On June 26, the National Geographic Museum of Exploration opened its brand new doors at 1600 M St. NW in Washington, D.C. Since that grand opening, it has seen tens of thousands of attendees—families, individuals, school groups, private tours, courtyard parties and more.

National Geographic Society’s vice president of creative, John Boyer, says, “The goal has always been to open this to the public, to bring people in, to get them excited, to spark curiosity. Now is that moment and we’re excited to see people in the building. Let’s see their reactions, let’s get them excited about something. It’s surreal.” Boyer notes, too, that this renovation won’t stop in 2026—the space has been designed to be flexible, “to change and evolve as we move forward as an organization.”

But should this grand opening perhaps be considered a re-opening? The first installment of this article series relayed that the MOE campus comprises multiple buildings—Hubbard Hall (1904), named for the group’s first president, Gardiner Greene Hubbard; the administration building (1912-1913); the south wing and central pavilion (1932); the Stone building (1964), named for its architect Edward Stone; and a fourth modern wing (1984). Those buildings were brought together—literally—by contractors HITT and Hickock Cole to form the twenty-first century design.

If you think merging multiple centuries of construction sounds challenging, you’d be correct. Emily Dunham, the National Geographic Society’s chief campus and experiences officer, says, “One of the most challenging things has been the coordination: finishing the physical building while also finalizing all of the experiences, technology, exhibit cases and objects. Then, of course, things might arrive later than expected or aren’t working quite as we expected. We ended up with so many different vendors in the space at the same time.”

This is where having strong relationships partners and vendors—like HITT, Hickock Cole, Rolex, Cengage and more—proves symbiotic.

“That makes all the difference,” says Dunham. “Rolex is a 70-plus-year partner and has been supporting National Geographic and our explorers for decades. Telling the story of what an explorer is on the Rolex Explorers Landing and including that partnership is natural for us.”

Similarly, Cengage supports the Learning Launchpad. “They have been publishing National Geographic textbooks and other learning materials for a long time,” says Dunham. “And so they were the natural partner to sponsor the National Geographic Learning Launchpad, powered by Cengage. From the development of the physical space to the selection of exhibits to the feeling of the overall experience, having the right partners has made all the difference in completing this on time at the level of quality we always strive to serve.”

The quality of the campus is of course found within the information it showcases and the inspiration it instills, but the concrete, steel, sustainable ash wood, 3D-modeled features and temperature-regulating glass are of the highest quality as well, earning the building LEED Platinum.

On June 22, Construction Executive was invited to take a preview tour of the MOE, guided through exhibits by National Geographic Explorers from around the world.

The MOE covers more than 100,000 square feet, a boundary which begins at the grand entrance pavilion, featuring a larger-than-life version of the iconic yellow border and sweeping curved planters filled with bronze animal statues that inhabit island archipelagos, meandering glacier rivers and places in between.

A rooftop terrace overlooks the courtyard to host immersive nighttime experiences and other events, and a massive digital display wall projects film, photos and other media. A step inside the front doors brings you into the main lobby with a rippling skylight that enriches the entire space—from floor to 40-foot ceilings—with natural light, which gives the sense of being both high up in a rain forest and below the surface of the ocean all at once. Another high-tech video wall towers behind the welcome desk. Immediately to the left sits a new store and renovated cafeteria, but less immediately noticed is a model of the RMS Titanic in a repurposed staircase turned in-floor display. It was here that Bob Ballard, a Nat Geo Explorer-at-Large, who is also an iconic oceanographer, spoke about his helping discover the legendary vessel.

Then on to The Archives. Once inside and embraced between the bronze Nat Geo emblem on the floor and coffered woodwork on the ceiling, the past came alive via a welcoming digital presentation and Lee Berger, a paleoanthropologist and Nat Geo Explorer-in-Residence, who detailed his explorations into human origins in Africa and Micronesia—which have yielded discoveries of two new species of early human relatives. Some of Lee’s work can be seen in The Archives.

Then two masterfully crafted French doors open seemingly by magic into the Learning Launchpad sponsored by Cengage. This space is highly interactive, allowing students and groups to try their hand—or their foot—at trivia on their digital display floor. The Learning Launchpad also houses Kirsten Elstner’s National Geographic Photo Camp. Another Explorer-in-Residence, Elstner founded and directs the Photo Camp as part of her mission working with youth from diverse global communities to develop their own skills—and stories—through photography.

Just beyond the Learning Launchpad is the Geoverse theater, where Peruvian biologist Ruthmery Pilco spoke on her works in conservation and biodiversity projects in Costa Rica and Peru. This stop was highlighted by a theater viewing of a documentary excerpt on her work preserving the Ukuku—the Quechuan word for bear—in the Peruvian Andes.

Around the corner is the nearly 400-seat Grosvenor Auditorium—which will officially open later this summer.

A trip up the spiraling staircase takes you to the Rolex Explorers Landing where the pillars of Nat Geo—spark, impact, purpose and trek—shine. You will see artifacts like a bathysphere from the New York Zoological Society, an atmospheric diving JIM suit, an off-roading vehicle equipped with tent top and camera attachment, and more. This is where Steve Boyes, who launched the National Geographic Okavango Wilderness Project in 2015, spoke on his lifelong dedication to conservation of Africa’s wilderness and wildlife employing integrative and innovative methods.

Back down and to the right of the entrance is the photo gallery, which is grounded by a perimeter of static feature pieces—including the iconic portrait of the Afghan Girl from the 1985 cover—and a center selection which rotates a few times per year.

Lastly, the Photo Ark next to the photo gallery is completely curated by Joel Sartore, a Nat Geo photographer, conservationist, speaker, author and teacher. He spoke outside his own exhibit on the creation of the digital and interactive photo/video gallery, highlighting endangered animals and insects, species and landscapes with imagery taken at scale in accordance with their level of endangerment. The gallery will become a travelling exhibit after leaving the MOE at the end of this year.

Other hidden gems worth mentioning include the parametric molded cornice—a striking architectural feature on the facade echoing sand dunes that required complex 3D modeling never previously seen in the United States; the Magazine Gallery, digitally depicting every single published National Geographic cover to date; a Terracotta soldier from Emperor Qin Shi Huang’s famous Terracotta army; an exquisite mosaic of shimmering tiles in the shape of two massive jellyfish in the downstairs bathroom; and more you will have to see for yourself to believe.

