“I had a 20-year career in technology with very large companies and startups, and launched MODUS to be more involved with something you can touch and feel,” says President and Managing Partner Ed Gorman. “Also, there’s so much opportunity to implement technology instead of building the same thing over and over again because it worked.”

This is an industry not particularly known for innovation, he adds. “We took the opportunity partly to differentiate ourselves, but also to take advantage of what we felt was a huge opportunity in the marketplace.”

This drive led to an intense focus on great locations alongside a push for modern design at a time when very few people were doing it. “It’s something very much sought after today,” Gorman adds. “Younger generations are interested in what we’re doing and very few companies are producing it. We felt there was an opportunity to provide something not in the mass market.”

However, MODUS didn’t blindly approach building with the notion of being as green as possible and then hoping to make money. “Everything was calculated out,” says Gorman. “We focused on the technology of lifestyle, the automation people are familiar with: doorbells, lights, thermostat, music—those things you think of as lifestyle controlled by the palm of your hand.”

But, he adds, the other part of technology are the aspects you don’t see. It’s building science, and it’s an area that was severely lacking when MODUS was founded. LED lighting is now becoming ubiquitous, but when MODUS started using it 20 years ago, it was hard to find the right LED lights, as well as other technologies that increase home performance.

That became MODUS’s focus—building the first LEED homes in Arizona, which also turned out to be the first LEED multi-family development in the country.

“The response we got was amazing,” Gorman says. “It was a small project, we had no PR team, and it ended up in 250 publications around the world. It was on major networks, the Katie Couric show, and Brian Williams’ show. That was us proving sustainability can be sexy and economically viable, and it’s what launched it for us.”

Unfortunately, the recession hit while the team was building, forcing MODUS to proceed very cautiously—but also resulting in an opportunity to retool and narrow the company’s focus.

“In doing that project, we found what people really wanted out of sustainability was what saved them money,” Gorman says. “We started focusing on that, and that’s when we switched to focusing on the Department of Energy’s ENERGY STAR program.”

Everything built after that first project was built through the ENERGY STAR program, with the past 10 years embracing the Zero Energy Ready Home program (ZERH). That means that, where it makes sense, MODUS utilizes solar energy to produce additional revenue while residents receive an electric bill 50 to 70 percent lower than a standard-built home.

“Because of the performance on these properties, they end up selling for more or renting for more,” Gorman says. “We find we get premiums in every submarket we go into, and we attribute that to good locations, more advanced designs, and the technology in them.”

Additionally, the “build-to-rent” (BTR) approach provided an opportunity for MODUS to take its considerable knowledge and experience and leverage it to operate on a much larger scale, resulting in a pipeline of more than 1,000 BTR units around the Phoenix metropolitan area, all breaking ground over the next 24 months.

Part of the MODUS mission is also affordability, desperately needed during an ongoing, nation-wide housing crisis. “Typically, after school, people get their first job, move out of mom’s house into an apartment with the dream to buy a house,” Gorman says. “That’s when a house might have been three to five percent down, the mortgage was $100,000, and the interest rate was four or five percent.”

That’s no longer the case. “Today, a lot of the younger crowd is blocked out. But the dream is still having a home. They want to have a place that has no one living above them, below them, or next to them, and have a backyard. They just want their own space.”

This is where MODUS’s build-to-rent comes into play, for renters of necessity and renters of choice, such as a younger family who can’t afford a house but wants to be in one. They realize the many benefits of renting, including not having the burdens of owning a home and taking care of expensive maintenance. There is a backyard maintained by the community, a pool, and a barbecue, all supplied.

“Our amenity spaces rival any class A apartment building in town or an urban setting,” says Gorman. “People really like this lifestyle; it’s the best of both worlds. Rent is maybe five to 10, sometimes 20 percent higher than an apartment, but it’s certainly dramatically less than paying a mortgage, which is where the affordability comes in,” he says.

“As we expanded into build-to-rent in the suburbs, we focused on locations that already had infrastructure, typically on or near freeways and surrounded by retail,” Gorman says. “Most of our sites have a million square feet of retail near them or even next to them, and they have great job growth. We go where there are jobs, transportation, and retail in place.”

When designing BTR, MODUS takes every aspect in hand, utilizing AI for floor planning that is unique and embodies the feel of a single home rather than an apartment.

Modern design has also been one of the company’s priorities. “The architecture speaks for itself. We push modern inside and outside; people want modern. When we first started doing this 20 years ago, you could probably count how many modern projects there were in town. Now there are more and more, and we’re seeing it starting to push out to the suburbs. And our finishes are very modern; we don’t use traditional finishes. We still build to a similar budget as our competitors, but the esthetic style we go for is modern. And people like it. We rarely have somebody come in and say they don’t like modern. We’re offering that as our point of differentiation and it’s working very well,” Gorman says.

“We’re a leader not only in building out NZE communities, but also in building out communities that use solar energy, with most of our communities being solar-powered.” Challenges in that space include incentives that have decreased substantially compared to five years ago. But Gorman has also seen prices for solar inverters and batteries come down dramatically in the last five to 10 years, creating a better space for that opportunity.

“I think we’re going to hit a perfect storm in the sustainability realm,” he adds. “Solar makes sense when you’re offsetting a high cost of electricity, and electricity is continuing to rise at a rate we haven’t seen in years. These blackouts and storms are forcing utility companies to recoup that and raise rates. Now there’s talk of all data centers needing massive amounts of capacity for AI, and we don’t have it. So, when they go to build that out, that cost is going to get passed on. Having power is going to be a higher cost.”

