There have been some huge developments since we last spoke with Skyline Scaffold for the February 2019 edition of Construction in Focus. The company has since introduced a lightweight, innovative truss system and played a key role in the mammoth stal̕əw̓asəm Bridge construction project.

Pronounced ‘stah-loh-AH-sem,’ the bridge in named in honour of “First Nations’ historical and current connections to the area,” according to a BC government press release, and translates to ‘a space where you can view the river’ or ‘river view.’ The four-lane bridge is 1,235 meters (4,051.83 feet) long and spans the Fraser River, connecting the cities of Surrey and New Westminster in Metro Vancouver.

Open to traffic since February of this year, it cost $1.37 billion and was built under the auspices of Transportation Investment Corporation, a British Columbia crown corporation. Construction began in 2021, near the existing Pattullo Bridge, which was destined to be replaced.

Skyline supplied and erected scaffold systems during the four-and-a-half-year construction period. The company’s most stunning contribution was an eye-popping central stair tower that eventually rose over 510 feet in the air. Just walking to the cable access work platforms at the top of the tower could take half an hour.

“The whole city was watching our scaffold,” says Skyline’s Occupational Health and Safety Manager, Margaret Siccama, with pride.

The central tower was put together by hand, section-by-section. Adding to the challenge was the fact that company staff had to perform their duties above other work crews as well as pier traffic and had to deal with strong winds and unpredictable weather. In addition, this high-profile project came with strict environmental requirements that prohibited any debris from entering the Fraser River, so for environmental and safety reasons, all work-related and personal gear was tied off and secured.

Skyline used a multi-level, high-precision, interlocking palm brace system to attach the central stair tower to the bridge column wall. The company employed 20’ strongbacks—metal beams used in construction to brace walls or structures—for added support. Assembled at ground-level for safety and quality oversight, the strongbacks featured steel plates secured with steel bolts. They were lifted by cranes to cantilevered scaffold platforms then connected to coiled rods previously embedded in the concrete bridge structure. For added security, steel and aluminum tubes were used to further affix the strongbacks to the central stair tower.

Since walking gear up the central stair tower would be an exhausting process, a custom-designed crane-suspended material crib was engineered for crews to use. In a similar fashion, a manlift basket, also supported by a crane, hoisted materials and workers up and down in speedy fashion.

Constructing the stal̕əw̓asəm Bridge entailed the use of 62,400 cubic meters (2,260,138.7 cubic feet) of concrete, more than enough to fill two dozen Olympic-size swimming pools. The Pattullo Bridge has been decommissioned and will be removed over the next two years.

Other substantial projects Skyline Scaffold has worked on recently include the Broadway Subway Line—an extension of the Millennium Line Skytrain in Vancouver—an Amazon warehouse in Richmond, BC, and Vancouver International Airport.

For its projects, the company continues to favour top-of-the-line scaffold components from German manufacturer Layher, including access scaffolding and stairway towers, scaffolding decks, and the Keder XL Roofing System. The Keder System, which protects workers from inclement weather, is easy to assemble and can reach spans of nearly 145 feet. The company also uses steel tie-in anchors to reduce the likelihood of rust.

The team is also extremely excited about the new IXI Truss system. Made from tough but lightweight aluminum, the IXI Truss weighs just 18.5 kilograms (40 pounds). It comes in modular sections measuring one, two, and three meters (3.2, 6.5, and 9.8 feet) in length, and is 120 cm (40.7 inches) high. The system is designed for quick connection, and is easy to assemble, corrosion-resistant, and has a high load capacity.

The IXI Truss concept was developed by Optimal Access Solution, a company run by Skyline’s Founder and Chief Executive Officer Arka Chorbajian. An Italian company called Pilosio manufactured the system, which Skyline is now distributing. Pilosio displayed the IXI Truss at the bauma industry trade show in Munich last year.

The ring-lock compatible IXI Truss was developed through “a hands-on collaboration that merges innovation with real-world site knowledge and introduces a new benchmark for high-capacity truss design,” says Chorbajian.

The company has embraced the IXI Truss “big time,” and is delighted that the product is such a success, says Siccama. “We can’t keep them in stock. They are selling so quickly.”

She cites versatility as one of the IXI Truss’ main attributes, as the system can be used to create pedestrian bridges, transit walkways, load bearing structures for temporary roofs, railway access bridges, and temporary connections between buildings or structures.

One thing that has not changed is the company’s geographic focus. It remains firmly entrenched within the Lower Mainland of BC and rarely takes jobs outside of this region—and there is good reason for this: “We’ve got so much work, we couldn’t leave if we wanted to,” notes Siccama.

Indeed, Skyline has grown considerably since it was founded by Chorbajian in 1994. In its early days, the young firm was a four-person operation working from a single pickup truck. Today, the company employs around 55 to 60 people and prefers to promote within its own ranks. “We don’t hire foremen or supervisors; we train them, give them an opportunity in-house. We want someone who understands the culture, someone we can trust,” says Siccama.

For anyone thinking of applying, a work ethic and a strong back are two prerequisites. Working with scaffolding is physically demanding, so it is imperative that front-line workers be in good shape. Having a team-player, safety-first attitude is also a prerequisite. The company culture can be summarized as “safety, quality, quantity—in that order,” she adds.

Safety-wise, there are daily discussions about job hazards, and workers are provided with lanyards, harnesses, and other safety gear. The company employs a full-time construction safety officer and adheres to a people-before-profits ethos.

In this same spirit, foremen mingle and work alongside workers in the field, says Skyline Superintendent, Romeo Cornick. “We’ve got some great foremen with a lot of experience and leadership. That makes it easier for us to do our job,” he states.

Although it does have a website and social media presence and participates in the World of Concrete trade show on an annual basis, the company does not do a huge amount of promotion, relying instead on referrals, repeat business, and positive word of mouth. “I know this sounds cocky, but our product sells itself,” says Siccama. She is not just referring to the IXI Truss system; scaffolding of all types from Skyline was visible on the stal̕əw̓asəm Bridge project for years, driving interest in the company’s products and abilities.

Skyline has garnered a number of honours over the years from the likes of the Scaffold & Access Industry Association (SAIA), a trade group for the sector. These include SAIA’s ‘Commercial Collaborative Project of the Year Award 2024’ for a shoring and access assignment at the Museum of Anthropology, University of British Columbia, a project which saw the company partner with aDB Engineering. And in 2023, Skyline earned a SAIA ‘Innovation of the Year’ honour for a skylight replacement job at the Justice Institute of British Columbia.

