< Previous| 90 APRIL 2023WRITTEN BY AOIFE CHANEY W hen Herman Russell founded H. J. Russell & Company back in 1952, he quickly contributed to the birth and subsequent development of the Atlanta skyline. He was involved in joint venture partnerships including the Coca-Cola Company Headquarters, Georgia-Pacific Tower, 191 Peachtree Tower, and the former Georgia Dome, which was replaced with the Mercedes-Benz Stadium, all of which remain part of the skyline today. Cultur- ally, 1960’s America was worlds apart from the one we know today, and so, as an African-American, Russell’s involvement in such ventures was a unique thing of the time. H. J. Russell also lays claim to projects such as the Smith- sonian African-American Museum in Washington, D.C. and the Birmingham Civil Rights Institute in Birmingham, AL., both of which house a significant piece of the city’s history. Russell was part of history through the projects he built and the unlikely era in which he built them, and when he passed in 2014, he left behind him not just a company, but a legacy. Grayson Ridge Apartments Lawrenceville, Georgia | 91 APEIRON CONSTRUCTIONH. J. Russell is a 70-year-old company headquartered in Atlanta with offices in Savannah, Dallas, and Boston. To these areas, the company provides construction manage- ment, program management, and real estate development. “The construction management side is centered around multifamily projects as well as commercial office spaces, healthcare, infrastructure, and industrial work,” says Paul Bryant, Vice President of External Affairs. Joining me along- side Bryant is Project Executive Jhocques Jordan, and the two are a wealth of knowledge on both the company and the legacy. “On the program management side, we have lots of activity out in Dallas including transportation work, airports, and the Dallas metro transit system, all of which are huge growth areas,” said Jordan. Construction management and program management are considered the company’s primary ser- vices, while real estate development remains a significant part of H. J. Russell’s business lines. Jordan takes the lead on talking me through some of the standout projects that have marked the company’s more recent success. “The Terminal Renewal and Improvement Program at Dallas/Fort Worth International Airport was a joint venture project with a value of about $850 million dollars, which we wrapped up around 2017,” says Jordan. “We had a team working out there, and that’s what spun us to increase our presence even more in the Dallas area. We started to pick up some standalone work there as well as some other exten- sions out at DFW.” DFW Terminal Renovation and Improvement Program Dallas, TexasNext, in the spotlight is Grayson Ridge, a senior living multi- family project in Lawrenceville, GA that was completed last year. “It was about $36 million dollars and 240 units, a four- story apartment building,” Jordan continues. “It’s a really nice building as far as finishes go as well as amenities such as a courtyard, library, crafts room, fitness center, salon and movie theatre. The courtyard has a bocce ball court, pavil- ions, barbeque grills and walking area. A really nice facility.” Enthusiasm is in high supply from the conversation’s outset, but it reaches its peak when I ask about Russell CARES and the philanthropic work H. J. Russell does for its community. “That’s my area of expertise,” Bryant says. “I’m ready, willing, and able to jump in here.” Russell CARES, I quickly learn, is not a mere afterthought that was born out of a society that demands more philanthropy from profit-yielding businesses. Quite the opposite, Russell CARES is, and always was, at the very heart of what H. J. Russell stands for. Russell CARES, which is the company’s corporate social responsibility program, spurred from founder Herman Rus- sell’s philanthropic efforts, including those of his family. Today, it stands proudly as a tangible representation of his legacy. “He was a generous man and quite involved in the community,” says Bryant, “and that is part of the DNA of H. J. Russell. Our CEO, Michael Russell, often tells me that I'm part of the ground game for the company. He wants me to be out and about, to really see the pulse of what's going on. The Russell CARES philosophy is to support those grassroots agencies that really need some gas in their tanks. We're not making a $50,000-dollar contribution to United Way Worldwide, we’re making a $2,500-dollar donation to organi- zations like Facts to Thrive, a unique organization that we supported a couple of months ago. It’s just one person. She goes to senior commu- nities and teaches elderly people how to navigate their cell phones. Think about the Apple store experience where there are millennials who really know their way around phones. That can be somewhat intimidating. These places aren’t built for seniors, so she goes to these communities and puts on training sessions for them. And we just bumped into her because we’re out there on the ground floor. We like that human touch, getting to know the people we support and something about their business rather than just giving a check, taking pictures, and moving on.” “Russell CARES is, and always was, at the very heart of what H. J. Russell stands for.” Grayson Ridge Apartments Lawrenceville, Georgia | 93 APEIRON CONSTRUCTIONBryant gives another example that captures the human touch he speaks of. “There’s an elderly tower we built called Maggie Russell Towers. During the COVID pandemic, we gave them a check to buy food for their food pantry. Because of the restrictions at the time, we did this cool thing where we airdropped the check in with a drone. We filmed the whole process which was really cool. It captured the skyline of the building, the drone flying in, and the people