“The construction industry must immediately address three critical challenges, with the first being the urgent shortage of skilled labor across nearly every trade,” said Joseph Vig, CEO of JS Vig Construction Company in Metro Detroit. “Second is the need to integrate AI into a seamless, collaborative process of design-permitting-construction. And the third is the demand for smart building systems and technicians who can improve the performance, data intelligence and adaptability of the built environment.”

The program, which is offered by the Tishman Construction Management Program (TCMP) through the Civil and Environmental Engineering Department, will support students who have completed their undergraduate studies as well as seasoned industry professionals who have an interest in architecture, engineering, and construction.

The online program will complement the existing residential Master of Science and Engineering degree in construction and engineering management, which was been offered since 1954, notably the first of its kind in the United States.

Students on a full-time schedule can complete the degree in eight months, whereas it will take part-time students up to five years to complete the 26-credit online program. They also have the option of starting with the program’s stackable online Construction Engineering & Management certificate, which allows them to complete up to six credits before formally applying to the master’s program. Once completed, those credits can count toward the degree, saving student both time and money.

Applications for the Fall 2026 term close on June 15.

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40 professionals aged 40 and under will be honoured for their work influencing projects, teams, and processes—from jobsites and fabrication floors to engineering and design—at the only event where the metal construction industry comes together to make decisions, build partnerships, and shape what’s next.

“The program spotlights professionals who are already making an impact across the metal construction industry while also representing its next generation of leadership,” said Judy Geller, Vice President of Trade Shows for PSMJ Resources, Inc., producers of METALCON. “These are individuals driving projects forward, improving how work gets done and helping shape where the industry is headed.”

Nominations are now open and can be submitted via the online nomination form by the July 21, 2026 deadline. Honourees will be selected by a cross-industry panel based on achievement, leadership, innovation, and overall impact.

“As METALCON marks its 35^th anniversary, this program is about elevating the people who are actively shaping the industry’s direction,” continued Geller. “40 Under 40 puts their work—and their impact—front and center where the industry comes together.”

Selected honourees will receive industry-wide recognition, including a featured profile on METALCON.com, promotion through email, social media, and trade publications, and recognition onsite at METALCON 2026, taking place October 7–9, 2026, at the Orange County Convention Center in Orlando, Florida. Honourees will also be invited to a Future Leaders networking reception.

Eligible nominees must be 40 years of age or younger and actively working in or contributing to the metal construction industry. Candidates may be nominated by peers, managers, employees, or other industry professionals, or may self-nominate with an external reference.

The program aims to elevate the professionals who are driving innovation, improving processes, and leading teams across the industry today—those helping define how the industry continues to evolve.

Honourees will be announced in September and formally recognized during METALCON 2026. For more information or to complete a nomination form, visit www.metalcon.com.

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Crude petroleum increased 11.3 percent, unprocessed energy materials were up 9.2 percent, and natural gas prices were up 4.9 percent for the month.

“Construction input prices surged again in April,” said ABC Chief Economist Anirban Basu. “Input prices have now risen more during the first four months of 2026 (6.2%) than over the prior three years (4.8%). While much of the recent rise can be traced to soaring oil prices, escalation was widespread in April, with tariff-affected materials like iron and steel posting particularly large price increases.

“In addition to the direct impact of this reemerging materials price escalation, too-hot inflation data coupled with upbeat labor market indicators suggest that the Federal Reserve is unlikely to cut rates this year,” said Basu. “While contractors remain busy, according to ABC’s Construction Backlog Indicator, these cost pressures will likely weigh on construction activity over the coming months.”

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As we shift away from the notion that buildings should operate like mechanical, cookie-cutter designs that leave us uninspired and disconnected from ourselves, each other, and the structures we inhabit, our only viable alternative is to aspire to buildings that are planned and treated like living organisms in harmony with their occupants, society, and natural surroundings.

In contrast to the Brutalism of the 1950s, with its harsh lines and raw concrete envelopes, Living Systems Theory offers a more ecologically intelligent alternative. LST aims to create environmentally aligned cities and homes where living systems comprise humane habitats, restoring humans to an inherently cohesive relationship with nature. In many ways, LST represents the physical manifestation of forward-thinking principles for the future of construction.

By creating buildings that adapt to humans in a modern, biophilic sense—providing ample natural elements within living systems rather than forcing humans to adapt to concrete boxes—developers and designers who support regenerative urbanism are gradually starting to bring healthy, complete natural systems into the larger urban and home design picture. Living buildings can and must become commonplace.

As the number of buildings designed based on this theory grows, stimulating interactions between inhabitants and nature, these homes can develop into self-sustaining systems. This shift can create urban landscapes that are sustainable almost automatically, aided by proper long-term maintenance and management, of course. The concept also invites designers to look to nature for new, low-impact material solutions that employ innovative, earth-regenerating methods, such as growing architectural elements from mycelium or fungal roots.