The team also maintains close ties with area First Nations groups and leverages these partnerships to attract new recruits. At the time of our previous profile, Skyline primarily collaborated with the Squamish First Nation but has since expanded its focus to include the Musqueam First Nation of Vancouver as well.

For all that, finding new staff remains one of the company’s biggest challenges, says Cornick. Then again, the lack of fresh talent in the skilled trades across North America has been an ongoing issue for the past decade at least.

Going forward, Skyline has no intention of broadening its horizons beyond scaffolding, yet the company does have big plans. Within five years, the Skyline team would like to see the firm with $20 million in equipment assets, while “continuing to grow our team, our safety culture, our inventory, and the confidence of our clients.”

The post Scaling New Heights<p class="company">Skyline Scaffold</p> appeared first on Construction In Focus.

Since its founding in 2006, the Montreal-based firm has evolved into a practice of approximately 100 professionals, delivering projects that range from residential developments to complex infrastructure. At its core is Co-Founder and President, Maxime Frappier, whose perspective reflects a balance between creative ambition and technical rigor. “We started our career in 2006,” Frappier says. “It all started with these two guys and now we have three partners and run an office of about 100 people.”

ACDF’s early years were defined by projects that demanded more than aesthetic vision. The company began by working with religious communities across Quebec, designing long-term care and residential facilities. These clients, Frappier explains, played a critical role in shaping the firm’s approach. “They were the perfect clients,” he says. “They were asking us to work with precision and diligence, so we had to learn how to be very precise yet creative as well.”

Working within heritage contexts and highly structured decision-making environments required a level of clarity that continues to inform ACDF’s process. Every design decision had to be justified, not only creatively, but financially and functionally. “We learned to design while making sure to use the proper amount of resources to achieve our goals,” Frappier says.

This early experience instilled a mindset that remains evident in the company’s work today. Rather than pursuing architecture as a purely expressive discipline, ACDF approaches it as a careful negotiation between intent and execution.

As the firm expanded into institutional and cultural work, including libraries and aquatic centres, it continued to refine this approach. Budget limitations were not treated as obstacles, but as design parameters that could drive innovation. A defining example is a cultural centre project where the team pursued stainless steel cladding, an ambitious material choice within a constrained budget. To make it viable, ACDF re-evaluated the entire program.

The process extended into technical execution. By aligning panel dimensions with manufacturing standards, the company minimized material waste and avoided unnecessary costs. “If you don’t want to have any loss, try to make sure that you play with these modules,” Frappier suggests.

This level of coordination between design and construction is a recurring theme in ACDF’s work, reflecting an understanding that architecture is created through collaboration between engineers, fabricators, and builders. “All of that pragmatism was always embedded in our process,” Frappier says.

As ACDF’s reputation grew, it began working more closely with private developers, particularly in the residential sector. These projects presented a new challenge: delivering distinctive architecture within tight financial frameworks. “We were able to create something unique with the same amount of money,” Frappier explains, and this ability to elevate standard building typologies without exceeding budgets has become a key differentiator for the firm. By applying the same principles of prioritization and efficiency, ACDF demonstrates that design quality does not have to be sacrificed in cost-driven environments.

The company’s work in this sector also reflects a broader shift in the construction industry, whereby developers increasingly seek architects who can balance creativity with practicality.

While establishing itself locally, ACDF has also actively pursued international opportunities. Early projects in the Middle East and Asia provided exposure to large-scale developments and diverse construction contexts. A pivotal moment came when the firm was shortlisted for a major waterfront project in Taiwan, competing against globally recognized practices. Although the project was not secured, the experience reinforced ACDF’s confidence and clarified its design philosophy: rather than adopting highly expressive or symbolic forms, the team chose to focus on balance. “We were rejecting things that were just a little bit too extravagant. We were trying to find the proper balance between the efficiency and the aesthetics.”

This philosophy proved instrumental when ACDF was invited to redesign a major development in Vancouver under an aggressive timeline. The successful delivery of that project led to further opportunities across Canada and internationally, establishing ACDF as a firm capable of operating at multiple scales.

Today, ACDF’s portfolio includes projects that extend far beyond traditional architecture. Among the most significant is its role in the redevelopment of Montreal’s Olympic Stadium roof, a project that demands coordination across a large network of specialists. “It will probably be the most complex project that is getting built at the moment in Montreal,” Frappier says.

Indeed, ACDF is a multidisciplinary team with the ability to operate within highly technical and demanding construction environments. “A creative architect can also lead an enormous team in technical and very highly complex projects,” says Frappier. Additional projects reinforce this approach, including a new subway station in Montreal, a prefabricated high-rise in Toronto, and residential developments in British Columbia, each highlighting the firm’s capacity to integrate design thinking into complex construction processes.

Of course, Frappier’s perspective on architecture is closely tied to the Canadian context. He describes the country’s design identity as one shaped by climate and resource constraints. Canada’s extreme temperature range requires significant investment in building performance, particularly in envelope systems, and as a result, architects must make careful decisions about where and how resources are allocated.

At the same time, Canadian architecture reflects a cultural duality that blends North American efficiency with European sensibility. This combination, Frappier believes, creates a unique design language. “We have the North American pragmatic approach, but we have the European taste for aesthetic,” he says. Rather than relying on spectacle, ACDF emphasizes clarity and restraint, and its design strategies often focus on contrast and material relationships to create visual impact.

Frappier’s involvement with the Royal Architectural Institute of Canada has played a significant role in shaping his career. Receiving the Young Architect Award in 2013 marked a turning point, providing exposure to a broader professional network. “I was really amazed to meet so many architects,” he says. “I started to believe in the capacity that we had.”

Through RAIC events and collaborations, Frappier built relationships that later contributed to major project opportunities. He emphasizes the importance of community within the profession. “You need to be part of something,” he says. “We are all part of a community.” This perspective informs ACDF’s approach to collaboration, both internally and externally.

Within the firm, leadership is structured to encourage engagement and continuity. In addition to its three partners, ACDF includes a strong network of associates who participate in the firm’s success, a model that fosters a sense of ownership and supports long-term growth. As the company looks ahead, it is actively preparing for future transitions by integrating new leadership. Frappier describes his leadership philosophy as one rooted in alignment and collaboration. “Good leadership creates harmony,” he shares.