For the day, the professional explorers brought the museum to life, embodying the depth, meaning and purpose behind Nat Geo’s larger mission, but if you feel you’ve missed out on the initial fanfare, fear not. The MOE will also feature regularly scheduled public programming including:

• Farmstand
• Trivia
• Nat Geo Nights
• Coffee With an Explorer
• Drinks With an Explorer
• Concerts in the Courtyard
• Pop-Up Talks With an Explorer

For the days to come, the future visitors are what will bring life to the museum. At the top of the tour, Nat Geo’s CEO Jill Tiefenthaler mentioned that this museum was, in fact, not built for the explorers met at each exhibit, but rather for the next generation of explorers. What Dunham hopes that future generations take away from their own tours through the MOE is a spark.

“We have a space on the Rolex Explorers Landing,” she says, “that’s called the Spark exhibition. It’s about different explorers sharing their own stories of inspiration—inspiration that for them changed the course of their life and gave them a purpose to pursue—in hopes of sparking questions that maybe someone hadn’t asked before; ideas that hadn’t been thought of. And what I hope is that every visitor has a spark moment, big or small. Everyone can be an explorer.”

Even without that iconic yellow border welcoming visitors through the new courtyard and into the new lobby underneath the new skylight, the MOE is unmistakable as a National Geographic creation. 

“It’s the wonders of the world on display,” says Dunham.

Boyer concurs: “It’s the stories of our explorers. It’s the mission of the society. It’s everything on display—the media, the animals, the sculptures, the portraiture. Everything is part of the mission and part of the storytelling of the wonders of the world.”

For information on museum hours, special events and more, visit moe.nationalgeographic.org.

SEE ALSO: STATUE OF LIBERTY MUSEUM USES STRUCTURAL THERMAL BREAKS TO PROTECT THE PAST AND THE PLANET

The post Wonder of the World Part II: National Geographic’s Museum of Exploration Opens in Downtown D.C. first appeared on Construction Executive.

What drew you into the entrepreneurial world?

I’ve been in construction my whole life starting at age 14 or 15. I worked in Lubbock framing apartments and learning all the ins and outs of how not to hurt yourself. Ultimately, after I graduated college, I tried all kinds of different jobs.

I ended up at a company in Grand Prairie, Texas, called Read Plastics. I had to wear a suit and tie and work indoors. We supplied colorant to any company throughout the U.S. that would manufacture a plastic product that had color. One of the companies that we supplied material to was called Sport Court out of Salt Lake City. So, I picked up the phone and gave them a call—fortunately it was family owned back then. They said for $250 they’d send me a [sport court starter] kit. So, I scrambled up $250, sent it on in, and that’s how it got started. That was around 1988, 1989—and I’ve just enjoyed the journey so far.

While sport courts themselves are prolific, construction-wise they are down a pretty niche avenue. Elaborate on the actual construction process of building a court.

It starts with a phone call or a referral. We talk to the family or business briefly about what they’re looking for, how many people will be using the court, what sports they are looking to play, etc. And then we work on setting up a time and a date to go out and meet with the client at their home or business, paying close attention to easements, HOA requirements, permitting, etc. If mother nature isn’t an issue, we can get permitted pretty quickly once we start breaking ground—typically about 45 days or less.

Then we work on design: If it’s outdoors, that means paying attention to the lay of the land, the flow of water, the orientation of the sun at different times of day. Once the design is set, we come in and pour a concrete slab, which sets up for a few days. Then we can start topping it out with the fencing, the lights, the hoops, the surfacing, the tennis net, the shuffleboard lines or other. Then it’s a cleanup, a handshake and years of fun.

All these courts are built custom, in one-foot increments, whether it’s a full-size tennis court or a compact sport court—which allows you to play up to 15 games from roller hockey to basketball to volleyball to pickleball to paddle tennis to badminton and more.

We do a lot of indoor courts, as well. We are seeing a trend of more and more families doing indoor courts, especially in homes up in Minnesota where they have frigid temperatures, or in incredibly hot climates. We actually have a ribbon cutting tomorrow with the Mavs Foundation—we supplied the floor and the sports equipment for the YMCA in Flower Mound.

Do you do work with any multifamily complexes or retail places?

We have an individual in our office who specializes in that area. There’s a huge amount of development going on in North Texas right now with homes, community homes, apartments, etc. We are staying busy every week building commercial pickleball courts, basketball courts, tennis courts.

How has your company grown since you first started?

Early on, it was just me and my dad. Eventually, I met my wife and she came on board and took care of all the stuff that I wasn’t doing properly—I had shoe boxes in our bedroom where I kept all my receipts. She got me organized and started handling the phones, entering in leads and more, and that enabled me to go out and continue to sell and build and so forth. Over the years we went from three people to now 12 employees, so it’s grown a lot. And of course our business seems to keep growing as well.

We want to continue to grow. We are always looking at potential new products and partnerships. Ten years ago, we teamed up with Donnie Nelson of the Dallas Mavericks. He created the PFL, the Professional Futsal League, and we helped promote that league for him and it just slowly keeps growing and growing and growing. And we’ve partnered with FC Dallas, building eight mini-pitch soccer courts for them. We are always looking for ways to grow our business, and a lot of that’s going to have to do with making sure that we know what’s coming down the pike as far as new sports and new equipment and things of that nature.

Talk about your philanthropy efforts—namely the Nonprofit and Corporate Citizenship Award from D CEO magazine—but also where did these efforts originate? Was this always something you wanted to make part of your business plan?

It started probably 25 years ago with the Mavs Foundation. I learned that they would go out once a year and renovate an old basketball court. And I actually saw them doing that in South Dallas 25 years ago. What they were doing back then is taking an old basketball court and then putting a layer of paint on it. But in six months to a year, that paint would either peel or crack or the logos would fade. So, I introduced them to the modular-tile sport court product, and they thankfully said, ‘You know what, let’s try one.’ 25 years later, we’ve completed probably close to 40 courts now with the Mavs Foundation.

Then I became a sponsor of the Texas Legends in Frisco, the NBA G-League team. I did a court for Pat Summerall, the former pro-football player and sports announcer. Then I met Nancy Lieberman, the former pro-basketball player and coach, and she put together a program called Dream Courts, and we built her very first one 17 years ago in Frisco. And now she’s done 150 nationwide, and we’ve done about 50 of those locally.

It just kept blossoming: We did five or six ball-hockey courts for the Dallas Stars Foundation, and we’ve done about eight futsal courts for FC Dallas.

