Joining them this year is the inaugural recipient of ABC’s Health and Safety Professional of the Year award—a safety leader whose commitment to protecting people and strengthening jobsite culture is helping shape a safer, stronger industry for all.

These outstanding professionals are the 2026 recipients of ABC’s Construction Workforce Awards, presented at ABC Convention 2026 in March. Each year, the CWAs recognize individuals who are making a lasting impact on the future of construction through leadership, education, mentorship, safety and an unwavering commitment to the merit shop philosophy.

The 2026 honorees are:

• Health and Safety Professional of the Year: Introduced in 2026 and sponsored by Milwaukee Tool, this inaugural award recognizes an industry leader who champions safety excellence, advances health and safety culture and demonstrates an exceptional commitment to protecting the construction workforce. The first-ever honoree is Jenny Ferdinand-Stong.
• Young Professional of the Year: Sponsored by Procore, this award recognizes a construction professional under 40 who demonstrates exceptional leadership, career achievement and vision for the future of the commercial and industrial construction industry. This year’s recipient is Nyoki Mokeba.
• Craft Instructor of the Year: Sponsored by the National Center for Construction Education and Research and Tradesmen International, this award honors an instructor who inspires the next generation through innovation, communication skills and a passion for lifelong learning in the trades. This year’s recipient is Tatton Kilmer.
• Craft Professional of the Year: Sponsored by NCCER and Tradesmen International, this award recognizes a craft professional who excels in the field while demonstrating leadership, dedication to safety, passion for the trades and commitment to workforce development. This year’s recipient is Jason White.

If these professionals are any indication of where the industry is headed, the future of construction is in very capable hands.

Read these award winner’s full profiles:

Jenny Ferdinand-Stong, 2026 Health and Safety Professional of the Year

Nyoki Mokeba, 2026 Young Professional of the Year

Tatton Kilmer, 2026 Craft Instructor of the Year

Jason White, 2026 Craft Professional of the Year

SEE ALSO: META, ABC FORM PARTNERSHIP TO LAUNCH ACADEMY TO TRAIN AND CREATE JOBS FOR CONSTRUCTION CRAFT PROFESSIONALS

The post Excellence in Action: ABC’s 2026 Construction Workforce Awards first appeared on Construction Executive.

As ABC’s 2026 Young Professional of the Year, Mokeba is proudly bearing the fruits of his labor—and his 12.5-year career at Baton Rouge, Louisiana-based Performance Contractors stands as a testament to how merit builds legacy.

“I don’t have an education in construction management,” says Mokeba. “You would think someone like me would be behind the eight ball, but I have proven that I will work hard and learn. Advancement in the merit shop isn’t based on who you know, how long you have been there or what your name is.”

LINING UP THE SHOT

For Mokeba, cultivating his career and leadership path in Baton Rouge—the city that raised him—was not always the plan. After earning a bachelor’s degree in marketing and a Master of Business Administration from Southeastern Louisiana University, he chose to pursue a career in construction from the ground up.

“I just tried to find my way into an interview and let them know, ‘If you teach it to me, I will learn it and I will be as successful as possible,’” he said.

That goal-setting mindset at Performance Contractors set Mokeba on the path to where he is today. “Goals need to be realistic but also challenging. They need to be attainable and achievable, and they need to not only benefit me, they need to benefit other people as well,” he says.

Mokeba began working primarily in the field before transitioning into a corporate role. During that time, Josh Rounds, vice president of project services and controls at Performance Contractors and a past ABC Pelican Chapter president, along with Lance Glaser, director of strategic procurement, equipment and logistics, encouraged Mokeba to get involved with ABC.

“Growing up in Baton Rouge, you see a lot of different ABC members that are based there. You see the life that they live—they’re very stable and always growing,” Mokeba says. “I am grateful to work for Performance Contractors, a company that not only supports my professional growth but also encourages me to pursue my personal passions. Their support has given me the platform to make a meaningful difference.”

FAMILY MATTERS

Mokeba’s endeavors to refine his career and leadership have been shaped by positive role models and guiding principles. His father, a political science professor at Louisiana State University for the past 36 years, instilled the philosophy of servant leadership.

“I think it’s simple—putting others before yourself and being kind,” Mokeba says.