Now, the rise of artificial intelligence (AI) presents both opportunities and challenges for the architecture and construction sectors. Frappier approaches the topic with measured optimism. “I’m worried, but I’m excited as well,” he says.

He sees potential for AI to streamline repetitive tasks, allowing architects to focus more on design and problem-solving. However, he also cautions against overreliance on automated processes. “[Architecture is] an art of composition,” he says. “Not an art of assembly.” For ACDF, the priority is maintaining the integrity of architectural thinking while leveraging technology to improve efficiency.

As ACDF enters its third decade, its trajectory reflects a commitment to both growth and responsibility. The firm continues to expand its portfolio while remaining grounded in the principles that defined its early years. “I’m still drawing all day long,” Frappier says. “I’m still an architect.”

That perspective underscores a broader ambition: to demonstrate that creative architects can operate successfully at every scale of the built environment. “If you are not able to generate the next generation,” he says, “the profession is going to die.”

For ACDF, the future of architecture lies in balance—between creativity and pragmatism, ambition and discipline, innovation and responsibility. It is an approach that not only defines the firm’s work but also contributes to a broader understanding of what Canadian architecture can achieve in an increasingly complex world.

The post Building Balance: How ACDF Architecture Is Redefining Canadian Design<p class="company">ACDF Architecture</p> appeared first on Construction In Focus.

This has been the case since the firm’s founding in 1938 by architects who shared the belief that integrating architecture, engineering, and design result in deepened relationships and enhanced creativity, a defining characteristic that continues to inform projects and enables the firm to seamlessly captures its clients’ visions.

The client
Sometimes the best clients are secured through happenstance, and that is the kind of serendipity that brought Cushing Terrell together with Paul Starita, co-founder and CEO of The Flying Pickle, a man who has a deep-rooted passion for the sport of pickleball and an idea to bring it to Treasure Valley, Idaho.

“The project that we were doing was actually for an industrial project, dry storage, and as those types of spaces went down in popularity, the owner at the time opened it up to different types of facilities and looked at different options,” explains Project Manager, Josh Shiverick. This led to a match made in heaven.

Senior Interior Designer, Jill Lee, was brought onboard to work through the interior branding process with the client, a practice that achieved so much more than originally intended.

From Shiverick’s perspective, “With Jill’s involvement, her ideas, she was really able to take Paul’s thoughts and turn them into physical objects and really created such a strong relationship and a dream come true for Paul.”

While the project was a dream come true for the client, Starita, too, was a “dream client,” who put a lot of value on wanting to develop his brand and the experience it would create for his members. Lee says, “He really valued interior design and experiential design and branding. He understood that creating something fresh and new takes time and a lot of research and creativity and care in how we would execute his goals.”

The vision
The team at Cushing Terrell took what was simply a space and created a visionary branded interior that would become trademark of The Flying Pickle as its franchises continue to take off and span the United States. The client had a clear vision, but Cushing Terrell took it far beyond what anyone could have imagined. Harnessing the passion Starita brought to the sport and the project, the team got to work.

The Flying Pickle evolved from an idea to reality through consultation, research, and a cohesive understanding that this project was to be so much more than courts to play on: it was going to be the core of a community of players of all skill levels who unite through sport.

“There are a lot of reasons why pickleball appeals to so many different types of people for different reasons and it’s just very universal, so thinking about it in that way and thinking about how exciting it is for pickleball lovers and professionals alike, it just makes us want to do a really great job for them to create spaces that they’re going to want to keep coming back to,” says Lee of the project.

When you walk through doors of The Flying Pickle, this sense of community is clear thanks to the distinct character of the space. Thoughtful design, careful material selection, and the integration of local artists all elevate the brand with local flair, and locations are curated through extensive consultation and research—which included a deep dive into the sport of pickleball.

The execution
“We have a pretty thorough design process here at Cushing Terrell and it starts and ends with research,” explains Lee, who highlights that through visioning sessions, the team gets to the very bottom of the vision by asking questions, listening intently, and understanding the desired outcome. We curate these very specific workshops where we ask a lot of questions, we dig into what the goals are from the client’s point of view,” she explains.

“That required us to do a lot of research into pickleball itself and what the origins of pickleball are—who invented it, why was it invented, where was it invented—and all of that became the foundation for our design concept for the space.”

Through these activities, Cushing Terrell discovered that pickleball was founded many decades ago by a multi-generational family in their backyard in a suburb of Seattle. It has grown in popularity throughout the years, recognized not only for the sport itself, but for the community it affords.

The interior design of the flagship location drew inspiration from the original wood paddle and the flora of the Puget Sound where the sport originated when it came to material, texture, and color selections. For Lee, “Those are all parts of the elements that we used to create a design for the space, from color and texture to the zones and all the different areas for members. When they’re not enjoying the game of pickleball, they are enjoying spaces that promote community and family and belonging and coming together in different ways.”

The front of the 49,000-square-foot building features a pro shop, restaurant, and lounge, as well as locker and shower facilities, and a flex room that can be rented for private events and pop-ups. Through the doors, players will find 17 courts that have been designed for every skill level to enjoy.

The outcome
The Flying Pickle is the first of its kind in the Treasure Valley. Prior to its establishment, lovers of the sport were relegated to playing anywhere they could, which didn’t lend to the sense of community the sport thrives on.

Architect Tina Rothermund notes, “It really is a place where the community comes together, which is unique, and I think pickleball lends itself to that. They’ve placed such an emphasis on [being a place for community] from a design perspective.”

Cushing Terrell worked with the ownership group, including professional pickleballers, to ensure that the facility performed to the highest caliber for its members, which meant testing out materials and coatings to ensure that the cushion and grip was optimal for performance.

“One of the owners is a world champion, and she definitely knows the game of pickleball and what to expect, so it was good to get input on that side. It definitely performs at a high level,” says Shiverick.

What started as one high-performance facility has led to a relationship that spans the United States. To be able to replicate the brand across locations and geographies, which introduced its own challenges given the unique facility spaces, building codes, and environmental factors of the various locales, Cushing Terrell created a Design Criteria Book that includes hundreds of pages of standard design features to be included, ensuring seamless design across locations and franchises.