By partnering with these organizations and groups, we’re able to provide that same upper echelon product and design to the lower income communities that normally might just be playing on a painted slab or an asphalt court.

When you go look at an old basketball court that’s been there for 25 years, the rims are faded, they’re broken, the court’s cracked. For an organization to come in and use a high-end product, the before and after pictures are unbelievable. When the local kids who are used to the dilapidated court walk in and see this color—because it comes in 20 different colors—they are just so excited to see what someone’s given back to them.

From there, we got into donating courts to some of these nonprofit groups for their live auctions. The very first one I did was with the Children’s Cancer Fund of Dallas. It just so happened at that first event, Dak Prescott was the highest bidder. So, we built him a pickleball court. Then Dak Prescott’s foundation—Faith. Fight. Finish.—called and said, ‘Hey, will you do that for us?’ So, we have stayed active in that realm.

How do you instill that sense of philanthropy in the people you hire?

When a court’s donated, obviously we have to fund it. And I’m not as young as I used to be, so I tend to ask one of my sales reps. It’s worth their while because every time you build a court, you build a relationship with a family or business and that family or business has relationships with other families or business associates.

Right now, we just finished a court for someone who was the highest bidder at the Cattle Baron’s Ball in Dallas. It turns out we’re actually doing a big basketball court and a little football field in his neighbor’s home, whose best friend and wife are this year’s chair of Make-A-Wish. So, to give the employees and give the sales reps stories to tell is a big part of selling.

Of course, the benefits of getting involved in a lot of these groups and organizations is you often get invited to events, and we make sure that our employees and their family can come to these events, which is always a lot of fun as well.

Let’s talk about the award.

This is the benefit of having a PR firm like The Power Group. One of the things they started doing that I never would’ve thought of doing is to nominate the company for various awards like this one. So, I have to give 100% of the credit to The Power Group in Dallas.

When you received word that you got the award, how did you feel about that?

Well, I felt excited. Finally, I found an avenue where people can educate families and educate the public about what we do. Hopefully there’ll be a family that sees it, and we can help them build something for their kids to grow up with in their own backyard.

We were also just awarded a contract to build seven mini-pitch soccer courts for the North Texas World Cup Committee. So, we’re very excited about that. It’s probably going to be over 40,000 square feet of court surfacing, fencing, soccer goals. I grew up in Arlington, Texas, playing soccer, and one of the courts is going to be right in downtown Arlington, real close to where the games are going to be starting in June. The World Cup coming to DFW is a once-in-a-lifetime thing, but then being awarded that contract is just something else.

SEE ALSO: TRUSTING THE PIPELINE: SUPPORTING EARLY-CAREER CONSTRUCTION TALENT

The post Build a Court, Give a Court: Dallas Business Founder’s Philanthropy and Construction Efforts Culminate in World Cup Spotlight first appeared on Construction Executive.

This unique dynamic creates an environment where construction activities are happening adjacent to sensitive testing and treatment, a complex setting where disruptions can have serious consequences. Skanska continues to successfully navigate these challenges across multiple sectors, including from occupied lab space at the North Carolina Department of Environmental Quality’s (NCDEQ) Reedy Creek Laboratory in Raleigh to hospital corridors alongside staff and patients in various hospital locations across the country.

While laboratories and hospitals are inherently different, the approach behind renovating these facilities without disrupting regular operations is quite similar. The secret sauce: strong communication with the customer, alongside careful planning and strategic scheduling that keep disturbances to an absolute minimum.

Construction in Phases

Splitting construction into phases is critical: It allows upgrades to be carried out in predetermined spaces, while maintaining the majority of the customer’s standard operations. This strategy is implemented with a detailed schedule that establishes the framework for the duration of critical activities in each specific phase, guaranteeing the customer is informed about every step in the process. Each phase is sequenced deliberately and intentionally, such that work generating the most noise, dust or disruption is clustered together and scheduled when it will have the least impact on surrounding operations, so that no single moment in the project catches the customer off guard.

Navigating Disruptions

While assembling a thoughtfully crafted plan to renovate an active facility is difficult in itself, the real challenge begins when crews step into the occupied space to start construction activities. Isolating the activities with barriers  is crucial to maintaining operations and reducing the impact of noise and vibrations.

Skanska has extensive experience working within active hospitals nationwide. Protecting patients, staff and ongoing operations is always a priority. Construction activity is carefully isolated from treatment rooms, laboratories and corridors through temporary partition walls and negative air pressure environments that keep dust and debris within the construction zone. This is instrumental for patients to receive uninterrupted treatment and testing progresses as usual.

At NCDEQ, the firm utilized vibration monitors on sensitive equipment to ensure construction activities had no adverse effects. In addition, while noisier actions and complex electrical work were completed on weekends or outside of typical working hours.

Maintaining Critical Infrastructure and Technical Systems

Occupied facility renovations demand meticulous attention to air quality, power continuity and specialized infrastructure. Air quality is particularly crucial in healthcare facilities and laboratories, where airborne contaminants from construction could compromise patient health or experimental integrity. In instances such as this, advanced filtration systems and carefully sealed containment barriers can be used to ensure particulates and fumes stay confined to construction areas—a standard that goes beyond typical jobsite practice.

While air quality is a major concern, the presence of construction chemicals in a laboratory space pose a similar threat to ongoing research. Skanska held extensive discussions with the NCDEQ to identify and review the chemical makeup of proposed construction materials, verifying these chemicals would not impact ongoing testing. Knowing exactly what compounds were present in the lab determined which adhesives, coatings and construction materials could safely be used in proximity to active research.

Maintaining power during construction is perhaps the most important when working on an occupied facility. Healthcare and research facilities depend on uninterrupted electrical service for everything from life-support equipment in hospitals to climate-controlled sample storage in laboratories. While upgrading electrical systems at NCDEQ, Skanska used temporary panels, circuits and mechanical connections to sustain power for lab technicians as work progressed, ensuring that at no point during the electrical upgrade did researchers lose power to the equipment they depended on.

In addition to electrical upgrades, Skanska’s work at operating facilities throughout the country include the replacement of the entire mechanical, electrical and plumbing infrastructure; these sophisticated overhauls require careful tracing of the existing MEP systems to confirm there is no interference while preserving service throughout the facility’s active and occupied spaces.

