contractors. “In a state like New York that has been largely influenced by union propaganda over the years, there’s an image that exists about what non-union contractors are, and it’s a false narrative. STEP allows us to gather accurate and verifiable safety information. We can use this information when we meet with elected officials, either at the Statehouse or at the localities, and show them the real safety picture in the non-union construction community as it relates to ABC members.”

Working with legislators forms a large part of the work ABC Empire State does. The need to keep a constant presence in discussions is vital. In late 2016, a piece of legislation was introduced in New York City which mandated apprenticeship programs on certain projects. ABC Empire State and Sampson feel that this has had hugely detrimental effects on its members. According to Sampson, the legislation effectively said that “every project from ten stories up, whether public or private, would have to be built using a state registered apprenticeship program.” This mandate, he feels, was the politicizing of construction industry deaths and has only resulted in excluding ABC members from a share of the industry. “The narrative coming from the building trades was that there had been an unfortunate number of deaths in the construction industry. They said, ‘if you’re a contractor that has an apprenticeship program, you’re naturally safer and better than the industry. Therefore, we’re going to do this apprenticeship mandate.’ It had nothing to do with safety. Most of the unfortunate deaths were taking place on projects that were nine stories and below. A piece of legislation like that in New York, with apprenticeship being so difficult, is nothing more than a market grab from organized labor. They were politicizing those deaths as a means to get market share back that they lost by being too expensive. If we are really going to talk about keeping construction workers safe, then we have to come up with a plan that keeps every construction worker safe.”

With this in mind, ABC Empire State introduced its nine-point safety plan, which states that every construction worker in New York City should have OSHA 10, OSHA 30, fall protection, trenching and excavating, first aid and CPR. The process of introducing this plan began in 2017 and, thankfully, the association came through for its members. In October of that year, the city passed the most extensive site safety training requirements for every construction worker, leading to the creation of site safety training cards. These cards govern who works on sites in the city, with Sampson explaining: “Everybody has to have at least an OSHA 10, 8 hours of fall protection, 2 hours of drug and alcohol and an additional 20 hours of additional construction training – or they have to have an OSHA 30 and 8 hours of fall protection and the two hours of drug and alcohol.” For Sampson, this achievement demonstrates the core need for non-union associations. “I think that’s the role that organizations like ABC play in leveling the playing field for everybody and creating uniformity. If you are affiliated with a union or not, it shouldn’t matter. You’re a construction worker. We want to keep you safe.”

In terms of the industry outlook for the rest of 2023, Sampson notes that while the state has a “fairly significant” potential influx of money from infrastructure investment, challenges still remain in the form of inflation and rising interest rates alongside increased pricing of materials and extended delivery times. Coupled with this, there is the constant issue of labor shortages. As Sampson explains, an ageing workforce simply cannot keep up with a demand of over half a million jobs across the country. This is something, he says, his members are finding a challenge. “I don’t believe we have a single member in our chapter that isn’t looking for people right now and has more than the job openings that they would prefer.”

As one of the largest chapters in the country, ABC Empire State is working tirelessly to alleviate these challenges for its members. With education and training a consistent support alongside a strong legislative presence, achievements are being made and the playing field is being leveled. At its core, Sampson feels that it is an issue of education. ABC Empire State needs to advocate and work for its members because he feels, without this advocacy, the risk is that they may get left behind. “We have to educate, not only our members and their employees, but the general public about what’s going on. In New York, you would like to think that politics isn’t the ultimate decision maker, but it is.”

Every stage of the construction process has its place and its value. From foundation upwards, a building is only as strong as its weakest part. However, one area in particular can do some heavy lifting. The exterior and shell of a building works on both a protective and cosmetic level. With its core function as a shelter from the elements, it is a vital cog in the overall project. With this in mind, JGR Construction Inc., a premier structural and concrete contractor based in Florida, has a big job on its hands. Described as a “shell contractor” by Antonio Obregon, Co-president of JGR Construction alongside Javier Gonzalez, the company will build the shell of a property, carrying out its concrete and masonry construction. In an industry where speed and value can be prioritized about quality, JGR Construction Inc. is very much an outlier.

Founded in 2009, the company provides a range of services to customers including pouring footings, installing masonry, and constructing complete concrete shells. What truly sets the company apart from its competitors is its three core values which permeate every aspect of the work it does. According to Obregon, this allows the company to focus on its job of “building great builders.”

