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Following years of climate change and the growing threat of urban flooding, cities across the Netherlands have been forced to confront the consequences of excessive paving and concrete. These hard, non-absorbent surfaces prevent rainwater from soaking into the ground, leading to significant runoff during heavy storms and increasing the risk of damage to both public infrastructure and private property.

In response, a broad consensus has emerged among Dutch urban planners, who are now working to remove non-absorbent, man-made materials from sidewalks, city squares, and parks. By exposing and revitalizing the underlying soil—and reintroducing plant life—planners aim to make urban spaces more permeable and resilient. The goal is to create cities that function more like sponges, better equipped to absorb heavy rainfall and withstand extreme weather events with less disruption and destruction.

So far, the country has come up with what seems to be the most playful yet ecologically sound and effective way of achieving the goal—one that is well worth emulating here in North America. Now, while bitterballen, Gouda cheese, clogs, tulips, and a love of cycling are only a few of the things that shape the Dutch identity, the “Nederlanders” are also known for their outstanding water engineering and, more recently, the National Tile Whipping Contest.

The concept is delightfully straightforward and a lot of fun. Every year from around March 21^st until the end of October, 203 municipalities out of a reported 342 compete for the honor of winning the “tile whipping” (tegelwippen) contest’s golden spade. The initiative, developed by Amsterdam’s Frank Lee, a creative agency whose innovative idea came about during a COVID-19-period brainstorming session, has caught on like wildfire as people and cities leap at the opportunity to create more regenerative spaces where they can spend time connecting with nature.

Today, it is common to see neighbours across the country take to their sidewalks with crowbars and wheelbarrows full of plants, turning dreary no-man’s lands into green spaces of community, creativity, and human connection. It is no wonder, therefore, that tile whipping is now just about considered a national sport.

The Dutch, and more recently, the Flemish, have been competing since 2021, removing nearly 6 million and 1.5 million tiles respectively in 2025 in what is known as the Derby der Lage Landen, a name given to any sporting match between the Netherlands and Belgium. Supporting the initiative is an informative website that guides citizens on what to do and what not to do, while explaining how soil is enriched and plants are grown. Local municipalities also provide tile taxis to remove pavers from such sites. Last year, citizens in Utrecht removed nearly 440,000 tiles, making it the winner in 2025.

Removing hard surfaces is not the only strategy cities are using to address the problem of non-absorbent paving. In many cases, paving remains necessary for accessibility, transportation, and public use. Rather than eliminating it altogether, some municipalities are exploring ways to make those surfaces more permeable.

One such initiative comes from Aquipor Technologies, which has developed permeable concrete pavers designed to absorb and filter rainwater. Made with a catalytic aggregate, the material allows water to pass through the surface instead of running off into storm drains. If more cities were to replace non-essential paving through tile whipping, while upgrading essential paved areas with an absorbent alternative, the impact could be significant. Urban flooding could be reduced, easing pressure on stormwater infrastructure and the public systems and services that are often overwhelmed during heavy rainfall.

If the goal is to recreate paradise in cities, it could be argued that natural options should be explored whenever possible. This is because they take advantage of an ancient and complex natural system. Soil genesis is interrupted when crucial natural components are removed from the cycle (and all natural components are crucial to soil formation), and manmade paving materials are thus not sufficiently sophisticated to help soil maintain its natural cycles, and so nature is still disrupted. Of course, how alternative pavers are used and in what volumes would ultimately determine the scale of the impact.

When natural cycles are altered, soil formation suffers and the remaining ground performs poorly overall. In turn, when planners and engineers modify these systems without carefully planned, pre-emptive solutions in place, the consequences can be severe, often leading to environmental damage, infrastructure failure, and even human displacement.

So, how is soil formed, and what gives it its tremendous sponge capacity that the Netherlands is now leveraging in the climate change struggle? All organic matter, from decaying invertebrates and other creatures to leaves, rocks, and sediment, combine in a slow decomposition process, driving bioturbation or soil formation. This is supported by a host of soil-engineering micro and macroorganisms like mycelia and insects like arthropods (known as soil flora and fauna, respectively). Plant roots are also a form of soil flora that further support the process.

The beauty of this system is that the healthier the soil, the healthier the supporting matrix that supports it, and vice versa. Now, one might ask why this health matters and how this natural system of soil genesis protects urban landscapes from flooding? Because, without us giving any thought to it at all, silent, near-invisible helpers create the conditions needed for soil to become absorbent, making the creation of urban paradises and the natural reduction of flooding possible at a far reduced cost over commercial solutions. They achieve this by decomposing organic matter, burrowing, aerating, and “gluing” the microparticles of soil into a living substrate.

Microbial glue, or extracellular polymeric substances produced by fungi and bacteria, is a collective term for biopolymers that form the basis of biofilms. Typically excreted as protective sheathing for these organisms, microbial glue prevents flooding and erosion by holding soil together at a microscopic level, giving healthy soil its characteristic staying power, porosity, and water-holding capabilities. Moreover, as it traps water and nutrients, microbial glue conveniently promotes further microbial health, making uninterrupted soil genesis a slow, yet perfectly self-sustaining geological process.

And what says “paradise” better than an automatic, self-sustaining system that costs nothing but a healthy sense of non-interference? In initiatives like tile whipping, we can see that soil genesis appears to be gaining the respect it deserves within urban regeneration policies for its role in maintaining healthy ecospheres while protecting human infrastructure and assets. By getting out of nature’s way, natural processes are free to do their jobs beautifully and efficiently.

Having come this far in our collective understanding of paving versus soil within a regenerative urban construction context, one trusts that the Dutch trend of tile whipping will only gain further momentum—even if simply to ensure that the part of Mitchell’s song that describes paying an arm and a leg to visit a tree museum remains a figment of the imagination forever.

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General Manager and President, Andrew Cameron, tells us that in 2024, the company finished construction on the last of over 230 finished units, work that began in 2022. At this point, it was decided by upper management to set a five-year goal for Northumberland Properties to further motivate its upward momentum. This goal comes down to expanding its current unit count by more than double to a nice, even, 500 units. This is where the process of unit acquisition has become an important aspect of the work, leading to the company’s first acquisition of eight existing buildings (totalling 32 units) in Amherst.

The timing of this acquisition was auspicious because the original owners were ready to retire and came to the company with a potential deal, which was sealed in May 2025. The purchase was seen as a positive learning experience as staffing and capacity needed to be figured out along with the on-boarding of new units and tenants, and Cameron and the Northumberland crew are never ones to back down from a challenge.