Keeping Crews and Occupants Safe

The importance of safe construction practices is always paramount; however, safety is further heightened when working in active facilities. The construction site is no longer an isolated zone but a shared space where construction workers, facility staff, patients or researchers may all be present simultaneously. Managing that reality means more than posting signage—it requires construction teams and facility staff to operate as a single coordinated unit, with clear protocols for who goes where, when and why. Comprehensive safety measures include creating clearly marked construction zones, establishing controlled access points and exits, implementing strict material handling procedures and maintaining constant communication between construction teams and facility management.

Building For Tomorrow, Operating Today

Renovating active healthcare and laboratory facilities is entirely achievable with the right combination of strategic planning, technical expertise, and collaborative communication. Skanska has proven that success relies on a phased construction approach, rigorous safety protocols, earned trust and a commitment to minimizing disruption to the essential operations within these spaces.

The work performed at NCDEQ and various research and hospital locations throughout the country doesn’t just provide modernized facilities, it demonstrates that with enough planning, transparency and technical discipline, construction and critical customer operations can share the same space without either one giving ground. As the demand for modernized healthcare and research infrastructure continues to grow, projects like these will serve as a blueprint for how the construction industry can address that need without completely shutting down critical operations.

SEE ALSO: INSIDE CONSTRUCTION’S HIGHEST-PERFORMING PROJECTS

The post Building the Research and Healthcare Facilities of Tomorrow Without Impacting the Progress of Today first appeared on Construction Executive.

But beyond recognizing exceptional work, the data behind these projects may also offer a roadmap for delivering better outcomes across the broader construction industry.

Can the performance metrics from award-winning projects help owners, designers and contractors make decisions that lead to safer jobsites, stronger budget performance and more predictable schedules? According to ABC’s growing EIC data set, the answer appears to be yes.

Over the past several years, ABC has enhanced and automated the EIC application process, enabling the organization to capture and analyze detailed project-performance data across hundreds of projects nationwide. The findings reveal several clear trends among top-performing projects: value-based procurement dominated over low bid selection; preconstruction services consistently improved schedule reliability; and contractors investing in technology and early collaboration often delivered stronger safety and budget outcomes.

The 2025 EIC portfolio—recognized at ABC Convention 2026 in Salt Lake City—provides one of the clearest pictures yet of what project excellence looks like in practice.

The portfolio includes 341 national-level projects totaling $15.09 billion in construction value, representing 38 million work hours, 48 million square feet of construction and 3.6 million acres of developed land. The projects span every major market sector, including data centers, healthcare, multifamily, petrochemical, institutional, renewable energy and aviation.

Collectively, the projects achieved a total recordable incident rate of 0.68—70% below the 2025 industry average TRIR of 2.3. Ninety-eight percent finished within the final contract budget despite collectively overcoming 2,647 days of delays. Across the portfolio, contractors deployed a wide range of technologies, including robotics, telematics, drones, virtual reality and artificial intelligence.

The data also challenges several longstanding assumptions about high-performing construction projects. While many EIC projects exceed $100 million in value, nearly 200 are valued below $20 million, suggesting the practices driving excellence are not limited by project size. The portfolio also demonstrates that merit shop contractors are successfully delivering large-scale, technically complex projects while achieving industry-leading safety performance.

Taken together, the portfolio significantly outperformed broader industry benchmarks in safety, budget reliability and schedule management—raising an important question: What were these projects doing differently?

The data points to several leading indicators that consistently show up in award-winning construction.

THE VALUE OF EARLY ENGAGEMENT

Project success begins with procurement strategy and the services purchased during project development.

All procurement methods were represented across both general and specialty contracting. However, 60% of projects were procured primarily on value- or qualification-based selection, while 40% were procured primarily on price. Of the price-based projects, half were awarded through select bidding processes involving prequalified contractors.

While much of the broader construction market still relies heavily on price-driven procurement, EIC projects skewed strongly toward qualification- and value-based selection (encompassing both the “value-based” and “solely negotiated” designations in the preceding and above infographics).

Every market sector selected contractors primarily on qualification at least 50% of the time. The high-tech/data center sector and renewable energy sector relied most heavily on qualification-based procurement, at 74% and 75%, respectively.

“Owners are increasingly seeing that selecting a construction partner based on best value, not just low price, leads to savings overall,” says Buddy Henley, president of Gaithersburg, Maryland-based Henley Construction. “Having a trusted partner engaged during design allows risks to be identified earlier and problems to be solved before they become costly. That early collaboration improves cost certainty, supports smoother schedules and significantly reduces surprises in the field.”

Government projects relied most heavily on open hard bid or price-based procurement, using that method 27% of the time. By contrast, the high-tech/data center market procured just 15% of projects through open hard bid.

Among general contractors, 74% were selected primarily on a qualification basis. Nearly one-quarter of those projects were solely negotiated, and those projects represented the highest average contract value at approximately $101 million.

“The most successful projects are the ones that bring the design team and construction manager together at the very beginning. Early collaboration improves constructability, clarifies scopes for the trades, and reduces gaps that create risk,” Henley says. “That early alignment leads to better budget predictability and stronger trade relationships, which directly supports safer and more successful projects.

When owners focus on value-based procurement instead of low bid alone, the outcomes are consistently stronger. Choosing teams based on experience, collaboration and the value they bring creates real partnership across the project. We see better cost control, higher-quality results and safer jobsites when the right team is selected from the start.”

Lorri Grayson, partner and founder of Rehoboth, Delaware-based GGA Construction, echoes Henley’s sentiments. “Early involvement creates an atmosphere of strong collaboration among project stakeholders. It enables the project team to define the scope of work, identify long lead items and, most importantly, control costs from the earliest stages,” she says.

“It also helps develop a bid strategy that responds to current market conditions. For example, early involvement on our current project, The Continental, located at the University of Delaware, saved the owner over $5 million on a $90-million project,” Grayson says. “Early coordination allowed us to identify critical procurement needs and minimize budget risks, resulting in a more efficient and cost-effective process.”

That emphasis on early collaboration and value-driven procurement was reflected throughout the EIC portfolio data. Just 18% of general contractor projects were procured through open hard bid, and those projects represented the lowest average contract value at approximately $15 million.

The owner perspective also supports early contractor involvement.

“Successful projects are built on strong partnerships rooted in trust, transparency and psychological safety—where titles are set aside and teams feel comfortable speaking openly to solve problems together,” says Spencer Moore, vice president and chief facilities officer for globally renowned cancer center UT MD Anderson. “Early collaboration creates that foundation, allowing teams to address challenges with humility and ownership before moving toward solutions.”

