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.

New home buyers tend to focus on aesthetics, like kitchen countertops and cabinetry, says Construction Manager, Jason Cabrelle. “A lot of people take energy efficiency for granted—until they see the savings on their hydro and gas bills.” In the past few years, Park View Homes has focused even more on its commitment to creating properties of the highest standards, and this includes what Cabrelle calls “behind-the-scenes” activity, like air barriers and mechanical systems.

Going “airtight”
Around 2022, Park View started as an ENERGY STAR^® for New Homes Standard builder. Only builders licensed by the Government of Canada “can promote themselves as ENERGY STAR^® builders and can apply to have their homes ENERGY STAR^® certified,” according to regulations.

Owing to the program’s exacting standards for new homes, there were some growing pains surrounding airtightness. “We air test every single one of our houses, which, at the end of the day, gives people more comfort in their homes,” Cabrelle explains. “We want to make sure that you’re as comfortable as possible in your house and that your house is as efficient as possible.” Some of the many advantages of airtightness include fewer drafts, greater comfort, a healthier and quieter home, reduced heating and cooling loads, and less energy waste.

Far from just talking quality, the company measures it, air testing every single house for potential leakage. “Testing each house keeps us accountable; we can’t get away from the results,” Cabrelle says. “We have to honour them. It’s not just that we say, ‘we are ENERGY STAR^®,’ it’s that we are tested, and we live up to it.”

To ensure houses meet rigorous standards, the company works with a third-party energy advisor on energy efficiency designs. Once homes are reviewed and signed off, they receive an ENERGY STAR^® sticker. And Park View has been featured several times on Homesol’s social media as a ‘Tight Home of the Week.’

“Because our homes are so energy efficient, it helps homebuyers qualify for green financing options,” says Cabrelle of the RBC Green Home Mortgage Program, where buyers have the option to extend their amortization period to up to 35 years (compared to typical amortization periods, which are usually a maximum of 30 years).

Attention to detail
Starting as a site supervisor and working his way up to Construction Manager, Cabrelle has seen plenty of changes to Ontario’s home-building sector over the past 14 years. Regardless of home model, location, or price point, all Park View homes are created with the utmost attention to detail and a tight build process.

“We take a custom home feel and quality and transfer that to all our homes, whether it’s a single home or townhouse. We pay the same attention to detail to all our products. It really raises the consistency of our final build quality and the comfort of our houses,” he says.

“People are extremely happy with us as a company and with our communication and attention to detail. We aim to exceed expectations, and number one is our attention to detail. We take pride in our homes and in ensuring the buyer is happy. For me, it’s about building relationships and making sure those homeowners are happy. I don’t think a lot of companies do that; they are just there to build the house and turn away.”

Bellamy Farm Phase III
Founded in 2002, family-owned Park View Homes focuses on secondary markets, which are largely more rural than urban. The company is proud to be part of the Greater Ottawa Home Builders’ Association (GOHBA), the Ontario Home Builders’ Association (OHBA), and the Lanark-Leeds Home Builders’ Association (LLHBA).

Much of the company’s marketing is in two significant categories: downsizers and first-time homebuyers. Believing that high-quality houses built without cutting corners should be within reach, Park View Homes properties are priced in the low $400s; some, like Bellamy Farm Phase III, start at $379,000. And Park View Homes is offering a promotion on select inventory homes where only a $5,000 deposit is needed to secure your new home.

In the heart of Smiths Falls, Bellamy Farm Phase III is in an area known for its stunning natural beauty. Just an hour’s drive from Ottawa, Smiths Falls boasts small-town charm and nearby amenities like shops, restaurants, and medical facilities, without the stress of big-city traffic congestion and noise. Three home styles are available—Garageless Bungalows, Bungalow Townhomes, and Two-Storey Townhomes—all beautifully designed with ENERGY STAR^® efficiency.

Attainable bungalow townhomes have the option of one or two bedrooms. About 1100 square feet in size, bungalows have a finished basement and are completely freehold. Along with a driveway, the properties have sheds ideal for tools, recycling bins, and other items. Equipped with a heat pump, these homes run an 8kW backup electric heater as secondary heat in the system.

“Those specific buildings—with some changes in our paperwork—could be registered as Net Zero Ready homes,” explains Cabrelle. “The quality is exactly the same as in our $1.5 million homes, as far as finished quality goes.” Creating houses that balance craftsmanship and attention to detail with energy efficiency is a team effort.

Something for everyone
Along with Bellamy Farm Phase III, Park View Homes has two other main subdivisions underway in the Ottawa area: Russell Ridge estates in Marionville (just outside of Russell), and Merrickville Grove in the heritage village of Merrickville. Combined, these three subdivisions cover the varying tastes and needs of many different buyers, from singles to young couples looking for their first house, to families with children, to older empty-nesters seeking the peace of a laidback, rural lifestyle.