Indeed, the past three years have been busy ones on multiple fronts for the company. In 2024, after completing its most recent subdivision, the company purchased a half-acre piece of land across the street from this subdivision for its first multi-family building. Northumberland has worked with architectural design agency Spitfire Design out of Moncton, as well as with the town of Amherst and local contractors, to bring the building to new life and get it ready for tenants. While the development is still in the middle of construction, it held its groundbreaking ceremony in August 2025, and Cameron says it has been an enjoyable process to oversee and participate in so far.

He explains that a lot of four-to-six-unit garden homes and townhouses have been developed in the last few years as well, further expanding the company’s portfolio. With federal and provincial money coming in for developers and businesses like Northumberland, both Amherst and Yarmouth are pushing for greater density of buildings to increase housing supply in their communities. To aid both this and its own goals, Northumberland took a step into developing multi-family buildings, a move that Cameron says was also driven by his desire to learn more about these types of developments. These buildings are of a larger scale than the company’s typical properties and involve more logistics (elevators, fire alarms, intercoms, et cetera), but are also a clear-cut way to expand company operations.

The growth being pursued by Northumberland is taking place during an interesting time for its business sector. Looking back on 2025, Cameron says that the rental industry was beginning to feel closer to the volume and feel of operations from before the COVID-19 pandemic. From 2021 to 2023, he says that it was generally easier to advertise new units and create interest for renters, whereas today, promoting new units takes considerably more effort. This means that Northumberland has to tighten up its approach to running day-to-day operations, especially in regard to marketing, repairs, and maintenance cost controls, because things in the rental and housing and development sectors are ever-shifting and still feel unknown.

The industry may have a somewhat fluid nature, but Cameron says that ultimately, housing and development is an industry still going strong, especially when it comes to construction and property management/leasing. While aspects of the industry remain uncertain thanks to extenuating circumstances like the ongoing American tariffs, Cameron says it is a reminder for both him and everyone in the business at large to focus on aspects that can be controlled, like the maintenance and utility usage of its existing units.

“It is still an exciting time for real estate despite any challenges,” he says, and Northumberland Properties is excited to provide quality apartments and services for its tenants while helping them tenants feel at home and secure where they are. “Everything in real estate is communication,” Cameron says, whether it be from developer to subcontractor or from tenant to staff member.

A new year brings more opportunities for the business to reach its full potential, and the first major goal for Northumberland Properties in 2026 will be to finish its first building of 18 units by the summer, ideally June or July. The company also has another small parcel of land that it can build an additional four-unit building on, so decisions will be made as to how best to execute that idea.

The team is also on the lookout for acquisition opportunities that align with this mission, with a potential eight-acre development in Yarmouth. Northumberland hasn’t built in the town in five years, so there is interest in bringing more units there as plans continue to take shape. Further land purchases are also being investigated in Amherst, such as acreages and infill lots, to complement the apartments currently on offer.

In 2025, Northumberland Properties celebrated 15 years in business, with Andrew Cameron having started the business in 2010 alongside his mother and father. “Our success has been reliant on so many more people besides me,” he says, and he has learned so much in 15 years from tradespeople, employees, and accountants alike on how to best run the business. To be successful in this sector takes a team effort and everyone’s contribution within the company has made a difference to its ongoing success, says Cameron.

When it comes to running a successful property management business, it’s simply made easier and less stressful when you can find and work with exceptional team members, including staff, subcontractors, and tradespeople. In fact, Cameron says, a key lesson learned in the past 15 years has been to find great people, support them, and let them do what they do best while listening and learning from them. Of course, paying one’s bills on time also helps, he says with a laugh.

As well as the value of being surrounded by capable and intelligent people, Cameron says a key to his company’s success has been to always remember that the tenants living in the many different properties are people first and not just numbers in spreadsheets. A lot of senior tenants in Northumberland developments live on their own, so allowing for the time and space for staff to build relationships with these people, as well as maintaining respect and connection to them through the staff and properties, helps them feel that they are known and looked after.

“Don’t forget who the ultimate customer is,” Cameron says, meaning the tenants and their families who will remember when a property and its owners have done right by them. He and his crew have kept this, and the firm’s other values, close to heart during the lifespan of Northumberland Properties, and it continues to pay off grandly for all involved.

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Through elevated design, process, craftsmanship, and service, Archadeck of Nova Scotia and CASE Design/Remodeling Halifax have firmly rooted themselves in the Nova Scotia market and beyond, building on a strong reputation. Now, under new leadership with the same commitment to exceptional builds and relationships rooted in trust, both companies continue to forge a path forward as construction partners of choice within their respective specialties, simultaneously growing the size and the positive impact they have for customers, employees, and vendors.

Elevating spaces
During the pandemic, stay-at-home orders had people questioning if their homes made the most sense for their new lifestyles. With this consideration came an uptick in business, catalyzing strong growth for both Archadeck of Nova Scotia and CASE Design/Remodeling, who rode the rapid inflow of leads to create functional and aesthetically pleasing places and spaces that homeowners could be proud of.

As that wave of demand levelled off, the firms have remained steadily at it, undertaking everything from traditional to complex projects with elaborate structures that require structural work. From the largest, most complicated build to the smaller, simpler ones, all are met with the same commitment to excellence.

Owner Santiago Pinzon acknowledges the two companies’ maturity, the confidence they bring to jobsites, and the value they bring to homeowners who are making a very significant investment: “Not everyone is comfortable opening the side of someone’s house and making sure that you build something that’s structurally sound and meets code,” he says. “It really encompasses a big investment for a successful project that can be enjoyed for 20-plus years.”

Archadeck of Nova Scotia has operated since 2002, while CASE Design/Remodeling entered the market five years later in 2007. Since then, the two firms continue to prove their capacity and value to homeowners in the province, which is why they caught the attention of Pinzon and his team when looking for a construction company to acquire.

Further to the craftsmanship and established relationships the companies enjoyed, service delivery continues to be optimized through investments in technology, ensuring that CASE and Archadeck remain on the leading edge of innovation, communication, and efficiency.

“With our process and software, when you sign up for a project, you get a whole team behind you,” Pinzon explains of the various components of a project. “You’re getting the perspective from every single party that makes a project happen before actually being on site. We can mitigate the risks to the homeowner and internally, we can make sure that we plan things properly so the project can be the most efficient it can be.”

The experienced team of designers, project managers, and carpenters are enabled by technology to provide the greatest possible value for the homeowners who “don’t have to be consulting three or four different parties and getting them to agree. They’re coming to a single place that’s going to take care of them,” says Pinzon.