Ultimately, it makes even more sense to use less power or add power generation to communities, says Gorman, who envisions more and more companies following this path in the future.

“If you’re offering up a program where you’re providing them a very low cost of power, why would somebody not want that opportunity? What we’ve also done in our sustainable elements—which I think has made us unique—is starting on a boutique scale and expanding, able to work through innovations to find the best things that work to hit our sustainability goals.”

To that end, MODUS’s Net Zero Energy Ready Homes are built for the exact same cost as competitors’ conventionally built homes, the reason being that MODUS designs its buildings that way from scratch. “We’ve had people have us look at their products and ask us to help make theirs net zero. When you look at it, a traditional-built building might just be too poorly designed to become energy-efficient, but there are elements they could incorporate, like orientation of the windows and positioning of the home.”

For instance, “better insulation reduces how much heating and cooling equipment we need,” says Gorman. “We save thousands of dollars on heating equipment because we spent a couple hundred dollars on spray foam insulation. We have to find ways to create more energy efficiency at a lower cost.”

Looking ahead, Gorman expects to put out NZE homes on a larger scale to communities across multiple states, with the ultimate vision of expanding nationally. Regardless, he remains excited about the many impressive accomplishments MODUS has earned, including the first LEED multi-family homes in the country, the first net-zero multi-family development in Arizona, and the first 100 percent net zero apartment building in the country.

“We continue to be an innovator,” he says. “We always push it, but with a 20-year track record, we’ve proven that innovation works for us. We’re really excited about those kinds of accomplishments and challenges.”

The post Best of Both Worlds: Net-Zero Innovation in Buying and Renting<p class="company">MODUS Companies</p> appeared first on Construction In Focus.

A carpenter in his youth, Peterson served with Seabee, the U.S. Navy construction battalion, for four years. Soon after returning home from Vietnam, he worked with a company called Precision Built Homes, doing finished carpentry and cabinetry in the millwork division. Gaining experience, he became licensed and, after about seven years, went on to create Peterson Builders in 1976.

The value of teamwork
Steadily growing the business, Lynn’s sons Jason (now President and Co-Owner) and Ben (CEO and Co-Owner) eventually joined the team. Today, this Ogden Valley, Utah-based builder has three project managers, three site managers, six carpenters, and a long list of satisfied repeat customers. And the company allies itself with some of the top architects in the business. “We work with some great trades, and have fostered relationships over the years,” says Erik Johnson, Director of Construction. “Some have been with us for decades.”

The Petersons bring decades of combined expertise to Northern Utah’s custom homebuilding and renovation sector, and the Peterson brothers continue making their mark on the industry, which includes leading a non-profit to create homes in Mexico for families in need. An important figure in the Utah Home Builders Association, Jason Peterson works to influence industry legislation and code updates, and serves on the DOPL Construction Services Commission, holding both B100 and E100 contractor licenses. He has played a key role in over 130 luxury home builds.

To date, the company itself has been behind the successful completion of over 350 custom projects and counting.

Quality, always
At Peterson Builders, dedicated and experienced professionals work with clients through every step of their luxury homebuilding journey, from initial concept and design to material selection, construction, and customer handover. Every stage is precisely planned through what the company calls the Peterson Proven Process.

Gaining insight and experience with every project, the team has dedicated considerable time to creating and developing its processes, ensuring all work runs smoothly and professionally, a dedication to continuous improvement that clients appreciate. “The process is currently evolving,” says Jason Peterson, President and Co-Owner, “and we’ve been working on some of these processes for a number of years. We continue, to this day, making changes to those processes to see improvements where there is a need for improvement.”

Starting with Introduction and Discovery—where the team sits down with clients to discuss their dream home vision—the five steps of the Peterson Proven Process include Project Framework, Documentation, Construction, and finally Home Completion and Warranty. “This step guarantees that your home meets our rigorous quality standards and is ready for occupancy,” states the company’s website.

Along with the standard warranty required by the industry, the company provides the Peterson Builders Limited Lifetime Warranty. “We spend a lot of time and energy building these homes to the best of our ability, and we will back that up for the life of the home,” says Jason. “Any problems that are a result of faulty workmanship [will be addressed], years or even a decade later.”

Often faced with construction challenges owing to Utah’s weather and terrain, the company puts a great deal of effort into scheduling. Winter conditions mean a short building season, and projects are carefully planned with suppliers and trades so that interior work can continue in cold conditions. “We have to make sure our scheduling works with the trades on site, and that we’re not piling on materials and lumber,” says Jason. “We stock the houses with materials before they get shut down for the winter, when the snow arrives.”

Premier projects and awards
Over almost 50 years, Peterson Builders has been responsible for a number of award-winning works. In recent years, the company was awarded Custom Home of the Year from the Utah Home Builders Association and Project of the Year from the Concrete Foundations Association. In 2023, Peterson was awarded the BALA Platinum Award in the One-of-a-Kind Custom Home category from the National Association of Home Builders (NAHB) and BALA (Best in American Living Awards™) Home of the Year, also from the NAHB.

The company’s dynamic Burch Creek Home in South Ogden, Utah, was designed by Salt Lake City’s EDA Architects. Measuring 4,750 finished square feet, the three-bedroom, 4.5 bath house combines Japanese aesthetics with mid-century design. Described by the company as “a stunning blend of modern luxury and timeless elegance, designed to seamlessly integrate with its beautiful mountain surroundings,” the Burch Creek Home boasts open concept living areas, unparalleled craftsmanship, high-quality finishes, large windows, a gourmet kitchen, and other luxurious amenities.