Trademarked as his best attribute, Mokeba has been adamant in his maintaining selflessness, kindness, faith and service throughout his career. One of his guiding mottos reflecting that mindset? “Be the person that you want your daughter to marry,” he says. “I want my daughter to see me working through hard things—to see that everything you want in life comes from sacrifice and hard work.”

While his servant-leader qualities have been a useful tool in navigating challenges in the industry, Mokeba’s ethos of service extends beyond his career. Over the past five years, Mokeba has raised more than $30,000 for cancer research, supporting the Leukemia & Lymphoma Society and the American Cancer Society. He also serves on the board of Fork Cancer.

EARN IT

Mokeba’s vision for the future of the industry reflects a meaningful balance between embracing the inevitability of technological advancements while preserving the integrity of older generations of craft professionals. “We need to combine both to ensure we’re not losing what got us here, while also becoming more efficient with our practices,” he says.

Supporting the next generation of construction professionals has become a natural extension of his work. For the past four years, Mokeba has volunteered with LSU construction management students preparing for ABC’s annual Construction Management Competition. This year, the LSU construction management students won first place and were named Student Chapter of the year. “I have taken the lead over the last few years—arranging speakers and industry experts, speaking in classes to recruit students and sharing how beneficial this experience can be for their future,” he says.

It comes as no surprise that Mokeba’s character and merit have already been recognized by ABC. In 2024, he received the Committee Member of the Year Award from the ABC Pelican Chapter for his work with its Young Professionals Committee. “Given the Pelican Chapter’s respected reputation in Baton Rouge and across the nation, being selected for the award was both humbling and motivating,” Mokeba says.

Naturally, Mokeba’s commitment to growth extends beyond the jobsite. He serves on the Louisiana Association of Business and Industry’s 2026 Emerging Leaders Council and is currently pursuing a post-baccalaureate certificate at LSU in contract writing and construction project management.

Winning ABC’s 2026 Young Professional of the Year is a milestone—but not the destination. “These achievements remind me that success is not just about personal milestones, but also about giving back and creating opportunities for others,” he said.

At the top of his priorities? Fostering a culture of safety and inspiring the next generation of craft professionals. “The industry is growing right now,” he says. “And we need more people. We need more talented and smart people.”

The post Merit Milestone: ABC’s 2026 Young Professional of the Year Nyoki Mokeba 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.

“I couldn’t do the classroom,” Kilmer says. “As soon as sports were done, I was like, this isn’t for me.”

What was for him, though, was building.

Today, Kilmer is ABC’s 2026 Craft Instructor of the Year, a recognition that honors not only his technical expertise and commitment to apprenticeship education, but also the energy, empathy and mentorship he brings to every classroom and jobsite.

When he first heard the news, the longtime ABC Southern California plumbing instructor says he was “dumbfounded.”

“This is something that I genuinely am incredibly honored by,” he says. “It’s such a big passion and part of my life. The money’s not what means anything to me. It’s the fact that I get to help and be a part of these individuals’ lives changing like what happened for me when I was an apprentice.”

SERVICE BEFORE SELF

Kilmer’s journey with ABC began as a student. He entered the ABC Southern California commercial plumbing apprenticeship program in 2007 after hearing about the opportunity from a family member. He quickly immersed himself in the trade, eventually earning his journeyman and master-level plumbing certifications, winning Local Craft Championships and being named Plumbing Student of the Year in 2012.

But even as his own career advanced—from apprentice to foreman, project manager and eventually preconstruction manager at Z3 Plumbing—Kilmer found himself drawn back to the classroom.

“When I started the program, I had a phenomenal instructor,” he says. “Then I had two years of okay instruction, and then I had him again, and I realized I needed to do something to help him and become a teacher like him.”

That experience shaped what would become Kilmer’s teaching philosophy: “Student. Service. Success.”

For Kilmer, instruction is fundamentally an act of service.

“So many times growing up in schools, I always felt left out by my instructors,” he says. “I felt like they weren’t doing it for the right reasons. When you have that service mentality behind you, that’s where you’re going to get your success. That’s where you’re looking for the students’ success—not just your own.”

Over the last 13 years, Kilmer has taught every level of ABC SoCal’s plumbing apprenticeship program, designing lesson plans, hands-on labs and competition projects that connect classroom theory to real-world applications.

His students have taken notice.