Established in 2021, the Russell Ridge community consists of spacious homes on three-quarter-acre country lots with nearby nature trails and quiet country roads. Available in three, four, and five-bedroom designs with optional finished basements, Russell Ridge embodies the finest in construction and efficient ENERGY STAR^® design.

With just 24 homes and no through streets, Russell Ridge is tranquil, secure, and exclusive. With nearby access to schools, shops, and restaurants, easy access to Highway 417, and a 25-minute drive from the east end of Ottawa, this community is perfect for hybrid workers and families alike. Built to order in about 12 months, the Sussex Craftsman Model measures 2,250 square feet and is priced at $1,069,000.

The company’s Merrickville Grove is an 83-home community near Merrickville’s historic Main Street. Known as the “Jewel of the Rideau,” the development is five minutes on foot from the Rideau Canal, coffee shops, quaint local stores, and restaurants. These bungalow townhomes and two-storey townhomes start at an attainable $499,900.

With nearby parks, schools, shopping, and safe, quiet streets, Merrickville Grove is the perfect place for young couples to raise a family and for active retirees who want the comfort of a home with low maintenance. It is a quiet place where homeowners can walk downtown, grab a coffee or a meal, browse shops, and say hi to neighbours. And, to give back to the municipality, Park View Homes hired a company to build a park with structures for everyone to enjoy. Most times, builders will save the park until the very end of the subdivision development; Park View did the opposite. By installing the park early in the construction process, buyers were able to enjoy it as their homes were being built, and locals could take advantage of the space. “We try to help out the communities we work in,” says Cabrelle. “Recently we helped put a new deck and accessible ramp on the public library in Merrickville at no cost.”

Living its values
For most of us, buying a new home is not only a big financial investment, but an investment in the lives of our families. Realizing this, Park View Homes treats homeowners and potential buyers with the utmost respect and integrity. “It’s all about things like that, the relationships we build with homeowners,” says Cabrelle. “We give everybody the same treatment.”

Focused on more than product, Park View Homes builds not only homes but entire communities, and the company’s team stands behind its proven track record of over 1,200 houses constructed to date. “For me, that’s an important thing, where we can help out and show that we aren’t a ‘big bad builder’ who doesn’t care about homeowners,” says Cabrelle. “Actually, it’s the complete opposite; what we care about is that the homeowner is happy with their home and community,” he says.

“We are super proud to be building in those communities, and proud of where we’ve come from. We’re proud to be focusing on home comfort and making sure that we exceed expectations while we try to give them the best experience, start to finish.”

The post Crafting with Care<p class="company">Park View Homes</p> appeared first on Construction In Focus.

From modern townhouses to traditional single-family homes, the Ridgeview team takes pride in seeing every project from their client’s perspective while going the extra mile to deliver every project on time and on budget. Thanks to vigorous growth, the builder is now also exploring multi-community expansion. And its custom support does not end with designing and building; the company also helps new arrivals to its service area making the transition from their cities of origin to the Waterloo Region.

Established in 1997 by George Mouradian, Ridgeview Homes has built over 1000 signature homes stretching from Kitchener to Woodstock and London to Stratford. And, as quality never ages or goes out of fashion, its timeless designs make for homes that people genuinely relish living in. “Our homes are thoughtfully designed for the way people live today, creating spaces that balance beauty, comfort, and functionality for modern lifestyles. While a dedicated drafter creates the drawings, the overall design is a team effort. We are creating a product that people love and enjoy for years to come,” says Aleena Kabajouzian, Office Manager.

As a result, the company’s products are extremely popular, often being snapped up almost as quickly as they can be built. A recent project in Cambridge’s Moffat Creek community illustrates this momentum perfectly—entire blocks of townhomes were purchased in what felt like the blink of an eye. Buyers can visit the Moffat Creek Sales Centre & Model Home at 210 Green Gate Blvd in Cambridge, Ontario to experience the community firsthand.

In Westwood Village, the same excitement surrounds a subdivision of single-family detached homes. Demand remains strong, with a new model home opening soon for prospective buyers.

The company is also seeing great interest in its Heathwoods community in London, Ontario. Homebuyers can explore the Sales Centre & Model Home at 6973 Heathwoods Ave in London, Ontario, where thoughtfully designed homes offer modern comfort in a growing neighbourhood.

Lucky for customers ready to secure their dream home, even more developments are on the horizon. For more information on all of Ridgeview’s communities and upcoming developments, visit www.ridgeviewhomes.com.