That same emphasis on qualifications, collaboration and long-term value also appeared in how specialty contractors were selected across the EIC portfolio. Specialty contractors were procured primarily on qualification 46% of the time, while 31% were selected through select bid and 24% through open hard bid. Contract value did not appear to significantly influence procurement methodology for specialty trades.

One of the more surprising findings in the data was that procurement strategy did not necessarily dictate contract structure. Regardless of how projects were awarded—whether through qualification-based selection, negotiated work or open bid—top-performing projects utilized virtually every form of contracting across the portfolio.

One notable distinction emerged between general and specialty contractors: Lump-sum contracting overwhelmingly dominated among specialty contractors regardless of procurement method.

THE PRECON ADVANTAGE

Across all market sectors, preconstruction services were provided on 74% of projects—well above what many contractors would consider typical across the broader marketplace. General contractors delivered preconstruction services on 73% of projects, while specialty contractors did so on 75%.

“Early involvement allows specialty contractors to contribute practical, experience-based insight before key decisions are locked in. When we’re engaged during preconstruction, we can identify coordination challenges early, help refine scope and sequencing, and offer practical yet innovative solutions to tough problems–reducing rework,” says Matt Terry, president of Dallas-based mechanical contractor TDIndustries. “That upfront collaboration directly improves schedule reliability, cost certainty and overall project performance.”

Steve Grauer, executive vice president for Hensel Phelps, agrees. “In my experience, the best outcomes to project success on complex projects are rooted in project teams that exemplify a high level of trust, practice transparency, have accountability, truly collaborate, and have a high level of executive commitment and engagement in the project and where there is open communication by all the stakeholders,” he says. “These traits are best embedded when project teams have some type of early engagement, giving them an opportunity to work collaboratively to resolve early challenges and work to build personal relationships prior to the start of construction.”

Notably, no preconstruction services were provided on 51% of projects procured through open hard bid.

While preconstruction services were utilized across all procurement methods and contract structures, the combination of open hard bid procurement and lump-sum contracting most frequently resulted in projects without preconstruction involvement.

Twenty-six percent of all EIC projects did not utilize preconstruction services, and 75% of those projects followed the open hard bid/lump-sum model.

FROM PLANNING TO PERFORMANCE

At a time when the construction industry continues to battle cost escalation, labor shortages and schedule disruption, EIC projects significantly outperformed broader industry benchmarks in safety, budget reliability and schedule management. The EIC portfolio overcame more than seven years of cumulative delays, delivering 98% of projects within budget and achieving a TRIR of 0.68.

The next question? Whether procurement methods, contract structures or preconstruction services contributed to those outcomes.

When comparing planned project duration to actual construction duration—including delay recovery—projects utilizing preconstruction services demonstrated stronger performance.

Projects with preconstruction services showed slightly better schedule outcomes overall. Fifty-two percent achieved shorter actual durations compared to projects without preconstruction services.

More importantly, projects with contractor involvement during preconstruction overcame more delay days and exhibited lower schedule variation.

Projects without preconstruction services experienced a 14% variance between planned and actual construction duration, including delays.

The same trend appeared across contract structures. Lump-sum contracts—which included preconstruction services on only 47% of projects—experienced an 11% variance between planned and actual duration. Construction manager-at-risk projects, where preconstruction services were included on 96% of projects, experienced only a 1% variance.

The trend became even more pronounced among general contractors. Design-build and CMAR delivery methods significantly reduced schedule duration variance compared to lump-sum and time-and-materials contracts. This aligns with the fact that design-build and CMAR projects incorporated preconstruction services on 90% and 96% of projects, respectively.

“The biggest gains we see come under the construction-manager-at-risk approach. Early cost validation during design helps identify savings without sacrificing quality,” explains Henley. “Clarifying scopes and resolving issues early reduces financial risk and improves safety across all trade partners.”

Among specialty contractors, preconstruction services also reduced schedule variation regardless of procurement method or contract type. Projects without preconstruction services experienced a 25% schedule variance. When specialty contractors participated in preconstruction, that variance was reduced by at least half.

Although 98% of EIC projects finished within the customer’s final approved budget, variation still existed between original and final contract values through approved change orders.

Projects utilizing CMAR and design-build delivery methods experienced lower budget variation than lump-sum and time-and-materials contracts, suggesting fewer scope changes and change orders over the course of construction.

No significant correlation emerged between procurement method, contract type and safety performance, with one exception: time-and-materials projects recorded an exceptionally low TRIR of 0.04.

Time-and-materials contracting was most common in industrial, infrastructure and renewable energy markets.

CONSTRUCTION TECHNOLOGY

Technology adoption continues to expand across the construction industry.

• The four most commonly used technologies during the past three years remained consistent:
• Project-management platforms
• Safety workflow technologies
• Drones
• Jobsite security technologies

TECHNOLOGY MOVES TO THE CENTER

Just three years ago, artificial intelligence was virtually absent from EIC projects. Today, 18% of projects report using AI technologies.

Importantly, no major technology category has declined in usage over the past three years, suggesting contractors continue to realize measurable return on investment.

Technology deployment also spanned all contract types and project sizes.

Construction technologies were utilized across projects of every size category. Data indicates that technology deployment frequency remains consistent regardless of project dollar value.

“During the past three years, we have experienced unprecedented growth which we attribute to two key factors,” says Rob Griffith, chief operating officer of Gaylor Electric. “First, we are collaborating with our customers earlier in the precon process. The second—related—factor is our commitment to utilizing innovations that increase efficiency and safety for our workforce and the speed at which we deliver reliable outcomes on projects.”

Projects utilizing safety technologies consistently reported lower TRIR rates than projects without those technologies.

The trend suggests that investments in safety-focused technology are contributing to improved jobsite performance.

“Technologies like BIM, VDC, field-management platforms and real-time reporting help teams communicate more effectively and make informed decisions faster,” Terry says. “Our longstanding investments in these tools give our teams a distinct advantage when delivering high-quality results. This amounts to better productivity, safer jobsites and more predictable outcomes for owners.”

WHAT THE INDUSTRY CAN LEARN

Companies qualifying for EIC awards should take pride in their performance. The data confirms that ABC’s EIC-awarded projects significantly outperform industry averages across safety, budget and schedule metrics.

• The analysis also reinforces several broader conclusions:
• Preconstruction services deliver measurable value
• Technology adoption is accelerating and becoming a key differentiator
• Safety leadership remains foundational to project excellence
• High-performing contractors consistently deliver quality projects regardless of procurement method or contract structure

The data also provides insights worth sharing broadly across the industry. Regardless of project size, market sector or delivery method, the conditions for excellence can be created through intentional planning, collaboration, innovation and leadership.