“BALA is the building industry’s premier residential design awards program,” says Jason. The future homeowners purchased the lot and had the existing home demolished, with the new home built in its place. From start to finish, the project took about 27 months. “It was a combination of self-performing a lot of the work and working with trade contractors,” he says of the home, which is in South Ogden’s lower valley. “It was a pretty cool thing, winning the award, and a tremendous confidence booster to be recognized by industry peers all over the nation who understand the level of skill and dedication and creativity that goes into a home like that. It was validating for me personally, to know that working on something I’m passionate about… resonated with others.”

Along with Burch Creek, other projects include the Harvest Fields Home in Huntsville. The 2018 Parade of Homes Winner of the People’s Choice Award, it is described as a “bright cozy farmhouse [that] brings that traditional Ogden Valley feel.” Other works, such as the Rolling Hills Home on the Ogden east bench, are remarkable for their striking, unique design. Partially built underground, Rolling Hills was the vision of the architect, who was a son-in-law of the owner. The house boasts unique architecture and a living grass roof.

A bright future
In business for decades, Peterson Builders has its share of satisfied repeat clients. Many are buying their second, third, or even fourth home from the company. And while some buyers are natives to Utah, others come from out of state, hailing from Texas, New York, California, and even Costa Rica.

With the company’s 50th anniversary fast approaching, Marketing Manager Claire Petty is working on a brand refresh, including revamping the company’s website showcasing its half-century in business. “We want to share 50 years of ‘Professionally Building With Integrity,’ which is our motto. she says, adding that Peterson Builders will ensure the upcoming anniversary is shared with the community, including media and local businesses.

“What’s cool about Peterson Builders is they’ve been open 49 years now and have relied on word-of-mouth this whole time, which has sustained them,” she says. “It’s pretty impressive to know that word-of-mouth—and referrals from other customers—has really sustained this company.”

For Jason, the upcoming anniversary signifies not only a landmark for the company, but an opportunity to attract new clients who are seeking the best in upscale living. “We are in the middle ground of the high-end custom home market, and striving to set ourselves apart as a builder who can really focus on attention to detail and a high level of quality finishes to build for clients who really have a desire for craftsmanship and uniqueness in the product. That’s really our focus and our niche,” he says.

“Over the coming years, we will position and market ourselves to those types of clients, and be able to take on those kinds of projects at the highest level.”

The post Timeless Luxury<p class="company">Peterson Builders</p> appeared first on Construction In Focus.

Today, under the leadership of Managing Principal Michael Carswell, P.Eng. and Partner David Biddle, P.Eng. D.G. Biddle & Associates continues to uphold its foundational values of innovation, integrity, and a steadfast commitment to the communities it serves.

This half-century milestone provided the team with an opportunity to reflect on the company’s humble beginnings, the breadth of its services, its profound community impact, and its vision for a sustainable future. From land development and municipal planning to structural design and philanthropic efforts, D.G. Biddle & Associates has solidified its role as a trusted partner in shaping the physical and social landscapes of Southern Ontario.

The story of D.G. Biddle & Associates began in Oshawa, Ontario, when Devon Biddle founded the firm with a vision for community-driven engineering and planning services. From its inception, the company was rooted in family values, a principle that continues to shape its culture and operations. Incorporated just a year after its founding, D.G. Biddle & Associates embarked on a path of steady growth while remaining committed to its familial roots.

Partner David Biddle, reflecting on the company’s origins, describes how these values have endured. “We started as a family business with my father and mother, and tried to keep that focus. We think of all our staff as family, which creates a supportive and collaborative work environment,” he says.

This ethos extends beyond the company’s internal operations to its relationships with clients and the broader community. Many clients have been loyal partners for decades, drawn to the firm’s reliable service and unwavering commitment to quality. This enduring trust exemplifies the principles on which D.G. Biddle & Associates was founded.

One of the firm’s defining characteristics is its comprehensive range of services, which positions it as a one-stop shop for engineering and planning solutions. This multidisciplinary approach has made the company a leader in both land development and building development projects across Southeastern Ontario.

Indeed, D.G. Biddle & Associates’ land development services are particularly notable for their breadth and depth. By offering a comprehensive suite of services under one roof, D.G. Biddle & Associates simplifies the development process for its clients, ensuring that projects are completed on time and within budget.

The team excels in project management, working closely with clients from the initial conceptual planning stages to the final execution of infrastructure projects. Its expertise in municipal approvals ensures that zoning by-law amendments, site plan applications, and other regulatory processes proceed efficiently. Additionally, the firm’s capabilities in stormwater management and floodplain analysis have helped mitigate environmental risks in a variety of projects, balancing urban growth with sustainability.

In the realm of building development, D.G. Biddle & Associates brings structural, mechanical, and electrical engineering expertise to residential, commercial, and industrial projects. The team designs everything from custom homes and mid-rise residential complexes to large-scale industrial facilities, and this versatility enables the firm to meet the diverse needs of its clients while adhering to the highest standards of safety and efficiency. Recent projects, such as North Oshawa Gardens commercial condominiums in Oshawa and the Lily Lake residential subdivision in Peterborough, highlight the team’s ability to create spaces that are both functional and community-centred.

Indeed, in an industry often characterized by large-scale operations and impersonal service, D.G. Biddle & Associates distinguishes itself through its personalized approach. Despite its mid-sized status, the firm prioritizes direct communication between clients and its leadership team, and this accessibility ensures that each project receives individual attention and that clients can rely on consistent support throughout the process.