While the company’s business model appears at first to focus on an “exclusive” approach, this is really just a great way to ensure that the team builds real, in-person connections with those who reach out to its expert sales teams. In this way, Ridgeview’s approach provides discerning locals with architecturally refined homes that are thoughtful and inclusive, especially considering the attention to detail the company puts into its efforts.

The approach is working. Ridgeview’s reputation has cultivated a loyal following, with many new clients discovering the builder through referrals from friends, family, and colleagues who have experienced its homes firsthand. In addition, property owners often seek out the company to develop land they own, resulting in a steadily growing list of prospective clients. With its sister company, Studio 334, handling interior design and décor, Ridgeview offers all-around contemporary excellence. To deliver an optimally comprehensive service, it also shares its showroom with Tricity Wholesale Flooring. The showroom offers a one-stop shop with a wide selection of outstanding flooring, home décor, small furnishings, bathroom fixtures, vanities, and tubs. There is something to suit all tastes, and this service comes with complimentary quotations.

Complementing Ridgeview’s offerings, Studio 334 turns renovation visions into reality, providing a seamless, full-service experience from concept to completion. From initial design consultation to project management and final finishes, the team ensures every detail is carefully executed, delivering homes that are as functional as they are exceptional in style. Studio 334’s impressive showroom, located at 334-A Manitou Drive in Kitchener, offers an inspiring destination for homeowners, designers, and builders alike. The thoughtfully curated space invites clients to tour and experience unique home décor pieces, premium bathroom fixtures, stylish vanities, and quality flooring—each display designed to spark inspiration and help bring every design vision to life.

Ridgeview Homes provides end-to-end service, handling structural design and permitting to deliver a truly streamlined and stress-free building experience. Each home also comes complete with a comprehensive design meeting where every detail, from flooring to cabinet finishes, is discussed and decided upon. To ease the process, a selection of harmonized design packages offers distinct styles that help save time and make the experience less intimidating for those looking for expedited style. “Clients have the opportunity to personalize every detail from start to finish, with our project coordinators, Erin and Katrina,” Kabajouzian says.

While many new homeowners are wary of what appears to be a daunting process at the outset, they have the reassurance of being supported every step of the way by the Ridgeview team—all while being protected by a new home warranty, backed by Tarion. “We all try to follow the Tarion Home Warranty Guidelines to make that transition easy for homeowners,” Kabajouzian continues. With expert guidance tailored to suit every client’s vision and investment goals for their home, there is simply no room for hesitation when working with this formidable team.

Focused on expansion, the company’s team has welcomed the recent second phase of developments at their Westwood Village site in Cambridge, which is well underway. As one of its highly desirable communities, many of the buyers here are returning customers who already live in the area. On the flip side, newer buyers also favour the Moffat Creek site, especially for its strategic location in Cambridge, conveniently located near urban amenities and the 401 highway.

To truly appreciate Ridgeview’s quality and design, prospective homeowners are invited to explore the company’s meticulously staged model homes, where every detail reflects the firm’s commitment to excellence. The most recent is a fully-staged, detached four-bedroom model home in Westwood Village, Cambridge, containing everything its standard homes would include, featuring an intentional floor plan that delivers exceptional value. Homes like these have brought the company significant recognition when it received the Builder of the Year WRHBA Grand SAM (Sales and Marketing) Awards of Distinction from the Waterloo Region Home Builders’ Association in 2020 and 2021. Winning Most Outstanding Two Storey Design; Most Outstanding Bathroom in a Home; Most Outstanding Indoor or Outdoor Living Space; Most Outstanding Home Renovation or Conversion; Best New Homes Sales Office/Presentation Centre; and Best Interior Decorating – Model Home/Suite, the team has made its mark on the local construction industry, proving that its skills and expertise are second to none. It even won an award for Model Home/Suite Under $30,000 when a unit called The Forest House took the limelight a few years ago.

The team is not all work and no play, however. Beyond being a close-knit group that spends ample time together outside of work, it also enjoys a good celebration, and so the company’s 25^th anniversary was celebrated in style with a memorable gala where suppliers, stakeholders, and trade partners joined to toast the great achievement.

As a committed part of the Waterloo Region Food Bank’s support network, this team also takes great joy in gathering donations around the holiday season. In this way, it has collected more than 400 meals for community members in need, and is also a collection point for its local toy drive.

With its noteworthy legacy in an ever-evolving construction landscape, Ridgeview Homes is dedication personified. From its office staff to its field teams, people here aim to please—no matter how much time and effort that takes—an attribute the company acknowledges with great appreciation for the people behind the work. “We have great site supervisors who really do work around the clock to make sure everything gets done in a timely manner for clients,” Kabajouzian says. As a company where establishing authentic connections and real-life experiences are more important than simply doing business as usual, nobody is ever reduced to a number at Ridgeview Homes.