SEE ALSO: ABC UNVEILS AWARD-WINNING CONSTRUCTION PROJECTS, NATIONAL CONTRACTOR OF THE YEAR, SAFETY AND DIVERSITY EXCELLENCE IN THE INDUSTRY

The post Inside Construction’s Highest-Performing Projects first appeared on Construction Executive.

PROJECT | Meow Wolf Houston’s Radio Tave
CONTRACTOR | Applied Finish Systems
CLIENT | Meow Wolf
LOCATION | Houston
ARCHITECT | RM Plus Design & Development LLC
ENGINEER | Top Line Engineering
GENERAL CONTRACTOR | Burton Construction

Meow Wolf is an immersive art exhibit designed as a whimsical, multisensory experience. The architecture pushes the boundaries of conventional construction, with intricate detailing, very few right angles and exacting finishes for artwork from over 100 artists involved with the project.

SEE ALSO: CLOSEOUT: SECRET HIDEOUT

The post Closeout: Whimsy and Wonder first appeared on Construction Executive.

Beneath the excitement of architectural ambition and civic pride lies a risk landscape that has fundamentally changed since the last wave of stadium construction. Teams, cities and contractors that rely on outdated assumptions may find themselves exposed to cost overruns, schedule delays and liabilities that are far more difficult to unwind once construction is underway.

The Risk Environment Has Fundamentally Shifted

Stadiums are being built in a completely different risk environment than they were a decade ago. The complexity hasn’t just increased structurally, it’s increased digitally, contractually and operationally, and this convergence has caught many teams off-guard. Supply chains are more fragile, labor markets are tighter, regulatory scrutiny is higher and digital systems are now deeply embedded into building operations. Meanwhile, project delivery models have evolved, often shifting more risk onto contractors and design teams through aggressive schedules, fixed pricing and complex public-private partnerships.

The result is a merging of risks that amplify one another. Stadiums are large, highly customized, schedule-driven projects with intense public visibility and limited tolerance for failure. A delay in one trade ripples across dozens of others: a procurement issue escalates into a financing problem, a supplier delay threatens deadlines and a cyber vulnerability becomes an operational threat long before opening day.

Why Stadium Projects Face Concurrent Risks—and How to Mitigate Them

Stadium construction is uniquely susceptible to what can best be described as “stacked risk”–multiple exposures occurring simultaneously rather than in isolation.

Stadiums involve massive quantities of structural steel, long-lead mechanical systems, specialty façade components and bespoke architectural features. A new tariff policy, material shortages or supplier insolvencies can derail procurement timelines quickly, particularly when substitution options are limited or politically sensitive.

Labor constraints compound the challenge. Stadiums often compete regionally for the same skilled trades as infrastructure, commercial and industrial projects. When schedules change, trade crews may be reallocated to other projects and are not easily pulled back once they move on. This creates a cycle where delays compound rather than resolve.

Procurement adds another layer of friction, given that processes for publicly funded or high-profile projects tend to be rigid and slow. While intended to promote transparency and fairness, these processes can reduce flexibility when conditions change mid-project, making it more difficult to mitigate emerging risks without formal change orders or renegotiation.

Another recurring risk factor in stadium construction is site selection. Stadiums are often built on challenging sites such as former industrial lands, waterfronts or dense urban areas, bringing hidden geotechnical and environmental risks such as soil contamination, undocumented structures and groundwater issues. These conditions often surface only during excavation, forcing redesigns, remediation, schedule delays and cost disputes. Risks are especially acute in fixed-price or design-build projects where allocations may not match actual site conditions.

Stadium projects benefit tremendously from clarity around control, whether through owner-controlled or contractor-controlled insurance programs that align coverage, reduce cost and mitigate fragmentation. Controlled insurance programs can be particularly effective on stadium projects where multiple contractors, trades and stakeholders converge under compressed timelines.

Such programs can provide a centralized risk management approach, improve safety and reduce coverage disputes, a level of coordination that is incredibly valuable on projects as complex and visible as stadiums. These programs can also help to manage additional stakeholder goals regarding centralization and monitoring of data, assisting in measurement of key objectives such as local labor participation or insights into the day-to-day activities throughout stadium construction.

Cyber Risk: The New Blind Spot in Stadium Construction

Notably, today’s stadiums are no longer just concrete and steel. They are smart buildings made of interconnected ecosystems that encompass building automation, access control, ticketing platforms, Wi-Fi and 5G networks, broadcast infrastructure, and AI-driven crowd management tools.

These systems are frequently installed, commissioned and tested during construction, long before an owner’s IT or cybersecurity team fully assumes control. As a result, vulnerabilities can be introduced during the design, integration or handover phases, when responsibility for cyber risk is poorly defined. Meaning, cyber risk has become a construction-phase exposure, even though many teams still treat it as an operational issue.

Cyber incidents can cause real-world impacts including delayed commissioning, failed inspections, operational disruptions and disputes over responsibility. From an owner’s perspective, the stakes are even higher—a cyber incident on opening day or during a high-profile event can create reputational damage that far outweighs the cost of construction itself.

Stadium owners face heightened cyber risk due to how construction payments are managed. Large stadium projects generate a volume and complexity of contractor invoices, pay applications and change-order requests that many owners do not routinely handle. This unfamiliarity creates fertile ground for impersonation schemes, fraudulent payment redirection and other forms of financial cybercrime, particularly when requests appear urgent and/or tied to construction milestones.

Without clear verification protocols and coordination between project finance and IT teams, a single compromised email or falsified invoice can result in significant financial loss often without immediate detection. When digital systems are mission-critical to the building’s performance, failures result in financial, legal and reputational exposure.

Rethinking Risk Allocation, Insurance and Claims Management: ADR Pros and Cons

Given these evolving challenges, stadium stakeholders must rethink how risk is allocated, insured and actively managed. Traditional approaches that rely heavily on contractual risk transfer are increasingly insufficient. When multiple parties are exposed to overlapping risks, disputes can delay resolution long after the underlying issue has been fixed. This is where integrated insurance structures and proactive claims strategies can make a meaningful difference.