Technology empowers the homeowners through efficient communication and information sharing amongst all project stakeholders, and this is all available through their mobile devices. The approach imparts confidence that the homeowner’s investment is in good hands, but it also optimizes workflow and outcomes. This is especially true of the design-build projects the firms undertake.

Minimizing risk
For Pinzon, “When it comes to design-build versus traditional construction methods, design-build is really meant to lower the risk for both parties, the contractor and the homeowner. So, when it comes to working with us, you’re not signing on a large project without knowing everything that’s going to be involved, without knowing what it’s going to look like, and without really going through all the paces. You see it in front of you before you’re signing.”

Technology not only brings visions to life through renderings, but it also supports due diligence and accountability by tracking performance, which Pinzon says leaves homeowners free to enjoy “the fun part of the work. They get to make the choices and be excited about the project while we’re taking care of the more technical side.”

The technical side that he is referring to relates to the entirety of the scope of the project, from initial consultations through design, material selections, and construction. The pace moves in accordance with the customer’s comfort level, and everything is optimized from a design, delivery, and cost perspective.

“Having a fixed price for a construction project is of utmost essence to a homeowner,” notes Pinzon. “We do fixed-price contracts because we do the due diligence upfront and then we’ll actually credit all the money that you’ve invested into design into the construction project, so you’re really getting the value back from our team.”

Value-based design
There is a reason why Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are multi-award-winning firms: the approach to people, partners, and projects is consistent and rooted in trust. This is all the validation that Pinzon needs.

From the front office administrator to the various trades on site, he acknowledges that, “it takes a whole team to make a successful project happen and we always want to celebrate the wins—whether they’re big or small, whether it’s an award or a simple ‘thank you’ from the client.”

To be sure, culture is a critical part of the companies’ success, and it was an important part of the acquisition of the company by Santiago’s team. Such a winning culture came about in large part thanks to the foundation laid by Maurice Meagher, who established and grew the companies. “From the first call between me and Maurice when we were looking at purchasing the businesses, there was clear alignment on approach,” says Pinzon, which was pivotal for both sides of the agreement.

For Meagher, who has worked to establish a strong culture characterized by clear communication and strong feedback loops whereby action can be taken to further optimize and improve performance, it is imperative to understand people’s motivations; this is true not only of getting the most out of employees, but of relationships in general.

“We’re both very aligned and if there is one thing that matters, it’s that people care; if we care for them, they’re going to care for their project and everyone is going to care for each other, and that’s what a good culture really is. It goes well beyond the numbers: you take care of people, they’ll take care of you, and then everyone wins together,” says Pinzon.

A new era of trust
With Pinzon at the helm of Archadeck of Nova Scotia and CASE Design/Remodeling Halifax, the motivation goes far beyond simply growing for growth’s sake. “We really want to elevate what residential construction looks like for homeowners,” says Pinzon, adding, “I don’t even want to say that we’re setting the bar high. I think it should be the bare minimum for homeowners.”

In a market that could use stronger consumer protections, he believes that within the processes at Archadeck of Nova Scotia and CASE Design/Remodeling Halifax can help set the tone. “There are protections that need to exist for clients. Following the right model and process, making sure that the minimum standard that we’re setting is what it should be across all of Canada, is why we’re doing this.”

Looking ahead, despite the countless uncertainties in the market, one thing remains stable and that is the fact that Archadeck of Nova Scotia and CASE Design/Remodeling Halifax are true construction partners who seek to add value to projects and relationships through their work.

“We focus on doing consistent delivery of quality projects, providing a good experience for clients, and then also a good experience for our team and our employees to grow,” says Meagher. He knows the companies and their legacy are in good hands and will continue to grow thanks to the exceptional processes and standards they espouse.

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LeBlanc did not enter construction chasing innovation for its own sake. He grew up immersed in the industry, absorbing the mechanics of building early on. What started as a personal interest became practical experience when he began constructing rental properties, one home at a time. That slow, methodical growth eventually led him away from a government career and into full-time residential construction.

Over the years, his company evolved from rental builds to spec homes, and then into custom, pre-sold residences. For more than a decade, the work followed a familiar path. Then LeBlanc made a conscious decision to challenge both himself and his company. That challenge was energy efficiency. “We jumped in feet first and tried to build the perfect home, the most energy-efficient home possible,” he says. What followed was not a branding exercise, but a structural shift, one rooted in building long-term performance and a willingness to rethink how homes in Atlantic Canada are designed, built, and operated.

Riko Passive Homes does not treat energy efficiency as an upgrade or an optional add-on. Instead, it is embedded into the construction process from the earliest stages of planning. That distinction matters, particularly in a region where many homes are still designed around minimum code compliance rather than operational efficiency.

LeBlanc is quick to point out that energy-efficient construction does not require exotic materials or experimental systems. What it does require is discipline: minimizing thermal bridges and designing the building envelope as a complete system rather than a collection of parts. The building envelope—walls, roof, foundation, windows, and doors—does the bulk of the work. When designed correctly, it reduces energy demand so significantly that mechanical systems become secondary rather than central to performance. “It’s mostly about the envelope,” LeBlanc explains. “We add insulation, we put it in the home, and it just does its job quietly, hidden in the walls. That’s what you really want.”

This philosophy runs counter to an industry trend that often emphasizes visible technology over invisible performance. Riko avoids unnecessary complexity, focusing instead on durability and predictability. By prioritizing airtightness and insulation, the company reduces reliance on oversized heating and cooling systems, lowering both installation and replacement costs over time.

Energy efficiency begins long before the foundation is poured. For Riko Passive Homes, site evaluation and building orientation are fundamental design tools, and each project starts with an assessment of how the home will interact with its environment; sun exposure and seasonal temperature swings all factor into the layout. Southern exposure is leveraged wherever possible to capture solar gain, particularly in living and kitchen areas. Northern glazing is limited to reduce heat loss. Western-facing windows are carefully managed to prevent overheating during shoulder seasons, while eastern exposure remains flexible.

These design principles apply regardless of whether the project is aiming for passive house, net-zero, or high-performance conventional construction. According to LeBlanc, they are simply good building practice. “You can put as much insulation as you want in the attic, but if you don’t insulate the walls properly or install high-performance windows, the home won’t be as comfortable as it should be.”

As insulation standards improve, Riko has observed a shift in energy demand. Well-insulated homes now retain heat so effectively that cooling loads are beginning to exceed heating requirements, a reversal that reinforces the importance of balanced design and proper system sizing. This understanding allows Riko to tailor each build, ensuring that energy efficiency enhances comfort rather than creating unintended consequences.