“Tatton exemplifies a students-first philosophy,” reads his award nomination. “His positive attitude, creativity and ability to communicate complex concepts foster a learning environment that inspires excellence.”

FRIENDS AND FAMILY: Left, Kilmer walks the National Craft Championships floor with apprentices. Right, Kilmer and his family spend time at Disneyland.

A CLASSROOM THAT FEELS REAL

Ask Kilmer what defines his personality, and he laughs before answering: “Goofy, fun-loving, but very serious and dedicated to what I do.”

That balance, he says, is critical when teaching apprentices.

“Let’s face it—everybody that gets into apprenticeship programs, we didn’t fit the mold to the normal office world,” he says. “Being in the classroom and making it fun, making it entertaining and something more than just ‘you have to be here,’ allows my students to fully get the message I’m trying to get across.”

Kilmer’s lessons extend far beyond pipefitting and code books. Communication, professionalism and accountability are recurring themes in his classroom.

“I always talk about communication,” he says. “Think about the way you email. Think about the way you talk in a foreman’s meeting. Think about the way you talk to your boss or even an inspector. It’s incredibly important to comprehend how communication happens.”

He also emphasizes the value of merit-shop opportunity and self-advocacy.

“You being the biggest proponent for yourself is incredibly important,” he says. “If you want opportunity, that’s where merit shop comes in, because you have that ability unlike anywhere else.”

As chair of ABC Southern California’s Multilateral Apprenticeship Committee, Kilmer helps oversee plumbing, low-voltage and sheet metal apprenticeship programs while also serving on the chapter’s Craft Championships Committee.

One of his favorite parts of teaching? Coaching apprentices for the National Craft Championships.
“I always tell them, set the goal of getting to local craft champs, competing there, winning, going to Nationals and winning there,” he says.

Under Kilmer’s guidance, ABC SoCal plumbing competitors have medaled in the national competition every year since 2019.

BUILDING THE NEXT GENERATION

Kilmer’s passion for apprenticeships is deeply personal. The trade gave him a career without student debt, financial stability in Southern California and a pathway to leadership. Now, he wants others to have the same opportunity.

“Apprenticeships are the lifeblood of this country,” he says. “You’re going to come out of it both knowing why to do it and how to do it.”

He carries that mission into outreach events, career fairs and high school presentations, where he speaks with students about alternatives to the traditional four-year college route.

“This industry is dying because of the lack of schools pushing students into understanding there’s more than one option,” he says. “For those of us that want to work with our hands, there are so many other avenues out there.”

Kilmer is also passionate about modernizing the industry through technology. In his classroom, he incorporates digital estimating tools, BIM resources like Revit, smart whiteboards and live interactive quizzes to help apprentices engage with the same technology they will encounter in the field.

Still, for all the advancements in software and AI, Kilmer believes the heart of construction remains deeply human.

“Until computers get thumbs, I don’t see that happening,” he jokes when asked whether AI could replace construction workers.

LEAVING A LEGACY

At home, Kilmer’s world revolves around family. He and his wife spend time gaming, attending Renaissance fairs and raising their two-and-a-half-year-old son. Becoming a father, he says, only reinforced the way he views his students.

“I looked at all my students as my sons for a lot of the time,” he says. “Now it’s reinforced even more how important it is that I do this for both my son and them.”

That care extends to his emphasis on mental health and safety in the trades. Kilmer openly discusses the construction industry’s high suicide rates with students and reminds them that no job is more important than their wellbeing.

“Nothing is so terrible or so unfortunate that it should step in front of you taking care of yourself and your family,” he says. “If you’ve got to take a moment, step away.”

Ultimately, the legacy Kilmer hopes to leave is one centered on compassion and passing knowledge forward.

“It is our requirement to be the ones passing that on,” he says of experienced tradespeople mentoring younger workers. “It is not a trade secret. It is guaranteed success.”

For Kilmer, teaching has never been about recognition or titles. It has always been about ensuring the next generation of craft professionals has the opportunities, mentorship and support he once received himself.

“I love the trades,” he says. “I love the fact that we as individuals have the opportunity to do something so important. Help share the knowledge. Help bring more people into this.”

The post Built to Teach: ABC’s 2026 Craft Instructor of the Year Tatton Kilmer first appeared on Construction Executive.