The post Over 25 Years of Designing, Building, & Achieving<p class="company">Ridgeview Homes</p> appeared first on Construction In Focus.

Located in Minden, Ontario, Quantum Passivhaus prides itself on its prefabricated panels and energy-efficient building design, with construction techniques to help accelerate the North American construction industry’s shift to net-zero building standards.

The company was founded in 2017 by President and CEO, Abby Xerri, and his wife, Angie Horner, Vice President and COO, and the couple’s commitment to sustainability and innovation has created a client-focused company built on empowering people through a collaborative culture that is strategic, hands-on, and deeply invested in making “green” building accessible.

“They make a really good team,” says Eddie Faria, Head of Marketing. “Together they’re a good synergy of people.”

Xerri’s extensive construction background coupled with Horner’s passion for sustainability resulted in embracing Passive House construction as the way forward. “It was a good marriage of both their skills,” adds Faria. “They’re big on the Passive House principles, energy savings, and building in a way that’s future thinking, while also seeing the pitfalls of traditional construction methods.” With rising energy costs and the onset of tighter constraints and building codes—along with keeping in mind Canada’s 2030 net-zero goals—this was the perfect venture to tackle, he says.

Quantum Passivhaus analyzes construction needs at its factory in Minden, where it builds panelized walls that meet the absolute highest criteria of energy sustainability achievable in the world at two different levels: net-zero ready and above, and Passive House, the absolute best. “Three of our panels are Passive House certified, and in terms of sustainability, we’re not only focused on energy conservation, but also just green building in general,” says Faria.

Because Quantum can build panels in a factory and ship them to the site, there is far less site waste compared with conventional construction, allowing the company to construct on even rural sites with a minimal environmental footprint. “We’re really conscious of not disturbing the surrounding environment in a build site,” says Faria. “A lot of our clients appreciate that.”

In fact, much of the decision-making in terms of going with a Passive House stems from conscientious clients who don’t want to disturb the natural environment, and Quantum is able to mitigate that impact, a huge bonus in terms of energy costs. While perhaps not as noticeable—yet—in larger cities where natural gas is affordable, in rural communities, fuel sources can be much more prohibitive.

“Passive House just makes sense in terms of where the future is going, because the building envelopes are so airtight and well insulated that even a home up north loses very little heat,” Faria says. “The systems required to heat it are so minimal and highly efficient, there’s very little energy waste.”

Quantum, he adds, is focused on conserving as much energy as possible in the building envelope. Panels built in the factory are precision-engineered, whereas stick building adds to the framing time and risks exposing the building envelope to the elements for weeks or months on end. “Ours are precision-engineered and thoroughly tested before they go on to the site and are installed. Additionally, Quantum panels have minimal embodied carbon in them.”

While a Passive House purchase seems a natural—and smart—choice these days, education of both builders and the general public remains challenging in terms of cost, affordability, and benefits, both now and for the future. “It’s not really widely well-known yet. There’s still a lot of education that needs to happen in this space,” Faria says. “People hear Passive House and think it’s very expensive and only for people who have a lot of money. That’s just not the case, especially with panelized construction.” Quantum can assemble on site within a three- to seven-day span, which reduces costs and trade coordination in erecting the building envelope, making projects on par with standard construction.

“People don’t know enough about it, and some traditional builders are wary of it because it’s a completely different building methodology,” Faria says. “You have to think about airtightness first and getting a tight building envelope; that’s the priority. With all the techniques that come along with that, for traditional builders, there’s a bit of intimidation in terms of the learning curve and how to properly install Passive House.”

However, interest is rising as building codes keep tightening and energy costs go up, he adds, with more conversation now around energy efficiency and green building. And whenever Quantum does work with interested builders, the company trains them on site in how to properly install the building envelope.

“Expansion is definitely on the horizon,” Faria says of Quantum’s capabilities. “It’s a very exciting time for this because we’re seeing an increased interest, so it’s forced us to grow as a company pretty rapidly.”

Interest and education, of course, start with Quantum’s employees themselves, and how quickly they realize the benefits and advantages of Passive House building. “I learned as I worked here, and the light bulb came on. When I build my house, I’m definitely going to build this way. You get excited about it because you start seeing that this is a really high-quality product. They’re onto something here, especially on the panelized side of things and the speed and the efficiency at which construction happens. It’s really game-changing.”

Quantum’s panels comprise a floor, wall, and roof system, with all components built right in its factory, precision-engineered to a certain thickness that meets Passive House standards. Top quality material in terms of airtight layers and the membranes used ensures that moisture passes through the wall efficiently.