The team continued to iterate these documents with lessons learned or to make improvements to ensure the design value remains consistent as well as competitively priced, given the different construction costs, budgets, labor availability, and conditions of the space being designed. For instance, the costs of construction in Meridian, Idaho will differ greatly from other states, but there is still the opportunity to maintain consistency in the design, shape, and layout of the spaces.

Discussing the ease of design of the original location, Lee notes, “The building architecture lent itself to co-locating all the member amenities and support spaces at the front when you first enter and then it opens up to this large playing area that has all the courts, and you can see the vista all the way through the building,” from both the floor and the mezzanine.

From Shiverick’s perspective, “The initial location in Meridian was just a perfect fit. Column spacing was perfect and fit the exact size of the number of courts, and it really was like it was made specifically for pickleball. It’s pretty interesting how that worked out.”

This has not been the case with later projects. “I don’t think that we have a single building yet that’s like the original one. We’re having to look at applying that same strategy to buildings that are just different,” says Lee. “We have to creatively apply our strategy that worked so well in the first one to new locations and building types around the country.”

From pre-engineered spaces to vacated retail facilities, as long as the column spacing and floor heights are suitable and dimensions are ideal, every project is workable. “There’s a certain dimension that we need in order to support good play of pickleball and professional play of pickleball,” explains Lee, which includes considerations for everything from layout and building materials to lighting and everything in between.

As The Flying Pickle projects take the firm across the country, Cushing Terrell is also being exposed to new technologies, vendors that may offer improved surface conditions, or cushion, barriers, and other components that improve the quality of the courts and thus the quality of play.

A culture of community
Through its work, Cushing Terrell not only creates spaces that meet the needs of its clients, but also relationships that carry them forward. The concept of success goes far beyond project completion.

For The Flying Pickle, a successful outcome would not have been possible without Cushing Terrell, a firm that can harness a client’s vision and energy only because internally it shares that same sense of community, passion, and pride for the work it does and the people it serves through the built environments it creates.

Now working on a soccer stadium in Treasure Valley, the team has learned a lot about not only designing branded spaces but creating places for those communities to call home, in doing so becoming a true force in the sports and recreation space.

The post Designing for the Love of Sport: A Brand Vision That Helped the Flying Pickle Soar<p class="company">Cushing Terrell</p> appeared first on Construction In Focus.

Over more than a century, that mandate has evolved alongside the profession itself. Today, architecture is no longer confined to aesthetics or individual buildings; it is deeply embedded in conversations around housing, climate, infrastructure, and community well-being. As a result, the RAIC’s role has expanded into a connector between design, policy, and real-world outcomes.

At a time when Canada faces mounting pressures, from housing shortages to climate targets, the Royal Architectural Institute of Canada is positioning architecture as a critical lever for progress. Through advocacy, education, and collaboration, the RAIC is working to ensure that design is not treated as an afterthought, but as a foundational element in shaping the country’s future.

Laying the foundation
The RAIC operates at a unique intersection within the built environment. While many industry organizations focus on specific segments such as construction, engineering, or development, the RAIC maintains a singular focus on architecture and its broader impact. This allows it to advocate not only for the profession, but also for the conditions that enable high-quality design to flourish.

“Today, the RAIC is not only representing architects; we are also shaping the conditions that allow better architecture to happen,” says Mike Brennan, CEO of the RAIC.

That distinction is central to the organization’s approach. It is not enough to celebrate well-designed buildings after they are completed; the systems that govern how projects are funded and delivered must also support quality outcomes. This means engaging early in policy discussions and ensuring that architects have the tools and resources needed to succeed.

A key part of this work involves advancing the idea of a national architectural policy for Canada. While several countries have already adopted such frameworks, Canada has yet to formalize a cohesive strategy that links design excellence with public outcomes. The RAIC sees this as a significant opportunity to embed a culture of design across all levels of government and industry.

Turning vision into action
Indeed, one of the RAIC’s defining strengths lies in its ability to translate aspiration into action. Through its awards programs, the organization highlights projects that demonstrate innovation, sustainability, and social impact, and these serve as benchmarks for what is possible when design is prioritized. At the same time, the RAIC works behind the scenes to address the structural barriers that often prevent those standards from being achieved.

“Our strength lies in connecting vision with action, ensuring that design excellence translates into built outcomes,” Brennan says.

This dual focus allows the RAIC to operate both upstream and downstream within the project lifecycle. By influencing policy and procurement early on, it helps create an environment where good design is achievable. And by supporting architects throughout the process, it ensures that those opportunities can be realized in practice.

Identifying issues
The challenges facing Canada’s built environment are complex and interconnected. Housing affordability and infrastructure resilience are all pressing concerns, and each requires a coordinated response.

The RAIC has identified several key priorities in this context, and housing remains at the forefront, particularly in terms of supply and long-term livability. The organization emphasizes that architecture plays a critical role in shaping not just how much housing is built, but how well it serves the people who live in it.

Through its Climate Action Plan, the RAIC is working to accelerate the adoption of low-carbon and regenerative design practices. This includes collaboration with partners such as the National Research Council (NRC) to deliver accessible education on topics like life cycle assessment, which evaluates the environmental impact of a building over its entire lifespan.

Sustainability, to be sure, is no longer a niche concern within architecture, but a baseline expectation. The RAIC has been clear in its position that responsible design must be integrated into every project, regardless of scale or scope. “Responsible architecture is not a niche. It is the baseline for how we must build going forward,” says Jonathan Bisson, FIRAC, President of the RAIC.

This perspective is reflected in the organization’s work across multiple fronts whereby, in addition to education and advocacy, the RAIC plays an advisory role on nationally significant projects. One notable example is its involvement in the rehabilitation of Centre Block on Parliament Hill, a project that underscores the importance of balancing heritage preservation with modern performance standards. By engaging at this level, the RAIC helps ensure that major public investments reflect long-term value, sustainability, and design excellence.

The organization is also deeply involved in procurement reform. Current procurement practices often prioritize cost over quality, which can limit the ability of architects to deliver thoughtful, high-performing designs. By advocating for more balanced approaches, the RAIC aims to ensure that design value is properly recognized. By promoting fair fees and improved procurement models, it aims to create conditions where architects can focus on delivering quality work. It also provides resources to help practitioners navigate regulatory requirements and integrate new technologies into their workflows.