While White has made it a habit of looking forward, some major news gives him reason to reminisce exactly 20 years after that NCC title. He’s now added another title to his resume: ABC’s 2026 Craft Professional of the Year. “It was unbelievable,” says White upon getting the news. “I was taken aback.”

White grew up on a dairy farm in Fairfield Center, Maine, so he was no stranger to good, old-fashioned hard work. “I had some mechanical ability,” he says, “but no real trade.” So, at eighteen years old, fresh out of high school, White joined Cianbro, without a trade and without a plan. “I didn’t really know what was going to happen,” he says, but he was looking forward to whatever did.

In 1998, White began in Cianbro’s fabrication and coating facility in Pittsfield, Maine, and after a couple of years, the opportunity to work on an oil rig—without ever leaving the state—arose. “To people on the Gulf Coast,” says White, “this is probably not that big of a deal, but that was not something that was part of the Maine skyline.”

Cianbro transported two offshore drilling platforms up the coast of New England and was in need of instrumentation fitters to service them. When someone suggested White give it a go, he halted just for a moment: “I didn’t know anything about instrumentation fitting,” he says. But not knowing has never stopped him before. After some initial development, White says, “It worked out well. I really took to the freedom and the aesthetics of running multiple tubing lines. That’s also where I was introduced to the Wheels of Learning,” an ABC-turned-NCCER craft-training curriculum.

PIPE DREAMS

White put his work ethic to work and began taking monthly classes through NCCER’s instrumentation apprenticeship. Then in 2006, he was offered the opportunity to compete in ABC’s National Craft Championships.

After his win, White continued working his way up, becoming a journeyman and supervising crews, when yet another opportunity arose through Cianbro Institute to be in NCCER’s piping apprenticeship program, after which he was certified as a Performance Verified Pipefitter in 2015. “I was constantly working,” says White.

Today, he is constantly leading, as he serves on the NCC committee for the fifth time as the project manager for the instrumentation competition. As he looks forward to observing the future of the workforce compete in the renowned skills test, he cannot help but remember how it felt when he was on the NCC competition floor.

His words of advice from his own experience as a competitor: “Even just being here, don’t take that lightly. You have a sponsor or a chapter or a company that has invested a lot in you. Somebody believes in you—that’s why you’re here. Keep pushing forward and just do the best you can.”

As White serves as mentor and leader for younger construction workers, he has had mentors and leaders of his own—without whom he would not be where he is or who he is today.

INSPIRATION OVER PERSPIRATION

Who inspires the ABC 2026 Craft Professional of the Year? “Professionally,” he says, “I’ve had many people that I’ve looked up to.” He honorably mentions Mike Raven—retired instrumentation supervisor and instructor for Cianbro; Jon Sacks, retired training instructor and manager for Cianbro; and Ed LaPage, former project manager and superintendent for Cianbro, who passed away in 2020, who not only helped White climb the career ladder, but helped him grow up, both as a craft professional and as a person.

Not only has White grown up throughout his time at Cianbro, but he’s also built a family, with “a beautiful wife, Tammy,” and a 16-year-old daughter, Izabella, whom he says are his greatest cheerleaders—and also his biggest critics. “They keep me grounded.”

Tammy and Izabella enjoy traveling with White to support his work on the NCC committee. They also enjoy engaging in a little friendly competition of their own. Despite long winters in Maine, White and his daughter have found some thrilling ways to bond. “My daughter—I can’t believe she’s 16 already—and I enjoy skiing during the winter,” he says. “She’s excellent.” They frequent Sugarloaf, Saddleback and Sunday River. “We ski pretty much all of Maine.” During the summertime, the skis get traded in for the tires: “We love four-wheelers and other motor sports,” says White. “It’s so fun.”

White’s family have traveled with him to ABC Convention for the last five years—every year he’s served on the NCC Committee. “Time flies by,” he says, but the White family tries to make the most of it. “They tag along and get to see how we’re setting up the competition area. They tour the local facilities and definitely hit all the malls, that’s for sure.”

GET CULTURED

Over his 27-year career with Cianbro, White has learned a lot about a lot, but especially safety culture. “At Cianbro,” he says, “safety is obviously the number one goal. They really instill in us that they want us to go home in as good if not better shape than when we showed up. It’s not just a rule or a policy—it’s a culture.”