Managing Principal Michael Carswell emphasizes the importance of this hands-on approach: “Our clients know they can get me on the phone when needed. They appreciate having one-on-one conversations with the person managing their project, which is rare in larger firms,” he says. This commitment to accessibility, combined with cost-effective and practical engineering solutions, has earned D.G. Biddle & Associates the trust of its clients and the loyalty of its partners.

These partners are many, as the company’s impact extends far beyond its professional services. D.G. Biddle & Associates has a long-standing tradition of community involvement, supporting a number of nonprofit organizations and local initiatives. Over the years, the team has offered its time and expertise to groups such as Hearth Place Cancer Support Centre, Kids Safety Village, Marigold Hospice Care, and the Zion Church Food Bank, exemplifying its commitment to giving back to the communities it calls home.

And the firm’s philanthropic efforts have not gone unnoticed; D.G. Biddle & Associates has received accolades including the Durham Region Home Builders Association’s Professional of the Year Award and the Oshawa Chamber of Commerce Civic Pride Award, both of which recognize the firm’s exceptional contributions to its local communities and public infrastructure. This dedication to community service reflects the values that have guided D.G. Biddle & Associates for half a century. By aligning its professional expertise with a commitment to social responsibility, the firm continues to make a positive and lasting impact on the region.

As the demand for development in Southeastern Ontario grows, D.G. Biddle & Associates has strategically expanded its operations to meet the needs of its clients. While the firm initially focused on projects in the Durham Region, it has steadily broadened its reach to include areas such as Cobourg, Picton, and Peterborough. The opening of a new office in Peterborough marks a significant step in this expansion, solidifying the company’s presence in one of the region’s fastest-growing areas. This strategic move ensures that D.G. Biddle & Associates can continue to deliver comprehensive services to a broader client base while maintaining its personalized approach.

Certainly, the engineering and planning landscape is not without its challenges. Rising construction costs and increasing bureaucratic hurdles have added complexity to the development process, and Carswell notes that navigating municipal approval processes can be particularly frustrating due to the prevalence of excessive red tape. “Reviewers often focus on checklists rather than the actual scope of a project, which can be exhausting and time-consuming,” he shares.

But despite these challenges, D.G. Biddle & Associates remains committed to guiding clients through these obstacles with professionalism and expertise. The company’s persistence and problem-solving capabilities have helped it maintain its reputation as a reliable and efficient partner. Now, as D.G. Biddle & Associates celebrates its 50^th anniversary, the firm is also looking ahead to the future. Plans for a new office in Oshawa signal a commitment to modernization and growth while staying rooted in the community that has been home for five decades. This facility will provide an enhanced workspace for the growing team, enabling the firm to better serve clients and expand its capabilities.

The company is also focused on attracting and retaining top talent. With a workforce that skews younger, D.G. Biddle & Associates prioritizes work-life balance and professional development, fostering an environment where employees can thrive both personally and professionally.

Reflecting on the company’s journey, Carswell and Biddle express gratitude to their clients, staff, and community for their support. As Biddle puts it, “We have a passion for this company and a passion to keep it moving forward for the next 50 years.”

Indeed, D.G. Biddle & Associates Ltd. has achieved a remarkable legacy of excellence over the past five decades. From its origins as a family business to its evolution into a regional leader in engineering and planning, the firm has consistently demonstrated its commitment to innovation, integrity, and community impact. As it looks to the future, D.G. Biddle & Associates is poised to continue shaping Southern Ontario’s landscape with the same dedication and vision that have defined its history. For businesses and communities seeking a trusted partner in development, D.G. Biddle & Associates remains a beacon of reliability and expertise, a legacy built to endure for generations to come.

The post Celebrating 50 Years of Excellence<p class="company">D.G. Biddle & Associates Ltd.</p> appeared first on Construction In Focus.

The services offered by Brosz Engineering range from civil engineering to surveying, the latter being a critical component of many engineering projects. The firm’s diverse clientele spans counties, municipalities, energy clients, and even some tribal entities, primarily in transportation-related work. Brosz Engineering also provides both preliminary engineering and construction engineering services for the Department of Transportation, in both North and South Dakota, and performs construction staking for contractors.

When asked about how customers benefit from working with Brosz Engineering, Brennan reflects on the company’s deep connection to small towns and rural areas. “We understand our clients well just because we’re in rural areas and we work for rural clients,” he says. “Most of our offices are located in a small town, and we work for a lot of the smaller communities where we reside. So, understanding what their needs are is one of the benefits that we can bring to them.”

This close-knit connection with smaller communities is central to Brosz Engineering’s mission. Many larger firms might overlook these smaller municipalities, feeling that the earning potential isn’t worth their time, but Brosz Engineering thrives in this niche, delivering highly personalized service to underserved clients. As Brennan puts it, “We serve the underserved communities. These are the ones that we serve well.”

Brosz Engineering is not just about providing excellent service to clients; it’s also about fostering a culture of dedication and teamwork among its employees. The company currently employs 114 people, with 110 working full-time. During peak summer months, that number can grow to 130 as the company brings in additional interns.

Indeed, Brennan attributes the company’s success to its dedicated workforce, which is motivated not only by company loyalty but also by a genuine desire to serve clients. “We have a highly dedicated staff,” he says. “They’re not just dedicated to the company but dedicated to our clients. Our people go above and beyond to provide the best customer service possible.”

This strong sense of teamwork is an essential part of Brosz Engineering’s culture. As Brennan explains, “We operate as a larger family within the company. Even though we work hard, we stress the importance of balancing work and life. We encourage our team to take time off to spend with their families, and we provide full-family health insurance, including HSA contributions to cover medical expenses.”