Despite growing awareness of energy-efficient construction, cost remains the most common concern among clients, and Riko addresses this directly by framing energy performance as a long-term operational investment rather than a short-term premium. With available rebates and incentives, LeBlanc estimates that approximately half of the upfront cost difference can often be recovered immediately. The remaining investment is typically offset within six to eight years through reduced utility bills. “The most noticeable thing is the cost to operate the home,” he says. “In about six to eight years, you break even on your initial investment.”

Beyond reduced operating costs, energy-efficient homes deliver consistent interior temperatures, improved soundproofing, and better indoor air quality. Regulated humidity levels also reduce material movement, resulting in fewer post-occupancy issues such as drywall cracking or nail pops, problems that tend to occur less frequently in tightly controlled environments. For Riko, these benefits are not abstract—they are measurable outcomes that influence long-term client satisfaction and building durability.

After years of refining custom home construction, Riko Passive Homes is now applying its expertise to multi-unit residential buildings, a sector LeBlanc believes has been underserved by thoughtful design. “We’re going to build a 12-unit to net-zero ready, about 43 percent more efficient than code,” he says, describing the company’s first multi-unit project in Saint-Antoine, New Brunswick. The development is designed for older residents looking to downsize while remaining in their community. Stable utility costs and long-term durability are central to the design, features that are often overlooked in conventional apartment construction.

LeBlanc brings a unique perspective to this work. With more than 20 years of experience owning and managing rental units, he has consistently heard the same feedback from tenants: heating costs are high, comfort is inconsistent, and buildings are inefficient. “Right now, multi-unit apartments are just rinse and repeat,” he says. “There’s not a lot of thought put into how we can improve the design.” Riko’s approach allows the company to challenge that status quo. By applying passive and net-zero-ready principles at scale, the company aims to demonstrate that multi-unit housing can be both cost-effective and high-performing, without relying on expensive or fragile technologies.

The Saint-Antoine project is also supported by regional funding mechanisms designed to encourage housing development where it is most needed. Accelerator funds, allocated at the municipal level, allow communities to prioritize infrastructure, services, or housing depending on local demand. In this case, housing availability was the priority. The result is a collaborative model that aligns municipal goals with private-sector execution, resulting in development that serves both residents and the broader community. For Riko, this alignment reinforces the importance of regional engagement and local partnerships, particularly as housing demand continues to grow across Atlantic Canada.

One of the company’s key advantages is its integrated business structure. Riko operates three interconnected entities: Fagan Concrete Foundations, Forefront Construction Group, and Riko Passive Homes as the project management arm. This structure allows the team to self-perform critical phases of construction, including foundations, framing, siding, and finish work, while maintaining longstanding relationships with trusted subcontractors and suppliers. And with approximately 35 staff members across all divisions, Riko controls scheduling, sequencing, and quality at a level that is difficult to achieve through fragmented contracting models. For high-performance construction, where detailing and execution are critical, that control directly translates into consistency.

Riko’s client process mirrors its construction philosophy: transparent and rooted in feasibility. Initial conversations focus on land conditions and long-term goals. When land has not yet been secured, Riko assists with site evaluation. When land is already owned, the team conducts on-site assessments to evaluate grading, servicing, and orientation. Clients are then paired with designers or architects, with energy performance considerations integrated early in the design phase. Only once construction drawings are finalized does Riko issue quotes and present a complete estimate. From permits through completion, the company manages the entire process, reducing risk for clients and ensuring that design intent is carried through to execution.

LeBlanc is clear that aesthetics will evolve: siding can be replaced, interiors can be renovated. What should not change is the performance of the structure itself. “We’re hoping to make a difference so our homes last longer and are more comfortable,” he says. “You can change the look of the home, but the structure should remain solid for many years to come.”

This philosophy underpins Riko’s long-term vision, particularly in the multi-unit sector. The company’s next projects aim to prove that higher performance does not require higher operational costs, and that durable, efficient buildings can be delivered at scale.

Rather than following the market, Riko Passive Homes is positioning itself to lead it, quietly, methodically, and with performance that speaks for itself.

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While it’s been a “roller coaster” of a year in terms of interest rates and economic uncertainty, Kindred Homes has stayed strong in its dedication to offering customers the best service and product, particularly by continuing to provide home personalization. “Buyers have a lot of options, as it’s more of a buyer’s market than it has been in recent memory,” says Roger Lasater, Director of Sales. “You have to sell a product and a service that customers really want, and it’s a great time to buy a house.”

This means superior service that stands out now will end up paying dividends down the road, he adds. The market has shifted, but Kindred Homes has persevered in its ongoing efforts to stay ahead in the Dallas-Fort Worth Metroplex.

Founder Trent Horton attributes much of Kindred’s continued success to its commitment to both customers and employees. “As a family-owned company, we approach every relationship that way,” he shares. “We treat our employees and our buyers like family.”

When it comes to building, Kindred aims not to directly compete with the national volume home builders, instead focusing on larger homesites and select locations. “Some of our communities are structured differently and serve lot types that many builders aren’t able or willing to pursue,” says Horton. “We try to stay a little more custom, at a slightly higher price point, and avoid going head-to-head with the large production builders.”

As part of its upcoming communities, Kindred will introduce a new product line aligned with its long-term growth strategy. “We’re focused on expanding our brand in high-activity neighborhoods where buyers are seeking strong home value,” says Partner Todd Miller. “We’re intentional about where we build and continually refine our product to meet buyer needs and complement each community.”

To support this shift, Kindred is expanding into new communities that include 35-foot lots, creating more attainable entry points for today’s buyers. “As Roger mentioned, it’s definitely a buyer’s market,” adds Miller. “For many families, pricing has made purchasing a new home more challenging, so we’re intentionally broadening our offerings to meet a wider range of needs.”

In addition, new neighborhoods are coming soon to Waxahachie featuring one-acre homesites along with traditional 60- and 75-foot lots, allowing Kindred to deliver a diverse mix of products that align with evolving market conditions and affordability needs.

“We’ve been fairly busy with good opportunities,” Miller shares. “We’re fortunate that we’re getting some good locations for us for the future, and we’re beginning to add, in addition to the 25-foot product, some new 50-foot products we’re excited about. These will give us more options to meet buyer demand that may be missing today.”

Having had more time to design the product with extra thought has been a bonus for Kindred, he adds. “Our entire business has really evolved this year, and our build times have probably improved by 30 days, which is pretty significant. This allows us to deliver our houses quicker and also at a better quality.”