Over the last several years, construction has made remarkable strides in furthering safety culture industrywide. In 2025 alone, ABC’s STEP Health and Safety program amassed a record-breaking 5,052 participating companies, with 2026 expected to near 6,000.

The shift in construction safety culture mirrors White’s own personal motto he has honed over his nearly three decades in this industry: Adapt. Modify. Overcome.

“When challenges present themselves,” he says, “you have to keep moving forward and do the best you can. Then you’ll get through it.” In construction, crews encounter challenges all the time. White says despite that, “You have to keep the crews together and keep marching towards the goal.”

The post Keep Looking Forward: ABC’s 2026 Craft Professional of the Year Jason White first appeared on Construction Executive.

On the other end was the news that she had been selected as ABC’s very first Health and Safety Professional of the Year—a new recognition and the latest addition to ABC’s construction workforce awards honoring the people shaping the future of the industry.

“I was very, very stunned,” says Ferdinand-Stong. “Humbled. It didn’t really set in until I arrived here this week.”

For Ferdinand-Stong, though, the award represents more than personal recognition. It represents an opportunity to reshape the perception of safety in construction.

“TikTok has this whole subculture of being unsafe is cool with the construction industry,” she says. “And I want to change that. I want safety to be cool.”

That mission has defined Ferdinand-Strong’s career for nearly 30 years.

BUILT BY EXPERIENCE

Ferdinand-Strong’s path into construction safety was anything but traditional.

Raised by her father alongside three sisters, she says she grew up learning to navigate the world with both toughness and adaptability.

“I was the eldest of four daughters,” she says. “He raised us like boys. So I do have a very strong personality, but also the feminine side. I know how to speak to people. You have to know your audience.”

That ability to connect with people would become one of the defining traits of her leadership style.

Her career began in the mid-1990s at an injection molding facility in Kansas, where she first noticed unsafe practices involving hazardous materials and heavy machinery. Rather than accepting those conditions as normal, Ferdinand-Stong started asking questions.

“We kind of created our own safety committee before work,” she says. “There were a lot of unsafe things that I was doing that I didn’t realize were unsafe, just because I was shown that.”

That curiosity—and refusal to look the other way—eventually led her into construction. After working in banking and finance, she joined a construction and electrical contractor in Indianapolis as a laborer before moving into facilities management and safety leadership.

Over the years, Ferdinand-Stong built a career around transforming safety culture. As safety director for a drywall contractor operating across seven states, she helped lead the company to four consecutive years with no lost time incidents and two of those four years with zero recordables.

Then, in 2021, she joined Gaylor Electric, where she currently serves as corporate safety manager.

MORE THAN A RULEBOOK

Ask Ferdinand-Stong what “health and safety” means to her, and she quickly explains that it is far bigger than policies or compliance.

“It’s so much more than just the book,” she says. “It’s about the person. It’s about the project. It involves production. It involves quality.”

She describes safety, quality and production as construction’s “holy trinity”—three priorities that must work together rather than compete with one another.

That philosophy is reflected in the way Ferdinand-Stong approaches her work at Gaylor Electric. As one of three corporate safety managers, she oversees companywide safety programs, develops field leaders, integrates safety into project planning and maintains an active boots-on-the-ground presence across jobsites.

“A lot of times, safety is brought in after the fact,” she says. “But safety needs to be built into the planning of the project.”

That means spending as much time listening as correcting.

“I can walk around and say, ‘Hey, put your gloves on,’ and walk past you,” she says. “But if I don’t circle around and ask why, maybe you’re having difficulty finding a tie-off point. Maybe your glasses hurt your nose. You have to understand the bigger picture.”

It is a people-first philosophy that has made Ferdinand-Stong a familiar and trusted presence in the field.

“One of my biggest accomplishments is when people remember me on the jobsite,” she says. “Or when someone who used to fight wearing safety glasses finally says, ‘Hey Jenny, look—I finally got my prescription safety glasses.’ Those little things are the biggest accomplishments.”

EVERYONE IS A SAFETY LEADER

Perhaps the message Ferdinand-Stong emphasizes most is empowerment.

“The number one priority is making sure everyone knows they are a safety leader,” she says. “It does not matter your title or your experience. If it’s your first day, you are a safety leader.”

She teaches every employee—from apprentices to superintendents—that they not only have stop-work authority, but also the responsibility to protect the people around them.