Brosz Engineering also places a strong emphasis on mentorship and skill development. When Gary Brennan took over as President, he recognized that there was a need for more structured mentorship within the company. This led to the implementation of the company’s new Project Management Program, which began in 2024. “We embarked on a strategic planning process, and one of our top initiatives was training and mentoring our staff. We kicked off our Project Management Program, starting with PMP 101, which focuses on the fundamentals of project management: finance, client development, customer service, and contracting,” he explains.

This program is designed not only to teach the technical aspects of project management but also to help employees develop personally and professionally. “We included strengths testing and personality training so employees can better understand themselves and how to interact with others,” says Brennan. “We also tasked them with working with their supervisors to identify additional training needs.”

The focus on internal growth is clear: by building up the skills of its employees, Brosz Engineering aims to foster an environment where project managers are equipped to deliver projects successfully, on time, and within budget.

Brosz Engineering primarily operates in the Dakotas, covering much of South Dakota and parts of North Dakota. In fact, the company works with half of the 64 counties of South Dakota and serves about two-thirds of the state’s land mass. The company has also extended its reach into southeastern Montana and has recently opened a satellite office there.

Despite its already substantial presence, Brosz Engineering is looking to grow further. “We’re always eager to expand, and right now we’re focused on growth internally,” Brennan shares. “Once we’ve developed our internal capabilities, we’re looking to expand geographically, potentially moving into Nebraska and exploring new areas.”

Beyond expanding into new regions, the team is also considering branching out into other fields. “We’re thinking about expanding into electrical engineering in the future. While that may not happen immediately, it’s something we would like to explore.”

In today’s rapidly changing world, technology plays a vital role in every industry, and engineering is certainly no exception. Brosz Engineering is staying ahead of the curve by adopting new technologies that improve efficiency and accuracy, particularly in surveying. “Technology is impacting our industry in many ways,” says Brennan. “Drones, for example, are revolutionizing the way we collect data. We’ve added several drones to our fleet, including LIDAR drones, which provide more accurate survey data, especially in dense vegetation.”

These technological advancements allow Brosz Engineering to complete projects faster and with greater precision. “We’ve upgraded our survey equipment, and the use of drones has sped up our processes. We can collect data quicker, which means we can handle more projects with the same number of employees.”

Despite these advances, Brennan acknowledges the challenges posed by new technology. “It’s not just about adopting new tools; the workforce issue is a real challenge. It’s something that’s affecting every industry, not just ours. But with technology, we’re able to do more with less, which is crucial for staying competitive.”

Over the years, Brosz Engineering has garnered industry recognition for its outstanding work. One notable achievement was winning an Engineering Excellence Award from the North Dakota chapter of the American Council of Engineering Companies (ACEC). The award-winning project involved a unique collaboration between multiple communities to combine resources for a large-scale construction project. “We worked with four different entities to put together a joint powers agreement to make a project more cost-effective. By combining the work of several communities, we were able to get more competitive bids, which allowed us to complete about twice as much work for the same budget.”

This project exemplifies Brosz Engineering’s commitment to creativity and collaboration in solving problems for its clients. It’s a testament to the company’s ability to deliver solutions that not only meet but exceed expectations.

As Brosz Engineering moves forward, Gary Brennan remains optimistic about the future. The company’s dedication to customer service, employee development, and technological innovation positions it well for continued success. “Our vision is to be the engineering firm of choice for our clients, communities, and employees,” he says. “We want to keep building on that foundation and grow as a company while staying true to the values that have helped us succeed.”

Whether it’s expanding into new markets, adopting new technologies, or continuing to foster a strong company culture, Brosz Engineering is committed to its mission of serving its communities with integrity and excellence. The future looks bright, and the company’s ongoing efforts to innovate and grow will undoubtedly keep it at the forefront of the engineering industry. Brosz Engineering is not only ensuring its success but also laying a strong foundation for future generations of engineers. Its focus on providing excellent service to underserved communities, coupled with its strategic expansion plans, makes Brosz Engineering a company to watch in the coming years.

The post How Leadership and Commitment to Rural Communities are Shaping the Future of Engineering Services<p class="company">Brosz Engineering</p> appeared first on Construction In Focus.

Founded in 2010 as a partner to its parent company, The Hudson Companies, Broadway Builders has developed a diverse team of professionals to serve its mixed-use clients. The company is a certified Women-owned Business Enterprise (WBE) made up of highly motivated and dedicated professionals who consistently deliver high-quality projects on schedule, in a safe and compliant work environment.

Broadway Builders also prides itself on its high proportion of women in the company compared to other construction firms. Fostering a diverse environment that is welcoming to women creates a unique dynamic that celebrates different working styles. Each one of its construction teams in the field has at least one woman, and Broadway Builders aims to continue on this path of diversity in seeking out diverse employee skill sets, backgrounds, and specialties.

Bernard Ruf, President of Broadway Builders, describes a unified bond among the staff. The family atmosphere in the company culture results in efficient and effective operations while also establishing a synergistic working environment. Since the company hires subcontractors for its projects, its strong values on teamwork are just as important in these external relationships, and Broadways Builders is always focused on partnering with the most qualified and skilled subcontractors.

In the last six years, the team has grown from just a few employees to a staff of 55. Broadway Builders has also successfully assembled its own self-insurance program through a CCIP, a Contractor Controlled Insurance Program. This global insurance program protects the owner of the project, Broadway Builders itself as the general contractor, and all of its subcontractors under one giant insurance umbrella. Currently covering five different projects, the CCIP is a tool that allows the company to be more competitive in the New York City housing market. The company has also established its own bonding and surety program, impressive accomplishments for a company as young as Broadway Builders.