“The best way I can describe it is like Lego® pieces,” Faria says. “We build the pieces in the factory, and then we assemble a building on site using a crane so it goes together very quickly, again, because it’s essentially built in a factory beforehand.”

That being said, there is an extensive plan made out well ahead of time, he stresses. “This is a very technical field. There’s a lot of science and math that goes into everything we do compared to a normal code-minimum home. It’s very precise in terms of the calculations that go into a highly energy-efficient home.”

But the results are nothing short of amazing, he adds, with a focus on the end user’s comfort and overall experience. “A lot of what we’re hearing is the comfort aspect,” he says. “When you walk into one of these homes, you immediately feel a sense of deep peace because of how quiet it is, how much external noise is eliminated because of the quality of the insulation. A lot of our homeowners say that, when they have guests over, people sleep really peacefully.”

The air quality, he adds, is exceptional. “You get really high oxygen content, so you just feel good in the house—you’re able to concentrate longer and it’s dust-free. I’ve walked into four different homes, and the experience was immediately the same in every single one of the homes.” Every room is consistent in temperature and comfort, with no temperature swings and a “substantially” lower monthly energy bill owing to the combination of all Passive House principles.

“Owners are really impressed with how efficient the home is in terms of costs. We had a giant ice storm last year that knocked out the power in our area for about five or six days, and people were scrambling for generators; their homes were immediately cold. But in Passive Homes, people lost maybe three degrees over the course of six days.”

As time goes on, people will realize we’re all going to need these at one point and that they make the most sense, he adds. “That’s why it’s exciting to be in this field, because we can see the trajectory going in that direction as energy costs rise and code tightens.”

Faria—and the entire Quantum staff—works by the philosophy of CEO Abby Xerri, he adds, which is, ‘Everybody should have this.’ “At Quantum, we want everyone to have these homes. It’s not an elite-tier thing that only a certain demographic can afford,” he stresses. “Our goal is to make this available for everybody, and that’s why we also focus on those sustainable developments and affordable housing.”

The company also partners with and works closely with NRCan, with many of its panels going through rigorous testing in their envelope testing facilities. “They test how long our panels can sustain the wind and rain. They have facilities to do that,” Faria explains. “We work really closely with the government to develop the best possible product we can to help meet those energy goals in the future and rising energy goals in Canada.”

And it is the company’s panelized applications that help make its Passive Houses as accessible as possible, Faria stresses. “Not a lot of people know about the panelized approach and how it can save money down the road,” he says. “If you’re building a home you’re going to potentially stay in for the rest of your life, why not look at Passive House, which is the highest building standard in the world in terms of energy efficiency, and do it right? As energy costs rise, build a house that’s actually going to help you out in the future.”

The post Going Green for Good: Passive Housing Made Manageable<p class="company">Quantum Passivhaus</p> appeared first on Construction In Focus.

It is impossible to turn on the news today without hearing about Canada’s housing crisis. There is an urgent need to build almost five million new homes by 2035, which represents between 430,000 and 480,000 new housing units every year. Although 2025’s housing starts reached 259,028 nationwide—up 5.6 percent from 227,697 in 2024—there has been a dramatic shift to building units for rental rather than for ownership, and the country isn’t even coming close to the units needed to meet demand for our population of almost 42 million.

Factors behind the shortfall include everything from high development taxes to unnecessary red tape, wildly different building codes (even in the same city), NIMBYism, and more. The lack of attainably priced homes is a multifaceted problem, requiring a multifaceted approach.

All three levels of Canada’s government must come together to solve Canada’s housing challenges, says Kevin Lee, CEO of the Canadian Home Builders’ Association (CHBA), which represents some 8,500 builders, renovators, land developers, and others in the residential construction sector. For the past 13 years, Lee has been fully immersed in the challenges faced by one of the nation’s largest sectors and has led the charge in developing CHBA’s policy recommendations for the federal government on how to close Canada’s housing supply gap and help restore affordability for Canadians.

Some provinces stuck in neutral
Despite the urgent need for housing, some provinces have pulled ahead in housing starts while others have stalled. Recent Canadian Mortgage and Housing Corporation (CMHC) housing starts statistics reveal that Alberta—with a population of about five million—is pulling far ahead of 16-million strong Ontario. In the past five years, Alberta’s housing starts have jumped an impressive 71 percent, while Ontario’s have tumbled by over one-third. British Columbia isn’t faring much better. Significant differences in government-imposed taxes and charges in regions across the country have contributed to this discrepancy, says Lee.

“Ontario has become very expensive over time,” says Lee. “In the worst cases, government-imposed fees can now make up over 30 percent of the price of a new home.”