Since such buildings require understanding and insight for management and maintenance, it is crucial to weave occupant participation and intergenerational sustainability into the foundational planning. This notion is underpinned by general systems theory. As Elaine Parent of Concordia University points out, emergence and interaction are pivotal to the development and survival of systems. Therefore, any system inherently implies sets of interacting units establishing relationships, the absence of which denies the existence of a system altogether. Where there is no interaction or exchange, there is no system, and consequently, no life, activity, or LST.

Developed by James Grier Miller, Living Systems Theory provides a framework in which life is composed of eight self-organizing, open environmental systems that thrive through mutual engagement and the exchange of information, energy, and resources among cells, organs, organisms, groups, organizations, communities, societies, and supranational systems. Ensuring the survival of this eight-tiered system through homeostasis, 20 living processes are considered critical to the overall well-being of all living systems, organisms, and entities, including businesses and organizations.

Whether a system is simple or complex, well-developed dynamic systems in design and construction are supported by subsystems that capture and store resources like energy and water, facilitate service distribution, and manage waste in nature-supporting ways, such as converting waste into fuel or compost. It is also important to consider how a building, or collection of buildings, “lives” and “breathes” in unison with its environment.

Questions regarding how to manage temperature, mitigate pollution, and assess how occupants contribute to overall climate efficiency, alongside how these buildings are managed for optimal environmental performance, become critical during the design process. Other key considerations include social interaction in spaces where communities can develop and connect—sharing meaningful pastimes like learning new skills, enjoying a library, practicing hobbies, telling stories, making art, and learning to repair items. This communal focus creates memory and heritage for future generations.

In this way, buildings do not simply “think” and “sense” through AI and monitoring technology alone; they develop hearts and souls, becoming living entities through the individuals and families who inhabit them. Real estate entropy, which currently leads to the conversion of thousands of empty buildings across the continent into hotels and other commercial enterprises, can do much more than support the economy. By integrating valuable insights from the social sciences into regenerative urban design, we can create holistic living systems where humans and nature flourish together, rather than merely survive.

What would such an ecosystem of buildings ideally look like? Firstly, they would evolve to use non-toxic, earth-friendly materials that completely biodegrade in a short timeframe when returned to the soil, nourishing it rather than contaminating it, as microplastics do. Light and air quality would be carefully managed for the optimal comfort of humans, plants, and animals alike. This would primarily be achieved through good design and specialist engineering, with technology playing a supportive role in managing processes like temperature control as needed.

By allowing design and engineering to lead, environmentally friendly ancient design concepts—such as wind towers for natural cooling—can help prevent buildings from developing overly heavy technological footprints, which come with challenges like over-exploiting rare earth minerals and the need for regular upgrades that generate waste that typically ends up in landfills or broken recycling loops. These contributing aspects can now be measured to calculate the LST compliance of structures.

The Living Building Challenge raises an important question: what if every single act of design and construction made the world a better place? To truly achieve this, every fully certified Living Building must have a regenerative impact on its surrounding natural and human environment, maintain its resource boundaries while sustaining self-sufficiency, and provide occupants with clean, naturally harvested water, air, light, community, and food to live connected, mentally, spiritually, and physically rewarding lives.

Despite numerous public buildings already constructed in adherence to this strict discipline, there remains significant room for growth in the sector, especially in urban settings. Currently, there are only two homes fully certified under the Living Building Challenge in North America. The first is Desert Rain, built by Barbara Scott and Thomas Elliott in Bend, Oregon. Designed by Tozer Design, the 0.7-acre compound was completed in 2013 and features filtration and rainwater collection to fully sustain its water needs. It is entirely off-grid, with composting toilets and an on-site greywater treatment system running in a closed-loop cycle. This building demonstrated net-zero performance in waste creation, water, and energy consumption over a one-year cycle, making it a superlative example in global living systems construction.

The second residence is located at Beacon Springs Farm near Ann Arbor, Michigan. Known as Burh Becc, this project comprises a 4,981-square-foot farmhouse and a 2,446-square-foot barn on a 15-acre plot. Designed by Michael Klement and Susan Karczag of Architectural Resource, LLC, it complies with all living systems requirements and scores highly on health and happiness through its beautiful design. It also offers biophilic elements by providing wholesome produce to locals. Classified as a civilized environment for being a fully operational dwelling, it encourages arriving at the front door on foot and rates high on equity. From the materials used to how the house functions, the awareness of doing no harm to its environment, and its material choices, Burh Becc stands as a beacon of hope for future developments following the principles of Living Systems construction.

When Living Systems Theory is applied to home and urban design, mirroring the inherent wisdom of how forests and other natural organisms thrive, regenerated societal interdependence, the flow of relationships and resources, and adaptation in response to feedback loops can make the homes and cities we occupy far more beautiful, peaceful, and resilient—all while human cognitive and relational performance improve and happiness follows.

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Five years ago, the United Nations (UN) Environment Programme noted that the world’s cities are warming up twice as fast as the global average. It also noted that over 350,000 deaths in 2019 were attributed to climate-related issues. Considering that just under 5 billion humans are estimated to live in cities, according to the UN, implementing proven solutions sooner rather than later appears advisable.