Communication and coordination
Architecture does not exist in isolation. Every project involves a network of stakeholders including developers, contractors, policymakers, and community members. Ensuring that architects have a voice in these conversations is a core part of the RAIC’s mission.

The organization facilitates dialogue through a range of platforms, from formal consultations to industry forums. It also works to translate architectural expertise into clear, actionable insights that resonate with other stakeholders. This ability to communicate across disciplines is particularly important in today’s environment, where decisions are often made collaboratively. By positioning architects as both creative thinkers and strategic contributors, the RAIC helps elevate their role within the broader industry.

Indeed, many of the challenges facing Canada are shared by countries around the world; climate change and housing shortages are global issues that require collective solutions. The RAIC thus actively engages with international organizations such as the International Union of Architects (UIA) and the Commonwealth Association of Architects. It also maintains relationships with peer organizations in countries like the United States and New Zealand.

These connections facilitate the exchange of knowledge and best practices, allowing Canadian architects to both contribute to and learn from global developments. They also reinforce the idea that architecture is a public good with benefits that extend beyond individual projects.

“Empowering architects to create change”
Education and professional development are also central to the RAIC’s efforts to improve the quality of the built environment. As the industry evolves, architects must continually adapt to new technologies and regulations, and the RAIC offers a range of programs designed to support this ongoing learning. Its Continuing Education programs cover topics such as digital tools and emerging design methodologies. By equipping architects with up-to-date knowledge, the organization helps ensure they are prepared to address current and future challenges.

This education is crucial, as emerging technologies such as artificial intelligence (AI) are reshaping how architects work, offering new tools for design and project management. But while technology is transforming the tools available to architects, it is not replacing the core principles of the profession. “Technology will change the tools we use, but it will not replace the need for design judgment, ethics, and human-centered thinking,” says Bisson.

Advanced materials and digital platforms all offer opportunities to improve efficiency and performance. However, their success depends on how they are applied. Architects play a critical role in integrating these innovations into cohesive, meaningful designs.

In parallel with its educational initiatives, the RAIC’s awards programs celebrate excellence across the profession. These initiatives not only recognize outstanding work but also provide tangible examples of what high-quality design looks like in practice. In doing so, they contribute to a broader culture of design that extends beyond the profession itself.

Designing the future
Looking ahead, the RAIC envisions a future where architecture plays a central role in addressing the country’s most pressing challenges. This includes delivering more housing, reducing carbon emissions, and creating inclusive, resilient communities. “Our vision is a Canada where design is recognized as essential infrastructure, shaping healthier, more resilient communities,” Brennan says.

Achieving this vision will require a more integrated approach to the built environment. Architects will need to collaborate closely with other disciplines and leverage new technologies. At the same time, there must be greater recognition of the value that design brings to society.

For developers and contractors, the message from the RAIC is clear: design should be a priority from the outset. Investing in architecture early in the process leads to better outcomes, both in terms of performance and long-term value. This means focusing on people and outcomes rather than short-term cost savings. It also means embracing collaboration, ensuring that all stakeholders are aligned around shared goals. The most successful projects are those where architects are engaged as strategic partners, contributing their expertise from the earliest stages.

At its core, architecture is about more than buildings. It shapes how people live, work, and interact with their surroundings. When done well, it can support economic growth and contribute to environmental sustainability. “Good design reduces risk, improves performance, and creates places where people want to live, work, and invest,” Bisson says.

As Canada navigates an increasingly complex future, the role of architecture will only become more significant. “We are facing complex challenges as a country, and design is part of the solution,” Brennan says. “Advancing a culture of design, supported by a national architectural policy, will be critical to Canada’s future. The RAIC is here to help lead that work.”

The post Amplifying the Architectural Voice: How the RAIC Is Shaping Canada’s Built Future<p class="company">The Royal Architectural Institute of Canada (RAIC)</p> appeared first on Construction In Focus.

Offering design that protects budget and schedule from day one, Chamberlain Architectural Services combines with independent construction management leader Chamberlain Construction Services and its interior design division to deliver a fully integrated architecture, interiors, and construction solution. At home in Burlington, Ontario, the group has cultivated a highly coordinated approach over the years, providing project owners with greater clarity, control, and consistency when combining their services, while remaining committed to their respective independence and service transparency.

Together, the two young giants have forged impressive growth over the past 48 years. With numerous legacy clients and industry partners, some of the company’s relationships span decades, and with over 500 hotel design projects across Canada and the United States, the company has certainly earned its merit. The 30-year-old construction company has also built more than 150 hotels, while its decade-old design division has completed work on more than 100 hotels and hundreds of other hospitality projects, including work in Hawaii.

Chamberlain Group of companies is headed by a vibrant team of young yet seasoned changemakers. They are Architectural Principals Jon McGinn, Architect, NCARB, OAA; Linnea Chamberlain; and Steve Mauro, Architect, OAA. Chris Mauro is the Construction Principal, while Adrian Mauro serves as CEO of the Construction company, with Chris and Ersilio Serafini as Vice Presidents. Jackie Mauro serves as the Interior Design Director.

With a distinct presence in the Greater Toronto Area, the company continues cultivating its North American footprint. By giving clients the option of using one or both companies, its presence continues expanding—especially as customers who combine its services once rarely return to using only one of the firms. This option is especially popular with companies that work on strict budgets, as project integration affords greater fiscal control, especially when the entire team is engaged in projects early, allowing key decisions around cost, constructability, and design to be aligned from the outset.

There are many who hire only one firm or the other, however. “We’re trying to shed the label that we only do architecture work,” says Chris Mauro. “So now people are seeing that we are a full-fledged construction management company, and we do work with other architects.”

Its high level of expertise makes the company an outstanding choice for discerning developers in need of professionals who smoothly deliver practical, buildable solutions rather than theoretical design. By removing much of the noise common in design and construction processes, these experts take the weight of project management from clients’ shoulders, streamlining coordination and reducing risk throughout the process. Highly invested in the power of technology, Chamberlain balances hard-earned skill with modern placemaking, complete with interior design. It also allows attention to detail to set every aspect of its work apart, with everything from budgets to project specifications treated with the highest regard.