As for strategic direction, although it’s been a down year economically, the company is looking ahead with positivity and an eye to profitable growth and reinvestment. “We’re building ourselves back up and grew about 15 percent this year,” Miller adds.

The company is anticipating similar growth ahead, reinvesting the majority of profits into new land deals, all while experiencing an impressive lower employee turnover. “Most of our team members are celebrating two, five, 10-year anniversaries, which is pretty exciting,” Miller says, adding that it’s imperative to continue to reinvest in the business, move into new neighborhoods, get Kindred’s name out there, and ensure customers know the company is committed to truly deliver the idea of home, whatever that may be for each individual.

During COVID, Horton adds, there was a huge migration of people to Tennessee, Florida, Texas, and the Carolinas, and as people moved, prices pushed up on the finished home product side, the land side, and cost of goods, at a rapid pace. “It will take time to get back on track,” he says.

Beyond housing, Kindred Homes prides itself on its deep dedication to giving back to its community whenever possible. “We’ve always had a charitable drive to us,” says Lasater. “We’ve always given to Toys for Tots, Hometown Heroes for veterans, and this year we participated in the Builders for Babies Diaper Drive by HomeAid where we donated money, time, and resources for diapers for families in need.”

Builders for Babies was the first major project facilitated by the new HomeAid North Texas chapter, which kicked off with multiple other homebuilders across the Metroplex through HomeAid, raising more than $330,000. As an organization dedicated to helping combat homelessness, HomeAid offers programming services and safe, respectable accommodation by utilizing its connections in the building sector to access in-kind labor and material donations.

This year, Builders for Babies recognized the need for more than 28 million diapers in North Texas, with local diaper banks only able to supply just over 10 percent of the demand. “It was a unique experience for our team and our management group to get out there, and it was good to give back,” stresses Lasater. “You can see the impact.”

A positive, community-focused mindset continues to drive Kindred Homes’ success, and maintaining that family-owned culture is what keeps the team moving forward, says Horton. “One of our greatest strengths is our size. Because we’re a smaller, family-owned company, we’re able to adapt quickly, make decisions efficiently, and pivot when needed without layers of red tape. That flexibility allows us to respond to changes in the market and keep momentum on our side.”

In turn, Kindred is able to take those lessons learned, reach out to its customer base, and receive feedback. “This has led to the product we’ve designed and to targeting some of these new areas that are probably underserved,” says Lasater. “It’s something we think we can do really well and, combining that with the ability to personalize a home with that one-on-one service and touch, we’re really excited for the future.”

Additionally, from Kindred’s ownership to its management team, and even some team members, many have worked in the corporate world and have come to understand the importance of being readily available to customers. “It’s the accessibility,” Lasater says. “If you’ve got a legitimate issue, it’s easy to get a hold of us and talk. We can adapt plans and do things a little quicker than some of the big builders can.”

Amidst myriad market shifts, Kindred Homes is still growing, staying the course and looking toward the future. “We want to deliver a quality product and first class customer experience. That’s not just a company slogan; it’s a commitment from our family to yours and something all of us at Kindred Homes make a priority.”

The post Growing, Building, and Giving Back: Constructing a Culture of Caring<p class="company">Kindred Homes</p> appeared first on Construction In Focus.

The advantages of design-build
To date, ARCO has been behind the completion of more than a million square feet of warehouse, distribution, and manufacturing space across the U.S. Known for its tagline, “We build the facilities that keep America going,” ARCO’s well-honed design-build approach makes life easier for clients seeking all types of construction projects. Specializing in light industrial distribution, manufacturing, and cold storage warehouse work, the company is also active in myriad other project areas, including aviation, commercial, e-commerce, life sciences, mission-critical, multi-family, and self-storage.

For projects of all types and sizes, the highly skilled team at ARCO uses its expertise to ensure every job runs smoothly, from inception to completion and handover. Repeat customers know the inherent value of working with ARCO, and new clients are delighted to discover just how smoothly the company’s design-build approach works.

Unlike having to deal with multiple contractors, the design-build strategy bears countless advantages. When you deal with ARCO, you are working with the best. One firm handling design and construction means a streamlined approach to projects. This makes for a single contract and one clear, well-defined, surprise-free budget. There is also a greater degree of accountability since ARCO oversees construction from start to finish. And enhanced communication with a single entity means fewer, if any, changes being required.

If any modifications are needed, they can be discussed in real time, making for greater openness and flexibility. When clients work with just one construction company, project turnaround times are usually faster, which can result in significant cost savings for customers. “ARCO’s turnkey approach provides our customers a direct relationship with one company versus multiple organizations,” states the company at arcodb.com. “This streamlines the process, expedites schedule and reduces client risk.”

#1 in the U.S.A.
In recognition of this expertise, ARCO Design/Build has won a number of awards for its exemplary work over the years. This includes being ranked as the #1 domestic builder of Distribution Centers and Warehouses in the United States by Engineering News-Record (ENR). In 2024, ARCO made #4 on ENR’s list of Top 20 Design-Build firms. Initially appearing on its Top Design-Build list in 2006 at #79, the company’s impressive growth saw it achieve more than $6.5 billion USD in revenue in 2023. “This impressive growth underscores ARCO’s commitment to excellence and solidifies its position as one of ENR’s largest design-build firms,” stated the company in a 2024 news release.

That same year, ARCO possessed a significant portfolio including more than 5,500 design-build projects. And in 2024, ARCO ranked on several of ENR’s other leaderboards. These include #17 on the Top 400 Contractors List, #4 in Top 50 Domestic Building/Manufacturing Revenue, and #50 in Top 50 Contractors Working Abroad.

This industry recognition not only demonstrates the firm’s commitment to the broader construction industry but its ongoing allegiance to quality and innovation. Said the company: “These accomplishments reflect the dedication and expertise of ARCO’s team. ARCO’s approach to the design-build methodology sets it apart as an industry leader, focusing on providing comprehensive solutions that meet and exceed client expectations. As ARCO continues to grow and expand its footprint, the company remains committed to maintaining its high standards of quality and innovation. The recognition by ENR is a testament to ARCO’s relentless pursuit of excellence and its ability to deliver outstanding results.”

A range of projects
As a premier design-build firm with multiple locations nationwide, ARCO takes on a range of diverse projects. Some of the company’s recent efforts include Millworks Molina Healthcare and The Press Telegram Building, both in Long Beach, California. The self-storage sector in particular is growing, and in May 2025, ARCO announced a dedicated self-storage division to meet the rising demand.