waving. It was something fun to do as we supported and celebrated those seasoned citizens.” Not only does H. J. Russell build these state-of-the-art buildings for seniors, it also donates to companies who go on to directly enhance their experience. “It’s in the tagline,” says Bryant. “‘We don’t just build struc- tures. We build communities.’” Perhaps one of the most unique parts of Herman Russell’s legacy is the Russell Innovation Center for Entrepreneurs, the 54,000-square-foot former H. J. Russell headquarters that is dedicated now to developing black entrepreneurs. “When Mr. Russell passed in 2014, the building was worth around $8 mil- lion dollars.” Lending from the altruism passed down by their father, Russell’s three children decided to donate the building to the community instead of cashing in their share. “What we have now is really a national model—the programming and what they’ve done with this building is really amazing.” The center is visited year-round by CEOs and government officials, and most recently by Whiting-Turner Contracting Company and their network of employees as part of their Black History Month program. “Many were blown away by what we’re doing here,” says Bryant. “They left asking—how can we do something like this in our communities?” Before his time at Russell, Bryant was involved in a global study that put forward the question—what's the thought pro- cess of the employees in the best companies in the world? The study found that the employees of the world’s best companies shared six common beliefs. The first is the belief that somebody in your organization in a higher position than you sincerely cared about your growth and development. The second is the belief that every day you had the necessary tools to perform your job. The third is the belief that your work environment was one in which you could learn and grow. The fourth was that you had friends at work. “And, it’s the last two that really permeate throughout the colony,” he says. “Num- ber five is the belief that what your company does, whether that be building structures or writing articles, is significant. And the sixth is the belief that every day, by doing your job, you are contributing to that something significant. We are extremely proud of Herman Russell’s legacy, and we know that we are blessed to be given the opportunity to carry that legacy on our shoulders and to be able to do all these good things in the community. It’s a wonderful thing!” The true significance of Herman Russell’s legacy and the positive impact that his 70-year strong company continues to have on the community can be wrapped up in Bryant’s reflec- “There are several buildings within the city that turned their lights green in honor of H. J. Russell.” | 94 APRIL 2023In the same way that it practiced philanthropy from the out- set, H. J. Russell was also a diverse company long before diversity was demanded in the modern working environ- ment. “Herman Russell said he looked around his company back in the sixties, and it looked like the United Nations,” says Bryant. “That’s what he wanted. He liked it that way. We still look around today, and there’s diversity everywhere.” Perhaps, this is the very secret to H. J. Russell’s longevity—a longstanding commitment to values that truly matter. “I’ve only been in the company five years,” Bryant continues, reflecting on his first day with H. J. Russell. “I remember as I was meeting people, it wasn’t, ‘Welcome to the team,’ or ‘Welcome to the company.’ It was, ‘Welcome to the family.’ Now I make sure that anytime I meet a new employee, I say the same. It’s important to carry that on. This is what a working environment, what a business, and what a community is all about.” tions on the company’s anniversary celebration last year. “Our primary corporate color is green,” he says, “and there are several buildings within the city that turned their lights green in honor of H. J. Russell. Hartsfield-Jackson International Air- port in Atlanta was green, 191 Peachtree Tower was green, Mercedes-Benz Stadium was green. I think it’s just beautiful to see these businesses in the area show their appreciation for Herman and what he’s done.” Jordan adds, “When you think about how many companies start up, and they don’t make it five, 10, 20 years, 70 seems like forever. I started in 2006, and then, the recession hit. It was really tough. Projects weren’t coming in like they had been. People were bailing out and moving on. Michael Rus- sell could have easily said, ‘Guys, I'm done,’ and quit while he was ahead, but his commitment to what his dad built and his decision to stick with it and ride it out—I give him a ton of credit for that. I’ve seen the company's construction depart- ment drop to less than 20 people. Now though, it is back up to maybe three times that, and we continue to grow.” | 95 APEIRON CONSTRUCTIONWRITTEN BY EMMA KILCAWLEY HEMANI G riffin Contract Dewatering is composed of a team of experts in construction dewatering and ground- water treatment. Since the 1930’s the company has been manufacturing equipment and designing dewatering systems for complex groundwater problems in the con- struction industry. While the technical aspect can vary, depending on the spe- cific nature of the job, David Singleton, President, and CEO at Griffin Contract Dewatering LLC, explains that the company performs a simple yet essential task. “We help people solve their water management issues.” Typically, this help comes in the form of assisting clients control groundwater in order for them to carry out and perform underground construction. With such a long and rich history, the company has experience across a number of sectors. To date, Griffin Contract Dewa- tering LLC has controlled groundwater at 20,000 excavations, which includes over 100 