As all these attributes make Chamberlain the ideal partner for collaboration, the company is evolving from working on smaller, 100-room hotels to high-rise hotels and apartment developments. It has also entered the Toronto market in recent years with two large hotels and residential projects alongside purpose-built rentals currently underway in its downtown area. Staying well-informed on the latest market trends, Chris Mauro and his team recently attended a number of prestigious conferences focusing on property conversion and renovation in this field.

With a growing number of local and American hotel groups such as Marriott, Hilton, Hyatt, and others enquiring about property improvements on old hotels and motels that would secure high returns on investment, the next few years look good for business. The company is also working on a number of new hotel constructions in locations like Vancouver, British Columbia and Winnipeg, Manitoba, alongside hospitality conversions in Oakville, Hamilton, and Burlington, Ontario.

One current project that stands out is the brand new eight-storey Hyatt Place at Toronto Pearson International Airport. Responsible for all processes including architecture, construction, and interior design, this is the firm’s latest flagship example of its fully integrated project delivery in action. The 196-room hotel features an indoor heated pool, a fitness centre, dining, and multiple meeting spaces. The hotel is now known for modern interiors and an outstanding layout which includes a ballroom. This was an especially challenging project as it had to be concluded next to an existing hotel—a complex task by anybody’s standards, requiring careful coordination across design and construction teams.

Principal Jon McGinn ascribes the rise in hospitality construction to the market recovering from COVID-19 pressures and hospitality conversions outperforming the office market due to increased local travel as more Canadians choose to rediscover their own country rather than travel abroad. He also notes continued growth in the residential rental market. “I think we see hospitality playing a pretty big role in the next few years,” he says.

Approved as one of Marriott Hotel Group’s interior design teams of choice, Chamberlain’s prowess on this front is widely respected. Committed to a “construction-first” mindset, this team sets itself apart by being several steps ahead of design competitors who are typically purely aesthetics-driven. This advantage is achieved in the deep understanding of the architectural layers that comprise overall designs—an aspect of the process that very few interior designers truly grasp. By establishing a clear blueprint of not only electrical, plumbing, mechanical, and other systems, but also of who performs which roles, this team establishes a crystal-clear overview of the possibilities within the existing design, installation, construction, and engineering framework before setting off on decorating hauls. The result is a team of interior designers who are unusually technically and structurally minded.

While this system may seem immaterial to the uninitiated, the reality is that interior design done correctly is nowhere near as simple as it appears. By working in this way, the company saves project owners thousands of dollars and a lot of time, avoiding disasters. Another great plus is that its interior designers directly collaborate with its architectural designers, saving even more time, as working with external companies is typically far more time-consuming. That is because relationships and meeting schedules must be established from scratch.

“The architectural team is in the interior design firm as well,” says Jackie Mauro. “We’re all working together in the office, so that constant conversation is always happening. Sometimes we find we don’t even know where interior design ends and architecture begins because it’s so blended in terms of communication,” she says, pointing out that such close collaboration also improves project coordination.

Value engineering is thus a large and ongoing part of the company’s work. Chris Mauro, Jackie’s husband, typically gets involved in establishing design and construction budgets early in the process, keeping a tight lid on expenditures for the benefit of the customer, ensuring cost is managed proactively rather than reactively. “We have these conversations all the time about how it can be more effective and more beneficial for the client group, always,” Jackie adds.

Indeed, the company has a long history of good service. Established as Chamberlain Architect Services Limited by Brian Chamberlain in 1978, and joined by Adrian Mauro a short while later, the two leaders were inspired to improve upon the status quo of the time. And so, the partners set out to create a group of companies that would eliminate the petty and large frustrations common to the design and construction process, like trades clashes and schedule coordination, to name only two. Today, the industry has changed so little that their vision and what the firm delivers still outshine competitors—even when working independently with outside contractors.

To maintain these standards, technology investments are crucial, with Design Assist being one of the company’s most important tools. It offers sophisticated renderings that allow for clearer visualization and more confident decision-making, which truly help project owners in the decision-making process. The company also uses artificial intelligence to assist in some aspects of plan and code evaluation.

“We are testing different programs and different apps to see how we can run these plans through, what we can see. I think at this point we’re still seeing a lot of remedial information provided,” says McGinn, noting that the technology is in its very early stages. “It is nice as a second set of eyes, an opportunity to catch things,” he adds, underscoring the firm’s plans to further expand its investments in this technology over the next few years.

The company is also well-respected for its project documentation acumen. For this reason, it is often employed to complete this crucial process on behalf of other designers prior to construction. It also plays the role of third-party reviewer of completed architectural drawings, a process typically headed by Chris and Adrian Mauro.

Chamberlain’s team of around 50 is also known for its charity work, with 10 members partaking in the Princess Margaret Cancer Foundation Ride presented by Johnson & Johnson from June 13 – 14 of this year. Moreover, the firm has made contributions to the SPCA through a large animal hospital project it is working on for them in Hamilton. Then there is its work on a 56-unit affordable and accessible housing complex, complete with a 6,500-square-foot state-of-the-art training facility for the deaf and blind in Toronto. Spearheaded by the Canadian Helen Keller Centre, this project is at 150 Eighth Street in the Etobicoke-Lakeshore neighbourhood. “We were lucky to work on the architecture and interior sides. It’s a full modular building,” says McGinn.

With Chamberlain’s construction company’s sights set on expanding its portfolio of large, long-term projects, its design division is looking toward increasing its business in hospitality and lifestyle brand hotels for the boutique market. While the group continues finding ways of responding to geopolitical price issues in favour of project owners as much as possible, the company also continues refining and improving its offerings through investment and expanding its overall capabilities.

By continuously elevating the customer experience, these teams continue to do what they love best through superb architecture, construction, and interior design—building quality, long-lasting professional relationships across North America and the Pacific.

The post Rethinking Canadian Hospitality<p class="company">Chamberlain Group of Companies</p> appeared first on Construction In Focus.

Adaptive reuse has significantly grown in popularity as developers increasingly see the value and potential of underutilized or vacant spaces (as well as the speedier timelines, the lower construction costs, and the sustainability advantages they offer). Instead of demolishing the history, character, and workmanship of the past in favor of new construction, many clients are opting to breathe new life into existing spaces, which has the same effect on the neighborhoods and communities that call them home.

From Principal Peter Grimm’s perspective, “These projects oftentimes have a kind of catalytic potential to spark energy in the city,” and with this in mind, SEA designs thoughtful, vibrant spaces for public, private, and non-profit clients that will add value for its clients and the communities that enjoy the spaces.