Across the country, municipal development charges (DCs) have increased by more than 700 percent over the past 25 years, says Lee, adding that they are a significant, yet often overlooked, factor driving up the cost of building new homes. For example, CHBA’s Municipal Benchmarking Study reveals that DCs have reached nearly $200,000 on a typical home in the Greater Toronto Area and almost $100,000 in the Greater Vancouver Area. By contrast, DCs make up less than $10,000 of a typical new home in smaller centres like Charlottetown.

In principle, DCs are intended to ensure that growth helps fund the infrastructure required to support it. However, over time they have expanded far beyond that purpose, says Lee. In many municipalities, DCs are increasingly used to help pay for broader infrastructure upgrades or to reduce pressure on property taxes for existing residents. As a result, those who buy new construction homes are often left paying for infrastructure that benefits the entire community, while also facing charges that are dramatically higher than those paid by previous generations of homeowners.

As result of the advocacy work of CHBA and HBAs across the country, the federal government recently stepped up alongside the province of Ontario to help municipalities reduce their DCs by up to 50 percent, with more supports for other province slated to come. This is an encouraging step, and Lee believes now is the time explore longer-term alternative funding models that distribute infrastructure costs more broadly across the tax base, as was more common historically. “There is a role for fee-for-use items such as water, wastewater, and transportation, and for allowing more municipal debt financing to occur. Instead, charges are put on the backs of new buyers on 25-year mortgages; they should instead be financed over the lifespan of the infrastructure—50 or 75 years—at the much lower interest rates that governments can secure, for example,” says Lee. “It’s time for a more long-term, balanced approach that would reduce the disproportionate burden currently placed on new home buyers, which would support increased housing construction and better reflect the reality that infrastructure investments benefit entire communities, not just those purchasing homes in new developments.”

Red tape and code changes add to home building costs
Many policies introduced at all levels of government—often without sufficient consultation with the residential construction industry—have added unnecessary complexity, delays, and expenses to the home building process.

While policy changes that strengthen building codes and regulations can serve important policy goals, they can also be costly, says Lee. In some cases, new requirements overlap with existing rules or impose measures that are not yet practical or cost-effective to implement. As these layers of regulation accumulate, they continue to drive up the cost of building homes, ultimately affecting housing affordability for Canadians.

To help prevent further pressure on housing costs, Lee recommends that all new policies and regulations be evaluated through a housing supply and affordability lens. This includes making affordability a core objective of the National Building Code and ensuring that regulatory changes that significantly increase construction costs are not implemented until viable, cost-effective solutions are available. In fact, at this point, CHBA has called for a full pause on changes to the national building code, and a revamping of the code development system. This is being done in Australia, which faces similar challenges, and needs to be done here too, says Lee.

Support needed for productivity improvements
Labour shortages have been an issue in the residential construction industry for years, and there are currently not enough construction workers to pursue federal housing targets, let alone meet the status quo. Recognizing this challenge, CHBA says support is needed in three areas: growing the domestic workforce; reforming Canada’s immigration system to welcome more newcomers with the skills to contribute to building more housing; and increasing productivity. Part of the problem is the federal government’s emphasis on Red Seal occupations and skills training for unionized labour, as well as its prioritization of highly educated immigration pathways.

“The fact of the matter is, outside of Quebec, 90 percent of the residential construction industry is not unionized,” says Lee, who is in talks with the federal government about recognizing the people who actually build houses and the skills required. Unions have their place, but Canada also needs to support the vast majority of the residential workforce, which isn’t unionized. The same goes for the apprenticeship system, which can be well-suited to non-residential construction, but so often doesn’t work for the workforce building housing.

“For example, the residential construction industry needs framers, who don’t have to be Red Seal carpenters to have very successful careers in the industry,” says Lee. “We need to revisit how we get those people trained, credentialed, and working. That’s a systemic issue we need to address.”

Lee further emphasizes the need for immigration reform. “In Canada, immigration works on a points system based on education and qualifications. At present, the people we need to bring in to build houses don’t score enough points in the current system, so they can’t immigrate to Canada, and this must be addressed.”

Another area of housing construction where there is enormous opportunity is factory-built construction. In 2017, CHBA launched its Modular Construction Council, which rightfully anticipated industry labour shortages and the need to increase productivity. While factory-built construction has its benefits—it’s faster, less labour-intensive, and reduces construction waste compared to traditional site-built methods—Lee says it’s part of the solution, but not a silver bullet. “Moving toward more factory-built construction is an important part of the future, but it’s not as simple as just switching over,” he says.