“You can’t build greatness without that team, and it even reaches out to who your subcontractors are, who your vendors are… certainly if you don’t have those people around you, you’re not going to be successful,” Ruf says proudly. “And I think we’ve done an amazing job at attracting the best people in New York City.”

Broadway Builders takes a great deal of care cultivating these relationships with its trade and vendor partners, beginning with a careful pre-qualification and selection process. In fact, these relationships have been so successful that they have led to various joint venture (JV) operations on major contracts, which is a true sign of the company’s ability to collaborate.

The leadership at Broadway Builders manages the team in a top-down chain of command structure, while avoiding any micro-management. “We’re one foot in the box and one foot out of the box,” explains Ruf. “You need the space to be able to be the professional that you are and have your own style a little bit, but you also need your foot in the box so that we’re all working within common rules and a common direction.”

The primary sector of business for this diverse construction firm is affordable housing and supportive housing programs, making up roughly 80 percent of its business model. “We maintain a ground-up new construction division while operating a separate business model to accommodate the renovation and occupied renovation of affordable NYC housing programs,” Ruf explains. “Our relationship with NYC agencies is a strong one and we maintain a commitment to excellence in our work and relationships to ensure a successful project.”

While Broadway Builders is proud of dedicating much of its time to creating affordable housing projects, the team sees no real difference in the construction process. Affordable housing to them is just housing, and it is important to maintain the same high level of quality construction. Depending on the final product, the only aspect of the project that may differ is the type of material used, but the approach, attitude, and quality are the exact same.

One notable affordable housing project for Broadway Builders is the Logan Fountain Project located in Brooklyn, New York. Ruf describes it as a ground-up new construction building that will feature 174 affordable rental units for families who receive government assistance, and 169 supportive shelter apartments dedicated for homeless families. The building is a 13-story concrete superstructure with 324,000 square feet that includes a common courtyard, interior amenity spaces, and roof amenities for tenants to enjoy. There are also commercial use spaces available on the ground level.

“There aren’t a tremendous number of buildings that serve families in New York City, especially new buildings. So this is pretty exciting to us, that our building will be actually serving this dual purpose and helping a group of people who… need a place to live,” says Sally Gilliland, Broadway Builders’ Founder and Chair (and Principal and COO of head company Hudson Companies Inc.).

Another project that simply must be highlighted is The Peninsula, located in the Bronx, New York. This project is in its second phase, and the first of its five planned buildings is already complete and occupied. Currently, it is the largest current residential construction project in the Bronx area.

The Peninsula is an important project for both Broadway Builders and the city of New York. It has become known as a neighborhood rebirth story. Once occupied as a juvenile detention facility and decommissioned years ago, the residents saw it as a blight in the neighborhood, and were relieved to see the building torn down to become something new. With the community in mind, the mixed-use plan for The Peninsula will feature light industrial space for manufacturing, 740 units of affordable housing for the Hunts Point neighborhood, and a live/work area for the tech and creative industries of the South Bronx. Due to its size and complexity, the entire project is expected to be complete in about two years, making it a three-year project in total.

Always community-minded, Broadway Builders has already established a solid charitable base in its young existence. The firm has taken a philanthropic position with veterans’ organizations, including Hope for the Warriors, and it goes the extra mile by expressing a desire to support military veterans through employment at Broadway Builders. It is a company that helps the homeless community through its affordable housing projects, and focuses on energy-efficient designs to stay ahead of the progressive Passive House or LEED standards in NYC.

Prepared for the changing construction market in the years to come, Broadway Builders knows how to adapt. “Every economic segment of time creates unique industry roadblocks that require strategy alteration,” Ruf explains. “That coupled with ever-evolving regulatory changes, particularly in NYC, requires an open mind to alter operational imperatives to meet the changing environment.” Changes to energy codes, for instance, have not only affected the way contractors build, but also the time required to build. New technology is constantly changing the industry, both within the building envelope and in management operations. Broadway Builders is not daunted by these challenges; rather, it finds itself inspired to find the best solutions possible.

As a partner to residential developer The Hudson Companies, Broadway Builders receives the majority of its work through its parent company; in the future, the team hopes to allocate approximately 20 percent of its business to its own separate ventures. Ruf expands on further plans for the company, saying, “Broadway wants to be a six to ten project at a time company, depending on the complexity and size of the projects we are engaged in. We believe we have approached our planned ‘sweet spot’ and will do our best to maintain an operation with around 55 to 60 employees and operate on between six to ten projects at a time, with delivery cycles of between 24 and 36 months per project.”

There are only a few WBE general contractors in NYC with all the capabilities of Broadway Builders. As the core of the business, the firm has built a diverse team that consistently delivers quality products, and always prioritizes the recruitment of high-level trade and vendor partners to meet that standard. With a mission of aiming for building excellence through leadership, teamwork, integrity, and quality, the company has set itself apart in the industry by developing this loyal, reliable staff and creating an atmosphere of diversity and inclusion.

Says Ruf, “Broadway is a strong and dependable, upcoming, fast-growing, and energetic company that can provide the top tier of professional management for developers to take note of.”

The post Developing First-rate Affordable Housing in NYC<p class="company">Broadway Builders</p> appeared first on Construction In Focus.

“If a client wants us out there, we’ll find a way to be there for them,” says Director of Business Development Luke Walker of the level of commitment and dedication to meeting and exceeding client deliverables that spans the company’s history.