Living its values
When it comes to adaptive reuse projects, the paths to development for public, private, and non-profit clients vary significantly, and SEA has an approach for each that leverages the firm’s keen eye and visionary approach to design, preserving the stories, character, and charm of the past while uncovering the untapped potential of a project’s purpose and function.

“We have unique experience in being able to talk to and show owners and agencies what a completed vision is, because a lot of times they are in really rough shape and it’s hard to see that this could be something really amazing that is worth keeping and saving,” says Principal Jennifer Marsicek of SEA’s innate ability to showcase the highest and best use case for clients.

The company’s own office is an adaptive reuse case which serves as a living laboratory, which Grimm notes enables the firm to “walk the walk,” and learn valuable lessons along the way.

Adaptive reuse projects are tenacious by nature and come with their own unique sets of challenges, particularly when compared to new construction. The “scrappiness” they necessitate, as described by Managing Principal Sid Scott, drives the firm. “Sometimes there’s a column in a funny spot or a shear wall that we have to work around,” he explains. “But I think that’s a really cool part of the work. It’s like a little forensics or a history of what was there and now it’s something different—a beautiful shiny new object,” he says.

“You have to kind of piece it together and generally budgets and schedules are tight, so I think our firm thrives in that kind of world where we’re going to make something out of something and we’re going to do it for your budget. It’s going to be really creative, so hang on, here we go.”

Transformational design
Undoubtedly, adaptive reuse projects are transformative by nature. This is certainly the case with Happy Valley Library in Happy Valley, Oregon, a project SEA spent more than 10 years bringing to life and a project that continues to have a positive impact in the community.

Happy Valley Library is an adaptive reuse project that not only elevates the value of an underutilized building but also exemplifies the ability to change the social fabric of a community. The project has become a civic hub that continues to draw people in. In fact, since its completion, usership has grown between 30 and 50 percent, depending on the program.

SEA used architecture to create inclusive, engaging, and accessible public spaces for people of all ages. With lots of natural light, pops of color, and exposed wood, the design for the library itself drew inspiration from book spines, while the expansion project took inspiration from book bindings. There is also an outdoor plaza that connects the space to art installations and a local park.

The project is poised to meet the current 2030 Challenge target and is projected to outperform Oregon Energy Code; it includes a 33-kilowatt solar installation on the roof, stormwater management, and low-VOC interiors.

Preserving legacy
While some projects are future-focused, others find a way to tell a captivating story of the past through modern design. Water Tower is one of those projects.

Water Tower is an iconic building located in the John’s Landing neighborhood that occupies an entire city block. Built in 1903 as a furniture warehouse, the exterior, marked by the historic water tower, is as thoughtfully designed as the interior spaces. Over the years, the factory evolved into different use cases including storage, warehousing, and even office space in the 1970s. Its current revival— what Grimm refers to as “a cool, interesting, mixed-use creative hub”—has preserved the history, textures, and character of the property.

That didn’t come without its challenges, though. The design team was required to work around issues with circulation and column grids, but in doing so created something very special.

“That’s part of what gives it the charm and character, and you just can’t really build that new,” says Grimm. “That’s the kind of texture that only comes from adapting a structure from a former use—often an industrial use—to a more user-friendly office/retail use.”

Design challenges aren’t the only issue SEA must work around when it comes to adaptive reuse projects. These projects can also be challenging from a funding and timeline perspective, especially where non-profit entities are concerned.

The Chehalem Cultural Center, for example, is not only a legacy project for the community, but also for the firm as it has been connected to the project since 2005, a longstanding relationship that the team values deeply. A depression-era school, the building was acquired from the school district for a dollar, and after a period of sitting vacant, it has been reimagined by the Chehalem Park & Recreation District (CPRD), the Cultural Center, and SEA.

“When we got on board about 20 years ago now, other folks in our firm really started doing a master plan effort with CPRD, the nonprofit Cultural Center board, and the community, to really create a kind of vision for it and a master plan,” explains Marsicek of the project, which included four distinct phases. The first phase was a LEED Silver commercial interior project that saw the space become an art hub complete with glass and ceramic studios, a tech space, and a gallery space that embraced the materials and character of the original space.

“There was a ton of VG fir paneling on the walls that’s gotten repurposed in several ways as wall treatments and ceiling treatments; the funky existing column grids and weird-shaped columns all over the place remain; existing concrete or wood floors were refinished,” says Marsicek, who notes challenges related to incorporating a modern mechanical and electrical system while maintaining the original character.

More recently, phase four of the project came to an end; this saw the second floor receive a new 250-seat theater space in what was the old auditorium. Once again, the character of the original space was incorporated into the design. “It had these little seats in there because it was an elementary school; now it has modern seats. We salvaged some of them and they’re in the lobby. The owner has them out as showcase pieces, and it’s got a big, new, grand stair that connects it to the main lobby,” Marsicek tells us. The space is reflective of the community, which was made possible by SEA’s consultative approach throughout the entirety of the relationship with the client and the project.

People first. Always.
SEA operates with a “People first. Design forward.” approach, and a big part of this philosophy is built on relationships and honing the firm’s ability to harness a client’s energy throughout project timelines and challenges.

“It’s just built into our DNA and how we do things; personally, I love the challenge. To me, there is nothing more satisfying than seeing the before and after pictures,” Scott explains of SEA’s ability to facilitate transformations that tell clients’ stories in the most authentic way.

For Grimm and the team at SEA, “It’s an honor to be entrusted with guiding the projects and seeing those, and helping those visions come to life,” knowing that the company has a hand in preserving history and strengthening the community through design. What is perhaps most interesting, though, is that, by embracing history and preserving the legacy of existing spaces through adaptive reuse, Scott Edwards Architecture continues to cement its own legacy as a changemaker, breathing life and vibrancy into the Portland market through its strong relationships and visionary designs.

The post Preserving History Through Modern Design<p class="company">Scott Edwards Architecture</p> appeared first on Construction In Focus.

Every Affinity home meets the U.S. Department of Energy’s Zero Energy Ready Home (ZERH) Standards, boasts industry-leading energy efficiency, and is structurally resilient enough to withstand wind speeds of up to 180 mph.