The ADR structure—alternative dispute resolution—addresses workers’ compensation claims across complex, multi-year builds. ADR programs offer a win-win solution for management and labor, providing best in class medical care for injured workers while expediting the resolution of disputes regarding medical or indemnity benefits. These features shorten the life of the claim by reducing time out of work and lessening litigation. Additionally, ADR can reduce upfront CIP costs, backend claims costs and the total cost of risk for projects, thus making it a valuable investment into a stadium project’s broader risk and insurance strategy.

In practice, the ADR program has produced impressive results. In close coordination with stakeholders, NFP implemented an ADR program for the Buffalo Bills Stadium project, giving workers access to high quality medical care, speedy benefits and care authorization, all while reducing claims costs. The amicable nature of the ADR program allowed for additional features such as an onsite mental health program that not only provided typically sparse resources for workers onsite but also trained project leadership on how to recognize mental health issues within their workforce.

However, take into consideration that ADR programs are collectively bargained through a project labor agreement.

The Bottom Line

The current stadium construction boom represents an extraordinary opportunity for cities, teams and developers, but it also demands a more sophisticated understanding of risk.

Projects that rely on outdated assumptions or underestimate the interconnected nature of today’s exposures may find themselves unprepared for the realities of modern construction. Those that proactively address these challenges through smarter planning, clearer accountability, integrated insurance programs and streamlined claims resolution, will be far better positioned to deliver stadiums that perform as well operationally, as they do architecturally.

In today’s environment, risk management isn’t just a back-office function, it’s a strategic discipline. For stadium projects, how you manage risk off the field determines how the game plays out on it.

SEE ALSO: ‘YOU’RE TALKING ABOUT LIVES’: THE NEW NISSAN STADIUM

The post Hidden Risks Behind Today’s Stadium Construction Boom first appeared on Construction Executive.

Spending was down on a monthly basis in 9 of the 16 nonresidential subcategories. Both public and private nonresidential spending were down 0.2% in March.

“Nonresidential construction spending contracted yet again in March,” said ABC Chief Economist Anirban Basu. “While a large portion of the ongoing decline is due to steadily falling manufacturing-related construction activity, weakness is becoming more widespread. Both public and private sector activity fell in March, and the latter is now down more than 2% on a year-over-year basis. With the exception of the ongoing boom in data center construction (+34.3% year over year), there are few sources of momentum. Despite this ongoing weakness, however, contractors remain optimistic about the outlook, according to ABC’s Construction Confidence Index.”

SEE ALSO: CONSTRUCTION HIRING STILL EXCEPTIONALLY SLOW IN MARCH

The post Nonresidential Construction Spending Down Again in March first appeared on Construction Executive.

Key findings from the report include:

• Modest spending growth: Total U.S. construction put in place is forecast to increase about 1% in 2026 to roughly $2.2 trillion after a slight decline in 2025.

• Sector divergence: Public infrastructure and government-funded projects are expected to remain relatively strong, helping offset weaker activity in several private building segments.

• Soft private markets: Sectors such as multifamily housing, lodging and traditional office construction continue to face headwinds from high financing costs and economic uncertainty.

• Megaproject drivers: Data centers, infrastructure and certain advanced manufacturing projects are expected to remain key growth engines for the industry.

FMI notes that contractors are increasingly forced to make “sharper choices about where to compete and how much risk to take on” as growth becomes more selective across construction markets.

SOURCE: “2026 Engineering & Construction Outlook” FMI // fmicorp.com/insights/construction-outlook

The post Selective Growth: FMI’s 2026 North American Engineering & Construction Outlook first appeared on Construction Executive.

Often described as “America’s industrial thrift store,” repurposedMATERIALS works with contractors, manufacturers, utilities, government agencies and agricultural operations to divert usable materials away from landfills and into new, productive applications. Rather than breaking materials down through recycling, the company specializes in repurposing—keeping items intact and functional so they can be reused with minimal processing.

“For us, the goal isn’t perfection—it’s practicality,” says company owner Damon Carson. “If something is still strong, still safe and still useful, then throwing it away doesn’t make sense. We exist to connect that material with someone who can actually use it.”

SEE ALSO: ADAPTIVE REUSE PROJECTS ABOUNDED IN 2025

A Practical Approach to Construction Waste

Construction waste is often a byproduct of timing, specification changes or liability constraints—not material failure. repurposedMATERIALS focuses on capturing that overlooked value. With warehouse locations across the United States, the company accepts everything from surplus building materials and industrial components to highly specialized items that no longer fit their original purpose.

This approach allows builders and project managers to solve two problems at once: reducing disposal costs while gaining access to affordable materials. In many cases, materials available through repurposedMATERIALS can cost a fraction of new inventory, while still meeting the functional needs of the project.

The company’s impact becomes especially clear when looking at real-world case studies that demonstrate how creative reuse can solve unexpected challenges.

Case Study #1: Bulletproof Glass Finds a New Home in a Zoo

One of repurposedMATERIALS’ most striking examples involves a semi-truckload of unused level-8 ballistic glass panels. Originally manufactured for installation at the state capital complex in Sacramento, California, the two-inch-thick panels—measuring 42 inches by 10 feet—were rejected after being produced to the wrong specification.

For many suppliers, this kind of mistake would result in scrapping the glass entirely. Instead, repurposedMATERIALS accepted the material, recognizing that its strength and quality were still exceptional.

The glass would find its home in an unexpected place. A zoo in Texas, preparing for construction of a new lion exhibit scheduled to begin in 2026, needed large, durable viewing panels capable of safely separating animals from visitors. repurposedMATERIALS re-homed 24 of the ballistic glass panels to the zoo.

Although the glass was technically over-engineered for the application, the zoo gained a far more affordable solution than purchasing new specialty panels—and the material avoided the landfill entirely.

“That glass didn’t fail,” Carson explains. “It just didn’t fit one project. But for the zoo, it was a perfect match. That’s what repurposing is all about—finding the right second life.”

Case Study #2: “Expired” Natural Gas Pipe Solves an Agricultural Challenge

In another example, a major natural gas utility company in Illinois faced a familiar regulatory issue. Polyethylene natural gas pipe must be installed and buried within three years of its manufacture date to meet safety and liability requirements. Once that window closes, the pipe becomes unusable for gas service—even if it is brand new and structurally sound.

Rather than discarding the material, the utility sent the “expired” pipe to repurposedMATERIALS. The company then matched it with a Minnesota hog farmer facing a different problem altogether.

The farmer needed a cost-effective way to transport manure from his hog barns to his cornfield irrigation system, where it would be sprayed as fertilizer. He buried 2,800 feet of the expired four-inch polyethylene pipe to move the manure efficiently across his property.