dams, levees, and tunnels. The com- pany has worked on over 60 power and nuclear plants. The team's knowledge of the dewatering industry is second to none which allows it to design the most efficient, cost-effective solutions to control risk and keep clients’ projects on schedule. Founded in 1934 in the Bronx, New York, the company has a well-earned reputation for having great expertise and inno- vation in developing and implementing the most effective solutions for just about any groundwater challenge. The company has worked all over the country, Singleton says. However, as he explains, the goal always remains the same. “We always try to understand the client’s problem [and] what they’re trying to accomplish. Following this, our job is to define the minimum viable solution that will help them get whatever it is done that they’re trying to do.” The more knowledge, expertise, equipment and locations, the larger range of options available to both the team and clients – all of which Griffin has, Singleton notes. | 97 APEIRON CONSTRUCTIONGriffin Contract De-watering LLC offer help to clients with pre-construction-related services. With experience and knowledge across numerous sectors and services ranging from site surveillance right through to value engineering, it is no surprise to learn that each project looks different from the last. What truly sets this company apart is that it goes the extra mile. Griffin has experience working through the complicated permit process. This typically relates to dis- charge permitting, relating to the movement of water which has to be discharged legally. Singleton explains that in many instances permits are required in order to carry this out. In addition to this service, Griffin also installs dewatering sys- tems that can lower the groundwater, treat the discharge, and help clients to move water. This is achieved by utilizing the company’s array of pumps, pipes, and other equipment. Singleton explains, “Sometimes it is just moving water from one location to another, and sometimes it's actually lower- ing groundwater,” describing the work as “a myriad of any, and all of that.” Griffin Contract Dewatering recently completed a focus project in Lowell, Indiana where dewatering operations were carried out for wastewater treatment plant improvements. As part of this project, the company installed a variety of well- point systems in order to lower the groundwater which sup- ports a client that had been contracted by the City of Lowell to make the required improvements. With an existing waste- water treatment plant that needed some improvements, new structures needed to be installed as well as new piping – all of which was going to take place below the groundwater level. Griffin needed to use its vast knowledge and skill to ensure that the project was a huge success. | 98 APRIL 2023Since its foundation in 1934, Griffin Contract Dewatering has expanded geographically across the country, and into Canada. Over this time, Singleton says that the company has gained such a high level of experience that there is no project it would find impossible. “We have worked on every type of project that you can imagine [including] commercial, residen- tial type construction [and] large infrastructure type projects. Also, we can perform any type of construction that requires the movement or the lowering of groundwater.” Crucially, Singleton believes that the key to the company’s success has been “a focus on our clients’ needs and trying to be responsive to their needs, helping them solve problems.” He states that a large part of achieving this is due to Griffins' employees. As a company that prides itself on building and sustaining positive relationships, it is clear that this is a vision that permeates every aspect of the company. “I think great people focused on helping clients is pretty important to our success.” Singleton goes on to explain how the company boasts a longstanding relationship with many of its employees - some of whom have been at the company for twenty or more years. With such a storied history, you could be forgiven for assum- ing that the company is content with what it has achieved. However, having recently completed a large acquisition of pump and integrity assets from Cross Country Infrastructure Services, Inc., Griffin Contract Dewatering has continued plans for growth and expansion. This acquisition, according to Sin- gleton, has further added to the company’s geographical foot- print with six new locations and an expansion to its equipment fleet. This means that now the team has “lots of additional equipment that we can utilize all across the country.” Moving forward, Griffin will continue to look for strategic acquisitions, and at geographies that the team thinks will bring value to their clients. “This company has grown significantly over the last several years, and we expect that that growth will continue.” In terms of the industry outlook as we move into 2023, Sin- gleton believes it is “overall pretty strong.” After a turbulent couple of years across all industries, he says, “I think there are end markets that will probably decline a bit,” speaking about some of the commercial high-end, high-rise residen- tial mixed-use areas. While he believes that areas such as data center warehouses may slow down a bit, Singleton anticipates “a more robust infrastructure” with bridges, high- ways, water plants, wastewater plants and flood control-type projects likely seeing an increase. With its strategic growth model coupled with an enviable level of skill and experience, you wouldn’t bet against Griffin Contract Dewatering lasting another few decades at least. “The company has gained such a high level of experience that there is no project it would find impossible.” | 99 APEIRON CONSTRUCTIONNext >