Among the barriers to scaling up, factory-built construction is often challenged by municipal building code interpretations, where the same house cannot be built twice across different municipalities, and sometimes even within the same municipality, depending on the interpretation of the individual building official. This is of course a huge barrier for site builders as well. “We really need to eliminate all those different interpretations and variances within cities,” Lee says. “We really need to get everything aligned. We can’t increase productivity when we are dealing with different rules [across or even within municipalities] like we are right now. Repetition is the key—to increase productivity, we need to be able to build the same units repeatedly—and right now, all the differences municipally make scaling up too difficult.”

CHBA’s Sector Transition Strategy well outlines the challenges preventing a widespread transition to factory-built construction and offers a multitude of actions governments can take to mitigate them and de-risk investments in these methods.

Come together
For sufficient housing to be built, all three levels of Canada’s government must be focused and aligned on the same strategies. “Should all these rules be aligned so we can scale? Absolutely!” says Lee. “We need to get everybody together to work on that—and it will have to come from all levels of government in coordinated fashion.”

In February, members of CHBA met with Members of Parliament in Ottawa for CHBA’s Day on the Hill. This saw CHBA delegates meet with 84 MPs about CHBA’s recommendations. One of the key issues was removing the GST on new homes, which, after extensive CHBA advocacy, finally came through in March for first-time buyers after nearly a year being stalled in Parliament, and was extended to all buyers for one year in Ontario through a joint deal with the federal government. Lee says it’s important that the GST relief be expanded to other provinces. Another was attacking regulatory red tape at the municipal level and being more flexible on zoning. For the construction of new housing to speed up, it is critical that these issues and others are addressed.

“We need to deal with taxes at all three levels of government,” says Lee. “The federal government needs to remove the GST for all buyers of new construction homes and renovations that create additional units of housing, like secondary suites and laneway housing in all provinces. For those provincial governments that have PST on new construction homes, they need to remove it. Municipalities also need to dramatically reduce their DCs and find better funding models, which CHBA is happy to see come through in Ontario. Those measures should help turn the market around in Canada’s most expensive regions as right now, the industry is seeing substantial layoffs, particularly in Ontario and British Columbia, which will permanently scar the industry in terms of workforce capacity moving forward. All three levels of government need to work together on issues like taxes, alternative funding models to DCs, more rapid approvals, and being smart with the building code and not too intrusive. This industry needs support to turn the market around. We simply can’t double housing starts with so many policy barriers in the way,” he says.

“There is a lot of systemic, three-level collaboration that could happen to help move things along.” These kinds of improvements, CHBA believes, can’t come soon enough.

The post Homes Over Headlines: Addressing the Housing Crisis<p class="company">Canadian Home Builders’ Association (CHBA) </p> appeared first on Construction In Focus.

“One of the things we’ve kept consistent through the different ownerships of Bercum, and even more so for us now, is quality over quantity,” says owner Bruce Young, who, after serving as both Site Supervisor and Construction Manager, purchased the company in 2022. “We’re not a high-volume builder; we’re very particular about our quality, and we attract clients looking for high-quality projects.”

Building a team with an impressive skill set to handle high-quality materials is vital for this approach and has proven invaluable. “We’ve been in business for so many years because of keeping the attention to detail,” says Young.

Allowing clients their privacy is imperative but can be challenging when it comes to advertising finished products, he adds. But it’s not about the Bercum brand; it’s about building for clients, such as NHL players relocating or retiring to the Okanagan; lawyers, doctors, business owners, and executives, some of whom are building second and third homes; or retirees moving into the Okanagan from different parts of Canada or the world.

“The Okanagan is quite a playground for those who like to be outdoors in the winter when we have good snow, mountain biking, hiking, or visiting wineries,” says Young.

When asked about the company’s advertising model, he says he doesn’t really have one, and that word of mouth has created a loyal customer base that gives Bercum what it needs to thrive exactly where it is. “We’re doing four houses every two to three years, and some renovations in between. But for the most part, we’re not looking to expand. Our clients expect a certain level of service. It’s very difficult to provide that service on a high-volume production building.”

At the moment, Bercum comprises Young and his wife, who own the company, and a staff of nine. “We work together, it’s manageable, and I can still have a life,” he shares.

Working with leading professionals, consultants, envelope engineers, and structural engineers has created a collaborative approach that also enhances education, especially as building codes continually change in Canada. “I’ve learned over the years that we’re continual learners,” says Young. “We look to improve on every project. One of our mottos is we’re never satisfied. We learn something on every project, and then we implement that into upcoming projects.”

Sustainability is another point of pride for the company, particularly when building amidst nature. As Bercum is often working on lakefront properties, the team takes great care to protect the water.

“Almost everybody on the team either mountain bikes or skis or likes to be out in nature,” Young says. “We build a lot of lakefront properties or mountain properties, and we are invested in them enduring for generations.”