For the farmer, the manufacturing date was irrelevant. He needed pipe that was strong, reliable and affordable—and the reclaimed gas pipe met those needs perfectly.

“Regulations can turn perfectly good materials into waste overnight,” Carson says. “But outside of that original use case, those materials can still be incredibly valuable. In this case, one problem became another person’s solution.”

Case Study #3: Retired Military Parachutes Become a Monastery Workshop

Not all repurposing solutions come from construction or utilities. Sometimes they come from the Department of Defense.

The U.S. military routinely retires massive cargo parachutes used to deliver tanks, Jeeps, ammunition and food supplies to battlefields. These are not standard parachutes—they range from 35 to 100 feet in diameter and are built to withstand extreme forces. Once retired, they are typically destroyed or discarded.

repurposedMATERIALS stepped in to redirect these parachutes toward a completely different mission.

When Brother Joseph and the Carmelite monks in Wyoming needed a warm, workable space to help build their monastery, they chose creativity over conventional construction. Using eight repurposed military parachutes sewn together and reinforced with one-inch blended webbing tied to concrete-filled drums, the monks engineered a temporary workshop enclosure.

Once a portable propane heater was turned on, the parachutes expanded like a hot air balloon, creating a surprisingly effective and insulated workspace. Within three hours, the structure transformed brutal Wyoming winter conditions into a usable environment where the monks could continue their work.

“That project is a perfect example of thinking differently,” Carson says. “Those parachutes were designed to save lives in combat. Now they’re supporting a peaceful, productive purpose. That’s the beauty of reuse.”

Smart Solutions for a Changing Industry

Builders face increasing pressure to reduce waste, lower embodied carbon and control costs. By reusing materials as-is, contractors avoid the environmental impact of manufacturing new products while also cutting transportation and disposal costs. The result is a more efficient material lifecycle—one that aligns sustainability with common-sense economics.

“Construction doesn’t need more buzzwords,” Carson says. “It needs options that work in the real world. Repurposing gives people a smarter way forward without sacrificing quality or performance.”

SEE ALSO: WHAT’S OLD IS NEW: ADAPTIVE REUSE ACROSS AMERICA

The post Old Military Parachutes Repurposed in Wyoming Monastery Project first appeared on Construction Executive.

Driven by an increase in hybrid work, an ongoing housing shortage and a heightened focus on environmental concerns, these unique projects not only help revitalize communities but support sustainability, reduce waste and help contractors grow their business. 

REUSE PROJECTS AND RESEARCH

High-profile adaptive reuse projects include the award winning Asher Adams Hotel, formerly the historic Union Pacific Railroad Depot in Salt Lake City; The High Line, originally an elevated railroad track turned public park in New York City; and Ghiradelli Square, the iconic San Francisco-based chocolate factory turned shopping, dining and entertainment complex. These transformations showcase the power of adaptive reuse to revitalize local neighborhoods and communities while reducing the environmental impact and restoring the architectural heritage of abandoned structures.

Given the nuances associated with adaptive reuse projects, contractors gain an unprecedented opportunity to grow their business, learn new technical skills, navigate complex project management issues and hone problem-solving proficiencies, while expanding the opportunity to apply creativity and innovation to project design. Offering laborers the hands-on opportunity to work on adaptive reuse projects gives contractors a competitive edge and can help attract highly motivated and energetic individuals to increase their talent bench and showcase expertise in tackling these unique projects. 

Furthermore, the measurable gains achieved through these projects are proven and significant. Industry research cites adaptive reuse projects can be completed up to 30% faster and are typically 15–30% less expensive than new construction due to savings on demolition, new materials and labor. By executing these revitalization-type projects, contractors also demonstrate a commitment to sustainability, helping to attract like-minded industry partners and much-needed talent resources, all while contributing to the greater good. The Carbon Avoided: Retrofit Estimator tool was purpose-built to quantify carbon savings and, in a 2024 study on reusing a historic building, found an 82% reduction in global warming potential compared to building new. The environmental impact of adaptive reuse is significant and can make a meaningful difference in local communities around the world. 

CHALLENGES AHEAD

While the benefits are clear, adaptive reuse isn’t without its challenges. Unlike new builds, adaptive reuse projects can present unforeseen hurdles like structural issues, building codes that are difficult to meet, contaminants like asbestos, complicated design modifications to existing layouts and more.

To help contractors navigate adaptive reuse projects, there are innovative tools available designed to help overcome these challenges, ensure efficiencies and maximize onsite labor. A few of these solutions include:

• Innovative Cable Solutions: One of the key advantages of adaptive reuse projects is that much of the existing infrastructure–such as doorways–is already present. This means that contractors don’t have to spend time building these out. However, it does mean that contractors need to find efficient ways to move cable through the existing structure efficiently. Most cable reels won’t fit through standard doorways, so contractors tend to waste time tearing down and then rebuilding the frames. Fortunately, there are cable solutions that can fit through most standard doorways, which saves time on these kinds of projects.

• Lighting Carts: Every broken light bulb or fixture takes money out of a contractor’s pocket. Lighting carts allow workers to easily and securely transport these materials across the jobsite. Additionally, these carts save time by eliminating the need for electricians to manually carry fixtures around the site.

• Mobile Storage Solutions: With space often at a premium, these job trailers provide a single, secure place to store all the necessary materials, which helps save on labor and streamline inventory management.

• Kitting and Prefabrication: One of the main advantages of adaptive reuse projects is they generally have a faster turnaround time than new builds. Kitting and prefabricated solutions can help speed up installation time even further by delivering components to the jobsite ready to install. Labor-intensive tasks, such as sorting and basic assembly, are performed off site, meaning specialized labor can spend more time on critical tasks.

As metro areas get more creative in how they utilize their existing buildings and spaces, the number of adaptive reuse projects will only continue to grow. For contractors, the measurable benefits cannot be ignored and while challenges exist, those that overlook the opportunity to tackle these projects are leaving money on the table and effectively handing business to their competitors. By relying on innovative tools, strategic partners and doubling down on a commitment to helping improve their local communities, contractors are well positioned to confidently add adaptive reuse to their project portfolio.    

SEE ALSO: PLAN OF STEEL: RALEIGH’S NEWEST ADAPTIVE-REUSE PROJECT

The post Adaptive Reuse Projects Abounded in 2025 first appeared on Construction Executive.