Most companies will talk of core values; they are an intrinsic and commonplace part of business. Many of these, however, are aspirational in nature and can sometimes be at odds with the day-to-day workings of a company. With JGR Construction, things are different. Its three core values: We are one, Driven to excellence, and being Relentless in terms of everything it does, have developed and grown as a reflection of how it has been successful. For example, according to Obregon, “the team work tirelessly every day, focusing on getting the work done and maintaining good relationships with each other, partners, suppliers, and clients. The ‘relentlessness’ of the team is a constant, ongoing pursuit.” By doing things the right way, the company has been in a position to take a step back and design core values that reflect real world processes and attitudes. Rather than aiming for something, JGR Construction Inc. has values that it lives by every single day.

Going against standardized norms is something of a habit at JGR Construction Inc. As Obregon explains, the team has a deep sense of partnership, with everyone working towards a common goal. This creates a sense of fun and camaraderie that is hard to match. Bonding activities, so often the structured, laborious, management technique occur in an open and organic way. As Obregon shares, “the team simply do things that they want to do in order to share time with each other. As a result, these become bonding activities.” With strong working bonds in place, the company is always in a healthy position when faced with the daily challenges of such a fast-paced and intense industry. “The team is united and optimistic. Everyone is excited about the company’s growth. At JGR Construction Inc. we have a very empowering culture. Everyone lifts their colleagues up and speak highly of their teammates’ dedication, innovation, and work ethics. As our core values state, ‘We are one’ and we recognize each other’s hard work.”

For any company that hopes to achieve success and longevity in the construction world, following JGR Construction Inc.’s lead would be a good idea. This spirit of solidarity is exemplified by the “very strong” worker retention rate the company enjoys. By way of example, Obregon explains how “just a couple of weeks ago we celebrated an anniversary for the employees that have been with us for longer than five [or] ten years.” He goes on to share that that the longest tenure of an employee working at the company is an incredible 17 years. With this rich experience in-house, it is easy to see why the company is growing steadily and taking on new staff “every six months.”

“The team is united and optimistic. Everyone is excited about the company’s growth.”

A strong employee retention rate can only be maintained when staff are encouraged to reach their potential. With this in mind, JGR Construction Inc. runs a recruitment and management training program. This program, which has nurtured the skills of a number of current employees, allows workers to get a taste of everything. “We have a recruitment and management training program. Our students go through 18-to-24-months training where they experience every facet of the business.” By doing this, Obregon believes that this ensures staff can follow a career path with the highest opportunity for success. “The program allows people to specialize in whatever area is of most interest to them and is the best match in terms of their own skills. Our Vice President of Operations and Pre-Construction Manager have both come through the program, for example.”

As he explains, students begin this process in the area of estimating and, along the way, they are exposed to a diverse training experience that includes pre-construction, project management and field work. The experience of working in the field gives the students real-world knowledge and skills from the outset with safety and quality control also being important components of the program. Obregon feels that the program is a much-needed contribution of the industry in general. “Through this program we foster young professionals. Our focus is on building great builders and is one of the things we are most proud of. Both the young, and more experienced, professionals that come into the company can see the career opportunities at JGR. We really are focused on developing their careers in conjunction with the work that they do for us.”

This success has inevitably led to JGR Construction working on some standout projects in recent years, including the Kavista Apartments project in Miami. Located in the historic neighborhood of El Portal, the project is a mid-rise apartment building comprising of eight stories, a total of 282 units, and over 300 parking spaces. For this project, JGR Construction Inc. provided 401,800 square feet of concrete and masonry for the ANF Group and gave all involved the opportunity to provide much-needed affordable housing to the area.

Other standout projects completed by the company recently were Wynwood Haus and the Miami Riverwalk. Wynwood Haus, a twenty-story residential tower located in Miami’s creative and cultural hub in Wynwood is a multi-family development consisting of 224 units with “over 5,000 square feet of ground-floor retail and world-class rooftop amenities.” JGR Construction provided an incredible 322,530 square feet of concrete and masonry for Beauchamp Construction. On the Miami Riverwalk Phase 2 development, JGR Construction Inc. provided 528,500 square feet of concrete and masonry for the Kaufman Lynn led project, an eight-story luxury apartment building with over 400 ft of unobstructed views of the Miami River.

Moving forward, the company has plans for big growth. As Obregon explains, the local population is growing at such a rate that opportunities in the area are abundant. For him, this gives JGR Construction Inc. the chance to use those core values and move with the needs of the community. “We have some proprietary goals and 10-year plans that are adventurous in nature. We plan to expand to different markets and different product lines also. Even though there is some turmoil across the economy, we are very optimistic. For the most part, however, we’re very bullish in South Florida. We think the population growth in Florida as a whole, specifically South Florida, is very high and we don’t see residential construction and multifamily in particular stopping anytime soon.”