This means providing, whenever possible, renewable energy—with the easiest being solar panels—but also harvesting rainwater and greywater out of the house, recycling it, and using it for irrigation and fire suppression. “Fire has always been an issue for us out here,” says Young. One particular project involved burying two large cisterns to collect water year-round and store it for use in both outdoor irrigation and supplemental city water to fight potential fires.

The company is also a net-zero builder and strives to provide those qualities whenever possible. “Our biggest attribute is we try to build really efficient homes,” Young says. Even in non-certified net-zero homes, there are still excellent insulation values.

“We love to be sustainable, but one of the things that gets a bit lost is that we can build a really efficient home now more than ever, and it doesn’t need to be done with renewable resources per se. If we use fewer resources, like less gas and less electricity, it’s actually much better for the environment.”

Bringing in employees who feel just as passionately about these attributes is a mainstay for Bercum, and one that has kept the company flourishing. “We’ve really tried to adopt a culture where people feel valued, and we’ve been able to retain our staff after we bought the company.”

Maintaining a positive culture includes getting together outside of work for ski days, mountain bike days, or winery days, along with a “pretty fabulous” Christmas party every year. “We really value our staff,” stresses Young. “We all live in the Okanagan because we want to live here, and we enjoy it. We value family time, so we don’t work weekends, and that’s non-negotiable with our clients.”

For Young, having a healthy staff and a healthy life is more valuable than being solely driven by the dollar, which only serves to burn people out. It’s an approach that calls for supporting staff as much as possible, whether that’s providing parental leave, supporting career growth, or encouraging clubs and teams; it’s all about creating a place where people want to be. “Work is hard enough, and I think this creates a sense of community,” he says. “I’m really proud of that. I was a cabinet maker, I’ve worked in the industry my whole life, and I’ve worked for some challenging people. I expect a lot of our staff, but I don’t do it in a way that’s demeaning. I always want to bring them up to the best of their ability.”

On every project that reaches the rough-in stage, all of Bercum’s staff participate in a walkthrough to share their thoughts and observations, fostering ideas from different perspectives and helping to create an ongoing collaborative environment.

Bercum is also fully committed to building to the client’s wishes. With homes ranging in size from 3,500 square feet to 11,000 square feet, there is certainly a wide variety, but most have a view of either mountains or lakes. Everybody wants large windows or sliding wall panels, and making those homes efficient is a unique challenge that Bercum is always up for.

“We’re legitimately a custom home builder,” Young says. “Our client comes to us with drawings already done, or with no drawings and we help them find an architect or house designer. For us, it really doesn’t matter what the design is; we don’t have a preference. We enjoy building all styles.”

Some of the biggest challenges the company has faced recently include building and coordinating complex homes with multiple challenges; working on building sites with steep slopes and bedrock; making expansive homes, with many large windows and sliding doors, as energy-efficient as possible; working with out-of-town clients; changing codes and requirements for home building in BC; building homes with unique elements such as rammed earth and gabion basket exterior walls with unique cladding materials; and the development of green roof systems within the workable parameters of the envelope. “We build a lot of lakefront properties that are on steep slopes, so we’re dealing with bedrock and challenging sites. We are working with a product called rammed earth, a natural building material made by mixing soil and cement powder and using a pneumatic rammer to compact the materials; this has been invaluable in the building process.”

As Bercum looks to the future, the company aims to continue doing what it does best, which means meeting and exceeding clients’ expectations; streamlining its process from the initial client meeting to the occupancy and turnover of clients’ homes; deepening relationships with trade partners; continuing to improve the culture; and developing strategies to ensure clear project parameters for each stakeholder from tender through to completion.

“What’s really important to me is continuing to meet and exceed our clients’ expectations,” Young stresses. “That’s a mainstay of the Bercum model. Our clients often ask us to do challenging things, so we take the time to figure it out.” Clear lines of communication from the office to the site to the client are made possible by Bercum’s taking on only a few projects at a time, affording the opportunity to provide every client with the care and attention they deserve.

Bercum’s clients hold the company to a high standard, and 99 percent of the time, their expectations are met. Young says it’s about doing your part, reading people quickly, and understanding what they want. “We’re the facilitator of building our clients’ dreams, but it’s our trades and suppliers that really do the heavy lifting of the project,” says Young. “It’s collaborative.”

It’s not all about Bercum, he adds; it’s about meeting clients’ expectations and ensuring the finished product is ideal, all while maintaining a company culture that matches the Bercum model. “That’s really important to me. Work takes up a lot of your life. We all have bad days, but if every day is a bad day, you should find something else to do.”

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