Deeply rooted in construction
Thrash Commercial Contractors, Inc. is a family business that has evolved over time to offer exclusively commercial contracting services including preconstruction, general contracting, design-build, and construction management for its clients, which range in size and reputation. Building on the years he spent on the jobsite with his father, President Josh Thrash and his business partner, Vice President Matt McWilliams, have grown the company exponentially by focusing solely on commercial construction, delivering on commitments, building trust, and simply doing it better than the competition.

As Walker explains, “They decided to take it fully commercial and so it was kind of the second generation of the business that started in 2001.” Since then, the company has continued to do what it takes to be the best.

The key to executing diverse project types is that the executive group at Thrash Commercial Contractors breathes confidence into their employees, backed by the certainty that the company’s strong hiring practices secure top talent. “The executive group here is confident in their staff. They put wind in their sails and then the employees really crush it on jobs because they feel confident in the team that’s behind them,” says Walker. “The bar is set high and if it was set any lower, we wouldn’t be living up to our full potential with the staff we have, which I think is a great thing.”

Walker feels that clients can sense the trust the company has placed in its own people, which translates into a common confidence that sets the tone for the project. “For a lot of projects, how they begin is usually how they go,” he says, and in the case of Thrash Commercial Contractors, projects are designed from the outset to go well.

Upholding commitments
Regardless of a project’s size, value, or complexity, Thrash Commercial Contractors approaches them with the same tenacity and commitment to meeting budgets, deadlines, and expectations. And the company puts its money where its mouth is; in fact, it has never paid liquidated damages on any project for a late finish.

“Finishing late is just not an option. I think there is also just a respect that’s given to the client for cases in which projects could elevate in cost that even the owner has suggested at times—we say if it was our money we probably would do it cheaper this way or that way, with design changes,” Walker shares.

Beyond meeting expectations, Thrash Commercial Contractors pushes the limits regarding the conditions under which jobs are completed and the opportunities the team can find beneath the surface of projects. One such project is the new Medical Arts Complex for Lackey Memorial Hospital in Forest, Mississippi. The $20 million, 42,600-square-foot project was unique from the outset, which presented unique challenges for Thrash Commercial Contractors to overcome.

“We took an old, abandoned tire shop and stripped it down to its steel and existing slab, and essentially built a full-scale hospital around it,” says Walker. “There were some slab corrections that had to be made and some other adjustments to the steel, but by and large we were able to keep the existing structure and build around it. I don’t think it’s every day that you can say that you turned a tire shop into a hospital.”

Another project that showcases the capabilities of the Thrash team is the Humphrey Coliseum at Mississippi State University, a project the company undertook in conjunction with Dale Partners and AECOM Sports. The arena renovation took place during the school year while the facility was still in use, which presented a unique set of conditions within which the team had to operate, particularly for the kind of work that was taking place.

As Walker recalls, “That building was built in the ’70s, and what we did is we came in and we put a club level within the midsection of the grandstand, so we had to put temporary support structures up and do self-performed demolition to be able to accommodate for a new club level,” he explains. “And all of this had to go on while Division One basketball and volleyball games were being played in that arena, so it had to be neat and tidy throughout the week.”

The project included the addition of concourse improvements including width expansion, improved sightlines to the court, concessions, and restrooms, as well as two new points of entry on either side of the building, which offers a unique user experience and adds to the arena’s energy and flow, to which Walker can attest to as an alumnus of the school. “I remember that stadium and I remember walking in,” he says. “It was kind of the older neglected buildings of the athletic department and now it has really changed the whole atmosphere of the place.”

The club level is available to premium ticket holders who have access to a dedicated entrance and lobby leading to a 6,000-square-foot sideline-to-sideline club, with nearly 580 seats and suites for 80 people.

Standout projects like these go well at Thrash Commercial Contractors because they are led well and from a place of confidence in the team and their ability to execute on time and on budget.

Raising the bar
Amidst its expanding footprint and growing reputation, the company’s projects continue to be delivered on time and on budget, a feat that is possible because, as Walker put it, “Thrash is a mix of a small company with a big company feel. We have local experience in staff that puts us in a position to do large-scale work but still with kind of a small, local, family contractor feel. You have access to these people within the company,” he says, crediting the firm’s project managers and superintendents.

To fully leverage the company’s talent and capacity, investments continue to be made in technology to improve its safety performance and to optimize the culture of excellence that has motivated these efforts. As Walker puts it, “We saw a bar that was above us and we had to start trying to reach it, and so we made a few adjustments over the past two years by picking up safety partners and a couple of safety consultants to evaluate how we were doing,” and it has certainly paid off.

Thrash Commercial Contractors has seen its EMR reduced to a third, an impact that cannot be understated, though for Walker, “It isn’t necessarily all about the rating itself; it’s about keeping people safe and going home to their families and setting them up for success when they come to work every day, knowing they are prepared and ready and have been given the tools to work safely.”

The company’s success in this regard has enabled it to continue to break into new markets and discover new ways to raise the bar for itself, which has poised it to take full advantage of the growing opportunities in the southeast United States including defense, e-commerce, industrial, and manufacturing projects.

To be able to scale the size and impact of its drive for excellence, Thrash plans to continue to grow its presence in Huntsville by adding new team members to be able to increase its capacity to undertake more work. “I think that’s our main focus over the next year, to further improve our ability to step up,” Walker shares. “Not necessarily who we hire—we feel like we’ve done a good job of that over the years—just to be able to do that a bit more rapidly and to scale.”