“The dedicated team focuses on delivering comprehensive solutions tailored to the unique needs of self-storage developers,” stated the company in a media release. “With over 300 completed facilities nationwide totaling more than 30 million square feet, ARCO has long been a trusted partner in this rapidly growing sector.”

For the company and its clients, the new division couldn’t have come at a better time, as Research and Markets reports that demand for self-storage facilities is booming across America. According to a 2024 report, the U.S. self-storage market is showing considerable growth. In 2022, the market size was $44.20 million USD, and it is projected to hit a staggering $67.02 million USD by 2030, with a forecasted compound annual growth rate (CAGR) of 5.3 percent.

“This division represents the formalization of our proven capabilities rather than a new venture,” said ARCO President Eric Thompson in a release. “Through our team’s experience delivering hundreds of successful self-storage projects nationwide, we’ve developed specialized knowledge that our clients value. They consistently seek partners who understand both the technical construction aspects and the business-specific requirements of self-storage development.”

Along with the dedicated self-storage division, 2025 saw the company celebrate the grand opening of its new office space in downtown Charleston, South Carolina. The new office is at 7 Radcliffe St., Suite 200, and at 6,000 square feet, it encompasses the entire second floor of the building in the heart of the city’s business district. “Our expansion into downtown Charleston represents a strategic investment in a market that is integral to our Southeast regional growth,” added Thompson, responsible for overseeing ARCO’s operations in Charleston, Charlotte, and Greenville. “The port’s connectivity to major industrial highways creates unique development opportunities. The talented Charleston workforce has been instrumental in serving our diverse client base across multiple sectors, which remains a cornerstone of ARCO’s business.”

Indeed, with its many locations and decades of combined experience, ARCO Design/Build is much more than a vendor, “but a dedicated partner committed to your company’s success,” states the company. “ARCO DB delivers the strength, resources, and expertise of an award-winning national design-build company, combined with the responsive, personalized service you’d expect from your local construction firm.”

The post America’s Design-Build Leader<p class="company">ARCO Design/Build</p> appeared first on Construction In Focus.

Since being profiled in Construction in Focus in February 2025, Troyer Post Buildings has expanded its workforce and opened a new branch in Greeneville, Tennessee.

“We’ve got about half-a-dozen offices or so for people to come in and meet with salesmen and design their dream building,” explains Owner and CEO, Tim Troyer. “The Greeneville branch is a local presence in the community there,” and is already meeting with success, seeing 650 quotes and $4 million in sales already.

As shared in our previous profile, post frame buildings have a unique heritage. The concept originated during the Great Depression in the 1930s, when impoverished farmers sought out new materials for building barns. To save money, farmers began to embed decommissioned telephone poles in the ground and place a roof on top. By using telephone poles as support columns, farmers could avoid the expense of digging foundations and then pouring concrete. Pole barns could either be open-air or enclosed (walls can be added once the structure is up and then insulated if desired). They proved to be as sturdy as conventional barns and became widely popular.

What began as a cost-saving measure soon caught on, and the pole barn concept was expanded to include warehouses, sheds, and private residences. Bigger post frame structures still lacked foundations for the most part, but frequently featured concrete slab floors to enhance interior comfort. Steel trusses were also incorporated into larger structures to augment stability.

At present, the agricultural sector brings in the most business for Troyer Post Buildings. Within this sector, the company offers hay pole barns (roof-only structures with metal gables and steel trusses); pole equipment sheds (three sided-buildings featuring single-sloped roofs); and pole barn lean-to sheds (made from wood rafters or steel, these sheds are usually attached to a building and are used to protect equipment from inclement weather). For the commercial market, Troyer sells pole barn riding arenas (spaces for training horses); storage units (ideal for boats or recreational vehicles); and warehouses.

The residential market, which largely consists of barndominiums or “barndos,” is currently experiencing the strongest growth at the firm. Over the past year, the company has helped build roughly 40 barndos, which feature roomy interiors and a rural vibe. Commenting on their appeal, Troyer says, “I think most people are trying to find affordable housing. At the end of the day, they’re trying to find a large living area with a lot of square footage for a reasonable price.”

The barndo segment might become Troyer Post Building’s leading market “in the next year or two,” he adds.

The company’s barndo models range from the simple and compact (the Birmingham Barndominium, for example, measures 1,200 square feet based on a four-inch monolithic concrete slab) to the grand (the partial double-story Lexington Barndominium measures 3,032 square feet based on a four-inch monolithic concrete slab). The company also sells enclosed pole barn garages and an enclosed pole barn workshop (a space for doing hobbies or crafts) within the residential segment.

With strong ties to its communities, Troyer Post Buildings primarily works in Tennessee and Kentucky, although the team has also served clients in Georgia, Virginia, and the Carolinas. The company maintains a lumberyard at its main location, stocked primarily with wooden poles made from Southern Yellow Pine, “a local lumber that’s strong,” explains Troyer.

And while Troyer has a wide selection of existing building models that customers can choose from, clients can also create their own design. The company offers a software program called 3D Designer which allows customers to select the color, length, height, roof type, roof pitch, interiors, windows, doors, and building frame of their proposed property. The program analyzes the customer’s input and then comes up with a design.

Once the customer settles on a design, the company offers advice about feasibility and cost. If all goes to plan, Troyer Post Buildings can put together a package of materials that consists of wooden poles and other structural elements. These material packages are then delivered to the customer who can either erect the building themselves or hire a contractor recommended by Troyer. The same delivery and construction process occurs when clients chose a building from an existing model.

Given that its business is centered on lumber and construction material, Troyer Post Buildings adheres closely to Occupational Safety and Health Administration (OSHA) protocols. “We do pretty intensive safety training… and we follow safety guidelines,” says Troyer. “The biggest thing is not trying to rush people and to let them do their job—quality work at a steady pace. I think that’s the key for safety: focusing on quality and taking your time to do it right.”

This has been a priority from the start. The company was founded in 2014 by Tim Troyer and his brothers, who learned about construction firsthand from their father. The young firm primarily focused on pole barns for farmers but soon grew to encompass multiple sectors.

One thing that hasn’t changed since the early days of the company is the importance of faith. The Troyers are devout Mennonites, a Christian denomination that emphasizes hard work, family values, and simple living. Philanthropy is one way the family puts its beliefs into practice; when we spoke, Tim Troyer had just returned from a trip to Africa. His African mission was undertaken alongside Feeding the Orphans, a non-profit group from Knoxville, Tennessee that provides care, support, and religious uplift for the needy. Troyer Post Buildings also works with local food banks, adoption centers, and other charitable endeavors.