A factory-built approach means constructing indoors, without weather delays and on a shorter schedule from start to finish. Without incurring additional costs, Affinity can construct faster with better tolerances and with far greater energy efficiency and climate resilience. Affinity professionals use a simplified, automated approach to planning, design, and process management to train and assist builders from project conception to completion, all resulting in the best possible house with a variety of high-end design and finish options.

Established in 2009 in Lakeland, Georgia, Affinity, a Vantem Company, supplies single-family, multi-family, and commercial buildings to more than 75 independent approved builders and developers in the Southeast, including Florida, Georgia, Alabama, Mississippi, Louisiana, South Carolina, North Carolina, and Tennessee. With more than 1,000 satisfied clients having benefited from more than 2.2 million square feet of installed space, and with advancements and enhancements made with the assistance of parent company, Vantem, Affinity can now proudly create more than three million square feet annually.

“Affinity has a strong track record of building high-quality, climate-resilient homes—and that foundation has been key to our 15-year milestone,” says Vantem CEO Chris Anderson. “This year, we reached another major achievement: building and delivering our one-thousandth home in the Southeastern U.S.”

When Affinity was brought into the Vantem family, it was clear that the factory had the right people, the right processes, and a deep understanding of what today’s homebuyers need, especially in the Southeast, he adds. “We saw an opportunity to build on that success, adding Vantem expertise in areas such as increased energy efficiency and management systems. We’re proud to say that at this 15-year anniversary, Affinity is delivering more homes than ever, and they are more comfortable and energy-efficient than any other homes in the market.”

As part of the Vantem family, the company is focused on transforming how housing is built—not just in modular, but across the broader construction landscape—and Affinity plays an important role in that vision. By integrating Affinity into Vantem’s network as the single-family housing solution, alongside other companies, the group has been able to deliver smarter, faster, and more sustainable housing solutions at scale.

Sustainable housing means Zero Energy Ready Homes, and over the past year, Affinity has made great strides in this area by building homes that meet these standards. “This puts us in the lead against any other modular builder and among a small group of elite builders nationwide operating at that level of performance,” Anderson says. “And it’s exactly the kind of forward-thinking approach we encourage across all of our companies.”

Delivering energy-efficient housing without a premium cost is a core goal for Vantem, he adds, and the new ZERH homes being built meet that goal.

The importance of maintaining sustainability both at the company and within the industry is also evident in the newly installed solar panels at Affinity’s own facility, a move that aligns with Vantem’s broader commitment to sustainability. “We believe the path to decarbonizing housing starts not just with the homes themselves, but also with how they’re built,” Anderson says. “Making our operations more energy-efficient is one way we’re leading by example.”

Factory-built construction is already a more sustainable method of building, he adds. It produces less waste, uses materials more efficiently, and takes place in a controlled environment that minimizes energy use during production. Adding solar panels was a natural next step in that process. “We’re proud of that investment, and we see it as just one piece of a larger strategy to improve the sustainability profile of our entire supply chain and production network.”

In terms of current and upcoming projects, the company is producing units that will serve as standalone housing on resort properties, an innovative use of modular construction that allows developers to stay on schedule, reduce site disruption, and confidently plan around fixed delivery dates.

“These homes are built to the same standards as our traditional residential offerings and reflect the flexibility of factory-built housing to meet a wide range of market needs,” Anderson says. “We’re excited to see these projects take shape later this year.”

Affinity’s ongoing commitment to building design and sustainability has resulted in significant recognition in the industry, particularly with a 2024 MHBA (Modular Home Builders Association) Award. “We were thrilled and honored when Affinity received the 2024 MHBA Home of the Year Award,” says Anderson. “Not just because of the recognition, but because it reflects the level of care and quality that go into every home we build.”

He also wants to take a moment to recognize how important the Modular Home Builders Association is to the industry. “It’s incredibly valuable to have an organization that advocates for modular construction, engages with policymakers, conducts research, and pushes the broader construction conversation forward,” he says. “We’re proud to be a member, and receiving this award from such a respected organization means a great deal to us.”

That said, the company wouldn’t be what it is without the partnerships that bring its homes to fruition, especially its builder network that plays a vital role in finishing Affinity products with craftsmanship worthy of winning awards. The home that received the 2024 award—located in Cashiers, North Carolina—is a perfect example.

“Set against a mountain landscape, it was beautifully completed by one of our highly respected builders, featuring custom finishes that elevated every detail,” Anderson says. “It’s a great reminder that modular construction isn’t limited in style or sophistication—and it’s our builders who help bring that full vision to life.”

When it comes to challenges, like many businesses in the industry, Affinity has navigated supply chain disruptions, evolving energy codes, and rising material costs—all while scaling to meet growing demand. “But those challenges have pushed us to be more agile, more efficient, and more strategic,” says Anderson. “At Affinity, we’ve worked closely with the team to streamline operations, elevate energy performance, and take meaningful steps to enhance the overall quality of our product.”

One example is a recent effort to raise the standard offering in the homes: increasing ceiling heights, improving trim packages, and upgrading product brands to reflect the level of quality Affinity is known for. “These aren’t just upgrades; they’re part of a long-term strategy to deliver more value and a better living experience through increased comfort in the homes our customers deserve.”

Looking ahead, Affinity is focused on expanding the impact of its single-family housing solutions, and will continue to play a key role in that arena as it refines offerings, increases capacity, and continues investing in smart building practices. “One major milestone we’re preparing for is the introduction of new product lines that deliver on comfort, performance, and value,” Anderson adds. “That’s all part of our broader effort to make high-quality, energy-efficient homes more accessible.”

Indeed, Affinity’s ability to take a “solutions-based” approach to solving the housing challenge is particularly noteworthy. By partnering with builders and developers, Affinity can provide the customized solutions they need to be successful—building homes that can withstand wind speeds of 180+ mph in coastal markets, for example. By being part of the Vantem family, Affinity also counts on the support of a strong organization with deep experience in the sector.

“We’ve made a conscious effort to raise the bar on what homeowners can expect from a factory-built home,” says Anderson. From higher ceilings to upgraded finish packages and brand-name product integrations, Affinity’s goal is to deliver homes that don’t just meet expectations—they exceed them. “That level of quality, combined with energy efficiency and scalability, is what continues to differentiate us in the market.”

The post Make it Modular: Factory-Built Homes Create a Lasting Impression<p class="company">Affinity, a Vantem Company</p> appeared first on Construction In Focus.