Further, Thrash Commercial Contractors has identified Texas as a desirable third market for a physical footprint. So in time, when the right players are in place and the moment is right, the company will continue to build its presence and reputation across the southeast and beyond by investing in its people and its capacity to raise the standard for itself and for the market, wherever it goes.

The post A Contractor Whose Confidence Breeds Excellence<p class="company">Thrash Commercial Contractors</p> appeared first on Construction In Focus.

Director of Business Development, Thomas Robbins, is responsible for the development of new business opportunities for the company while managing their marketing efforts as well. Thomas was recently named among the ‘Best and Brightest 35 and Under’ in South Carolina by Charleston Business Magazine, this year.

The company continues to meet its goals through participating in exciting construction projects around its home area of North Charleston and beyond. In November 2023, the firm’s work on Park Circle Reimagined—a neighborhood revitalization project involving installing a community center, farmers market, baseball field, and the largest inclusive playground in the world for the city—was completed. The project is already considered a huge success, with children enjoying the new accessible playground and the various amenities being well-attended by the populace.

For its considerable efforts, the firm has also garnered recognition within the industry; earlier this year, Robbins Construction accepted the Gold Award for Special Structures & Landscapes from the Design Build Institute of America-Southeast Region for its work on the project.

The company has also been working on a great deal of big box retail store projects, including Floor & Decor locations across the southeast and other national retailers. Meanwhile, the preconstruction and business development sectors of Robbins Construction have been continually generating work in the multi-family and hospitality spaces, including breaking ground on a boutique hotel currently under construction.

Across various projects like these, the workforce is driven by what the company refers to as ‘The Robbins Approach.’ This is a mentality that leadership aims to inspire in its team members and is, essentially, the vision and mission of the company itself. The approach means unwavering commitment to excellence in every aspect of construction. This involves meticulous procedures, a commitment to safety, and executing projects with the owner’s best interests at heart. Every new job is an opportunity to demonstrate the core values of Robbins Construction and a chance to be an advocate for both the business and for the interests of clients.

This kind of personal interest that the company takes in its clientele has been key since day one. Thomas says that the business considers itself to be a relationship-based contractor and prides itself on doing both bigger projects and offering value and the ability to execute smaller projects as well.

“When you market that you’re a relationship-driven company, in my opinion, you can’t turn away any opportunity, no matter how small,” he says, and this is particularly true for clients who have helped you along the way to grow the business. Robbins offers small projects (Special Projects) as a service to all the company’s clients, and these special projects have been a consistent offering since the company’s inception. Where the special projects division excels is in working exclusively with certain clients to provide upfit services and maintaining relationships with the subcontractor base that excels in this size range.

Thomas affirms that Robbins Construction Group prioritizes communication and service to clients and believes you can always look to improve your team from one project to the next. “We don’t want to be one-and-done for a client,” he says. “We want to build their next 10 to 20 projects.” Lessons learned on a project become a kind of playbook for the company, wherein it outlines potential changes to make on the next project as well as insights into what worked well.

To this end, Robbins engages in weekly reporting, as opposed to the industry standard monthly reports. These have been shown to be convenient and detailed sources of information for clients on every project. Whether a design-build, design-assist, or bid project, clients are set up for success when they make their first sketch or build an initial budget. The team looks for inefficiencies in preliminary drawings to save the owner time and money before getting to the job site, and calls out potential field issues, which is helped by a preconstruction team that puts together one of the best design packages in the business.

Thomas notes that, although there has been slowdown in certain construction markets—especially on the speculative construction side—the company has kept busy with a steady pipeline of projects. It is helpful to have a diversified business while working for a varied client base, he says. Currently, the pipeline of work is extending into 2025 and likely will not decrease; however, in an election year and along with the cost of debt and interest rates, projects often get put on the backburner because of the uncertainty in the country. Once the election is over, however, it is usually back to business as normal.

In any market situation, Robbins Construction makes sure to keep a focus on safety, and for its efforts in this regard, the firm was awarded the 2024 Gleaming Star safety award by the South Carolina Department of Labor, Licensing, and Regulation earlier this summer for work toward safety and health in its internal culture.

Robbins Construction has set strong growth goals spanning the next five to six years, and it will be looking to make these goals even more rigorous to challenge its team. The company currently has plans to introduce a new office in Q4 of 2024 in North Carolina, in an opportunity to bring on experienced workers familiar with its work. Thomas says that the North Carolina market is very strong right now with the number of projects going on outside of Raleigh, within the Piedmont Triad, and in Charlotte, with lots of people moving to these areas and to Charleston. “We see this as a strategic move for the company to expand our footprint and it will be important for the business to establish a presence in those areas while we break ground on preconstruction projects over the rest of 2024,” says Thomas.

An out-of-state expansion with another office will open more opportunities for work and bring on more talent with the broadening of the labor pool. Although Charleston is a busy place, not every worker is keen to move there, so a new office will allow the company to bring on bright, experienced people that may not want to relocate.

In the five-year period since Robbins Construction began, the company has surpassed every goal it has set for itself. Thomas believes that the business has been fortunate enough to bring on extremely experienced and diverse people to work on incredible and rewarding projects. Having a workforce with these kinds of workers helps a company grow with increased and more diverse work opportunities, as well as hit growth and revenue targets.

To be sure, Robbins Construction has seen wonderful clients, employees, and opportunities come into its offices. The goal for the company is that it wants its people to be happy, enjoy what they do, and be proud of working there. “We’re building a great culture here and it will continue to improve as the company continues on,” says Thomas Robbins.

The post Making the Most of Every Opportunity<p class="company">Robbins Construction</p> appeared first on Construction In Focus.