The family also expresses its faith through honesty and fair dealing, business practices that lead to win-win results. “We built a name in the industry for being trustworthy. We do what we say we’re going to do. At the end of the day, if we say we’re going to be there, we’ll be there. When you build with us, there are no hidden surprises. You get what you signed up for,” says Troyer.

The element of trust applies to the company’s supply chain as well, and Troyer Post Buildings prefers to work with a selection of known vendors rather than constantly switching suppliers based solely on price. “We consider our suppliers our partners. We try to create long-term relationships with our suppliers and treat them like part of the company. We try to create a win-win situation for both of us,” explains Troyer.

Promotion is handled in a low-key and decidedly unflashy fashion. While the company uses social media, online marketing, and banners to promote itself, it also sets up booths at country and local fairs to spread the word.

Clearly, it’s a winning strategy, as the firm’s workload has increased so much it’s expanded from 40 employees at the time of our previous profile to 60 today.

“When you do good work, you always get more work. All of our departments have grown,” says Troyer.

To be sure, he is proud of the company’s ability to create good, new jobs within local communities. When it comes to new hires, the company likes “humble and hungry people,” he says. This fits with the company’s culture, which is centered on such values as trust, innovation, consistency, and being helpful.

Thankfulness is another core value: “We’re very blessed by God, so we’re thankful for that. We’re trying to make our decisions based on what would please God and to follow the principles that’s he’s laid out,” explains Troyer.

The company aims to remain debt-free when possible and to constantly add value in everything it does—and this later trait applies to employees and clients alike. “We’re focused on adding value to each other as a team. We’re focused on adding value to our customers,” says Troyer.

Its success has not gone unnoticed, and the company has been earning industry kudos as of late. In April 2025, Troyer Post Buildings was ranked #224 on the Financial Times’ list of America’s Fastest Growing Companies. The list ranks the 300 companies in the U.S. with the largest revenue growth between 2020 and 2023. The firm was also awarded as Best Pole Barn Builder from The Greeneville Sun, and has ‘Recommended Builder’ status from Upper Cumberland MLS. Tim Troyer is reluctant to take credit for these achievements, stating he’s “blessed to have a good team to work with,” and that earning such honors wouldn’t be possible with their efforts.

Of course, Troyer Post Buildings faces its share of challenges and difficulties. The company is dealing with the impact of “a lackadaisical economy… people are struggling, and don’t have extra money. We’re trying to show our customers… that what we bring to the table is worth what they’re paying for,” says Troyer.

Still, things look good for the company, which plans to build on its existing competencies instead of adding new services per se. “We’re just trying to do what we do and do it well,” says Tim Troyer. “I just hope that we can serve more customers in the future and continue to build an even bigger and better team.”

The post This Family Business Offers Building Alternatives<p class="company">Troyer Post Buildings</p> appeared first on Construction In Focus.

This renovation project began in late 2018 when officials learned that the provincial library and its archives planned to move out of the centre and its Charlottetown location, which kicked off a year-and-a-half consultation process on what to do with the new area afforded to the space. Feedback from stakeholders, patrons, Indigenous voices, and other sources communicated a desire for the centre to house more learning programs, more Canadian content creation, and more programs talking about its role as Canada’s national memorial to its founders.

The ensuing renovation, still ongoing, seeks to incorporate these suggestions as well as provide massive, much-needed structural improvements to the building. Physical work began in the fall of 2024 and construction began in the spring of 2025, with Chief Executive Officer, Steve Bellamy, saying that it should be largely complete by summer 2026 with a rough move-in date of October or November.

Bellamy explains that the impact of the renovation will be substantial across multiple fronts. Beyond the addition of more learning programs and a more nationalized focus to the centre’s output, the impact on the local economy will be significant. The centre currently operates on a $12.5 million annual operating budget with a $27 million annual contribution to the gross domestic product. 400 jobs have been created by the centre, producing over $16 million in labour income and over $6 million in tax revenue. Operations post-renovation will likely expand, providing an additional $2.5 million annually with an increase in economic impact of around $5 to $6 million. In short, the expansion will create more jobs, more programs for the public, and more capacity for the centre to be a corporate partner for meetings and conventions in the Charlottetown area.

Artistic Director of Performing Arts, Adam Brazier, says that the renovation will allow the centre to become the largest and most consequential arts hub east of Montreal. It “will become a bucket list location for performers, creators, and leaders,” he says, and will come with greater physical accessibility to the space thanks to a clearer entrance from the ever-busy Victoria Road, as well as a warmer visual welcome to anyone entering its doors. The growth and positive experiences to be enjoyed by all who interact with the centre post-upgrade promise to be significant.

Although it is front-of-mind for everyone working there, the ongoing renovation is not the only thing the centre has been up to in the last few years. First, an arts academy was founded, from which its expanded learning programs will blossom. The academy will be able to expand the presently-offered artist training program and provide opportunities for short-term professional development for people in arts administration, cultural development, and in the centre itself. Next, a new arts innovation hub will provide facilities and resources for the creation of new Canadian content, from theatre to music and other forms of art.

Finally, the new Canadian leadership institute—the first of its kind in the country—will aim to house greater discussions about the nation, including programs like the Symons Medal presentation and lecture and the Charlottetown Forum, which will host conferences and lectures relevant to confederation on a variety of topics. According to Bellamy, all involved will discuss issues important to Canada, and the cultural impact will likely be enormous.

Amidst these improvements and plans for the future, this is something of a fraught time for theatre, especially in Canada. Bellamy notes that both the pace of inflation and an increase in annual operation costs are outpacing the centre’s ability for its revenue streams to keep up. While it does receive government funding support of roughly one-third of its operating budget, the majority of its revenue is generated through sources including tickets sales, education programs, food and beverage, and donations and sponsorships, none of which are able to match the pace of inflation.

Brazier points out that the centre has had to re-budget due to ongoing tariffs imposed by the United States, and sadly, in times of financial uncertainty, disposable income purchases by the public toward entertainment like theatre are often the first things to go when it comes to tightening the belt.

These challenges will not be solved easily; however, everyone at the centre believes in the art it produces and the power of that art to impact its audiences. “There’s a spirituality to what we do,” Brazier says, in getting people together to watch others perform. Theatre is feeling the crunch in competing with at-home entertainment like streaming services, yet the performing arts have the ability to create community through the shared experience of live theatre—so it is all about making sure younger generations understand that power and take advantage of it. The Confederation Centre of the Arts often must take risks on the shows it stages and the decisions it makes during hard times, but Brazier says that the talent in Prince Edward Island is abundant. That level of talent is ultimately what has gotten the centre through hard times again and again.