In the world of construction, creating cooler environments hinges on reducing the effects of heat islands—radiation from concrete, asphalt, and other hard, impermeable, manmade surfaces. Therefore, beyond creating tree canopies and verdant parks (which must cover at least 30 to 40 percent of any given urban area to be effective), mitigating the heat absorbed (and later released) by buildings is the next line of defense to help prevent urban meltdowns and save energy.

Weatherization, in this sense, can be achieved in a few ways. Firstly, deflecting heat by painting roofs in light, cool colours like white and blues or choosing natural roof tiles in lighter hues can reduce roof temperatures by around 50 degrees Fahrenheit, according to the United States Federal Government. Furthermore, wood shingles, or shingles treated with ceramic-treated granules, are also options to reduce the effects of heat islands in cities. Such materials not only offer greater comfort but also reduce the need for air conditioning, thereby helping to reduce the volume of chlorofluorocarbons (CFCs) being released into the atmosphere, where they trap heat, contributing to temperature rises.

In Canada, researchers are reportedly leading the development of engineered smart pigments designed to reflect infrared and ultraviolet rays beyond simply using lighter colors. This is achieved through a process referred to as thermal emittance (the speed at which a roof releases absorbed heat) and solar reflectance. One company, Green Metal Roofing and Manufacturing, recently released just such a product in its reflective metal roof coatings range.

“When considering sustainable building materials, the energy efficiency of a reflective metal roof makes it a leading contender for a green home,” the company’s website states, counselling end users to consider using products with a comparatively high solar reflectance index (SRI). Another Canadian product of this type is SOPRASTAR by Suprema, a cap sheet membrane for roofs lined with reflective granules. There is also Deksmart’s Cool Colors Technology based on the same premise, which relieves infrared radiation on decks by 80 percent, according to the company.

What’s old is also new again, and the U.S. federal government is now suggesting private incentives for the installation of green roofs in areas where the weather permits. Popular for their cooling effects through the transpiration action of plants, whereby water vapour is released into the air through the surface of each leaf, green roofs essentially provide natural air conditioning, relieving the need for electrically powered air conditioning by over 70 percent, according to a National Research Council of Canada study.

The consensus amongst leading urban designers across the globe, therefore, remains to focus on incorporating as many natural elements as possible to help cool cities down. Inspired by Middle Eastern wind towers, Madrid, Spain has built a spiral wind garden filled with ferns and moss. Based on the premise that the spiral draws cool breezes down from the treetops to reduce heat by four degrees Centigrade, the effect is so successful that hopes are that fewer Madrileños will escape to the seaside each August. Elsewhere, in Asia, sponge pavements, or pavements where water can permeate the surface thanks to natural infrastructure, prevent overheating through evaporation. Cities like Bangkok, Thailand and Athens, Greece are also turning forgotten plots of land into pocket parks to help improve temperatures.

Closer to home, cities are also working hard to plant trees and create green belts to ease the heat. According to Axios.com, Raleigh, North Carolina harnesses digital heat mapping software by Esri to guide its work on establishing greenery in areas needing temperature relief. These efforts are made possible by financial support from the National Oceanic and Atmospheric Administration (NOAA) and the Inflation Reduction Act. As it turns out, the city discovered that its least foliage-dense areas were also its historically underserved areas. Tackling this long-overdue task, citizens in low-income areas are now enjoying the fruits of recent investments.

Initiated in 2021, the Street Tree Equity Project endeavours to provide trees equally and equitably throughout the city. To date, two plantings since 2023 have seen 700 trees established in areas where they were lacking, with a third planting period kicking off in January last year. Now, the city even provides a map indicating the location of each new tree. In addition, following further investigation by Raleigh authorities into heat remedies, old-fashioned titanium dioxide, a reflective white, insoluble pigment used in sunscreens and as a colorant in paints, has been identified as the ideal material to apply to roads to remedy excessive heat in certain areas.

Work continues across the continent. While the United States Environmental Protection Agency published a notice in February this year advising that green infrastructure should be used to reduce power demands driven by cooling and heating devices, it also suggested collaborating with non-profits already established in the greening effort to enhance participation and drive canopy expansions in cities.

Perhaps one of the most exciting, fresh concepts, however, is that of peri-urban agriculture (PUA), a concept gleaned from time-series satellite observations over China. As arable farmland comes at quite a premium at best and is near impossible to obtain in densely populated urban areas at worst, a report published on nature.com notes that crops planted on the outskirts of smaller cities can potentially affect larger weather patterns. “By analyzing the interplay of biophysical factors, such as radiation, convection, and evapotranspiration, urban planners and policymakers can identify specific areas that require intervention through PUA management,” it states. Considering such an intervention, we may soon see the advent of the rural city of the future.

Ultimately, the effort to cool our cities will require a blend of innovation, policy, and a renewed respect for the role nature plays in the built environment. From reflective roofing materials and green infrastructure to equitable tree planting initiatives and peri-urban agriculture, communities across the globe are demonstrating that meaningful solutions already exist. As urban populations continue to grow and temperatures rise alongside them, the challenge now lies in scaling these strategies quickly and collaboratively to create healthier, more resilient cities for future generations.

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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.