There is plenty to be excited about as the centre takes on these challenges and looks to enter a new era. In 2026, popular live shows like Come From Away and Anne of Green Gables: The Musical will be staged, along with an exhibit featuring the works of the late Prince Edward Island artist Erica Rutherford, curated by new Art Gallery Director, Pan Wendt, who was hired in December 2025. And later this year, the Symons Medal, one of the nation’s greatest annual honors, will be presented to Justice Rosalie Abella, who served on the Supreme Court of Canada for nearly 20 years.

The centre also looks forward to hiring the first director of its new leadership institute and establishing a new line of programming within it that will support people from diverse backgrounds convening to discuss important national issues.

It is an exciting time for the centre as it looks to expand its partnerships within the local business community. The centre has been a keen partner with businesses across the corporate spectrum in terms of packaging, experiences, and event planning, and Bellamy believes that the centre stands as a reflection of the country, an important piece of the Canadian cultural identity. “Now more than ever, it’s important that Canadians understand one another,” he says, and this can be effected through embracing activities that strengthen national bonds and allowing stories from different communities to be heard.

With its improvements slated to reach their conclusion shortly, Brazier says that the Confederation Centre of the Arts will soon match the output of the art created within it.

The post Becoming a Bucket List Location<p class="company">Confederation Centre of the Arts</p> appeared first on Construction In Focus.

For LIVIO Building Systems, the answer lies in rethinking how these facilities are delivered. Through its LIVIO AI Data Center Factory (LAIF) platform, the company has positioned itself at the vanguard of rapid AI infrastructure deployment, enabling developers to transform land and power into operational AI compute capacity in a fraction of the time traditionally required.

At its core, LAIF is a pre-engineered, multi-trade panelized building system designed specifically for AI data centers. The approach combines LIVIO’s modular wall and roof panels with integrated electrical and plumbing infrastructure, allowing structures to be assembled on site with remarkable speed. The system is designed to support scalable modules ranging from 20 megawatts to more than a gigawatt of capacity, accommodating the massive computing loads required by modern AI systems.

In practical terms, the LAIF approach condenses what would typically be a multi-year development cycle into mere months. Using standardized components shipped directly to the project site and assembled in a LEGO® brick-like manner, the building shell can be delivered in roughly 45 days, with hardware and rack installation following shortly thereafter. A complete AI data center can be converted from “land to compute” in as little as 99 days.

Engineering the next generation of AI infrastructure
The concept builds on LIVIO’s established panelized construction system, which has been evolving rapidly in recent years. In fact, since the company was last featured in Construction in Focus in 2024, two new generations of its building system have been introduced.

Generation 2.0 enhanced LIVIO’s original panelized platform by integrating structural sheathing into wall assemblies and incorporating plumbing and electrical infrastructure directly into the panels themselves. Founder and CEO Navneet Aron says the upgrade dramatically increased the completeness of the company’s off-site manufactured components.

Shortly afterward, Generation 3.0 launched as a fully closed-wall system designed to arrive on site essentially ready for finishing. With the interior surfaces prepared for painting and exterior surfaces ready to accept dry cladding systems, customers can move almost immediately from installation into the finishing phase.

These improvements laid the groundwork for LAIF, which adapts the same manufacturing philosophy specifically for high-performance AI data center environments.

“AI infrastructure is one of the fastest-growing construction segments in the world,” Aron explains. “The challenge is that traditional construction timelines simply cannot keep up with the demand for compute capacity.”

Solving the bottleneck
The surge in generative AI and large-scale machine learning has triggered unprecedented investment in digital infrastructure. Hyperscale technology companies and specialized developers are pouring hundreds of billions of dollars into new facilities, yet the pace of construction remains a major constraint. For many developers, the building itself—not the chips or cooling systems—has become the biggest bottleneck.

This is precisely where LAIF can make an impact. By fabricating building components off-site and assembling them quickly on location, LIVIO’s system dramatically reduces the labor requirements and construction time typically associated with large-scale data centers.

In one recent project in Ohio, LIVIO and its partners demonstrated the potential of this approach, delivering a fully operational AI data center facility within weeks of the project’s initiation. The speed and efficiency of that deployment led the developer to commit to using LIVIO systems across its broader project portfolio.

The LAIF platform also incorporates design features tailored to AI workloads, including compatibility with high-density racks, advanced cooling systems, and integrated infrastructure for power distribution and monitoring.

A platform built for global scale
While AI infrastructure has become the company’s most prominent offering, LIVIO’s building systems continue to serve a diverse range of applications, from residential and commercial developments to specialized structures with enhanced security features. Still, the explosive growth of AI computing is shaping the company’s global strategy. In recent months, LIVIO has seen strong demand not only across the United States but also from developers in the Middle East and other emerging markets eager to build new infrastructure quickly. Saudi Arabia has been one of the first regions where the company has engaged with major development groups, while opportunities are also emerging in parts of Africa and Asia.

As word spreads about the efficiency of its systems, Aron says developers are increasingly drawn to the company’s combination of precision, speed, and cost control.

“A developer anywhere in the world wants the same thing,” he says. “They want to build accurately, quickly, and predictably. Our system makes that possible.”

Reimagining how the world builds
Beyond speed, the company’s technology addresses several structural challenges facing the construction sector. Labor shortages continue to affect markets worldwide, while traditional building methods often struggle with delays, cost overruns, and inconsistent quality. LIVIO’s panelized system reduces on-site labor requirements by as much as 80 to 90 percent while delivering construction accuracy within one-eighth of an inch, Aron says.

“Our mission has been to reduce reliance on a highly skilled labor force on the job site,” he explains. “If we can simplify the process and make it more predictable, we can fundamentally improve how buildings are delivered.”

To help achieve that goal, LIVIO systems are designed to be intuitive to assemble, with clearly labeled components and step-by-step installation guidance.

The road ahead
As the global AI infrastructure boom accelerates, LIVIO expects its LAIF platform to become an increasingly central part of its business. The company is already preparing future generations of its building system, which will introduce additional pre-installed elements such as roofing assemblies, interior doors, and expanded finishing options.

The ultimate goal is to push the boundaries of how quickly complete structures—particularly complex facilities like AI data centers—can be delivered.

“We will continue to deliver to our current customers and expand our markets here nationally and globally,” Aron says. “AI infrastructure is only going to grow, and we believe our technology will play a major role in enabling that growth.”

The post Leveraging Technology for Global Success<p class="company">LIVIO Building Systems</p> appeared first on Construction In Focus.