“You have accountability for your own safety,” she says. “But you also have a responsibility to your brothers and sisters in the field.”

For Ferdinand-Stong, safety culture is built through coaching and mentorship, not fear or punishment.

“It’s not about being a safety cop,” she says. “We have to coach these people and give them the tools so they can become safer workers and get their jobs done.”

That mindset extends beyond physical safety into mental health and total human health—a core value at Gaylor Electric. Ferdinand-Stong regularly checks in on employees’ mental and emotional wellbeing, recognizing that personal stressors can directly impact jobsite safety.

“A jobsite is a small town,” she says. “People know what’s going on in each other’s lives. You have to understand the whole person.”

Her approach combines empathy with accountability, helping employees feel supported while also reinforcing shared responsibility.

CHANGING THE FUTURE OF CONSTRUCTION

Ferdinand-Stong is deeply passionate about expanding opportunities within construction—especially for women.

“There are so many possibilities for women in construction,” she says. “Whether you want to be on your tools, an engineer, an architect, a safety professional—there are so many paths.”

She points to the industry’s workforce gap and the need to introduce students to construction careers earlier.

“We don’t just need to hit high schools,” she says. “We need to hit middle schools.”

Ferdinand-Stong also sees technology playing an increasingly important role in construction safety. She is currently collaborating with university professors on innovations that integrate safety directly into BIM models, allowing teams to identify high-risk hazards before work even begins.

“Technology can help us ask, ‘How are we going to install this safely?’ before we ever get into the field,” she says.

Still, even with advances in equipment and predictive tools, Ferdinand-Stong believes the future of safety ultimately comes down to people mentoring people.

“There is an age gap in this industry,” she says. “We need to make sure mentorship is there. It’s not just about enrolling people—it’s about following through.”

That commitment to mentorship, leadership and culture-building is exactly why Ferdinand-Stong was selected as the inaugural recipient of ABC’s newest workforce honor.

“The only way to obtain the elusive ‘zero’ we all talk about is for everyone to truly commit to to a zero-recordable culture.Safety, quality and production all work together,” she says. “And if we can get everyone to see themselves as safety leaders, it changes everything.”

The post Safety Is Personal: ABC’s 2026 Health and Safety Professional of the Year Jenny Ferdinand-Stong first appeared on Construction Executive.

At this year’s CONEXPO-CON/AGG, autonomous equipment and AI-enabled machinery emerged as one of the industry’s hottest topics, dominating product showcases and conversations about the future of the jobsite. Industry experts told Construction Executive that the transformation this will usher in for the construction industry extends far beyond the specs and capabilities of new equipment: Once scaled, it has the potential to make construction work safer, more efficient and more possible for a broader pool of workers, at a time when lack of skilled talent remains a bottleneck for firms of all sizes. Mines, ports and build sites are soon to be where the rubber meets the road as humans collaborate with robotic fleets—a shift which requires firms to help workers develop new skills to keep up with fast-changing tech. 

“We’re seeing rapid growth in technologies that change how people learn as much as how they work,” says Lisa Strite, chief learning officer at the National Center for Construction Education & Research, pointing to evolution in building information modeling in workflows, digital layout tools, equipment telematics and jobsite guidance supported by augmented reality tech. 

Here’s what leaders should know about developments in autonomous construction, the changes they’ll bring about on jobsites and in the workforce, and how companies can start evolving now to make the most of these technologies.

WHAT’S NEW OR CHANGING SOON? 

While automated functions and teleoperation have been increasingly integrated into equipment in recent years, developments in autonomous technology— which is capable of operating with or without a human manning the controls—are progressing in ways that will trickle down to jobsites, according to John Somers, vice president of the construction and utility sector for the Association of Equipment Manufacturers.

While human oversight will still be critical to safety and success, these technologies are now ready for more dynamic, unstructured work environments, Somers says. They’re able to ease the load of time-consuming tasks like earth moving, material handling and site coordination. 

“If you don’t have anybody to operate the machine but you still need work done, it’s a great time to not have to have somebody in the cab,” says Somers.  

Advancements in hardware, software and cost efficiency are combining to make a broader array of technologies possible. 

There’s been a decline in costs for critical sensors and leaps in edge computing, which allows the processing of data locally where it is gathered. Closer proximity to data at its sources “can deliver strong business benefits, including faster insights, improved response times and better bandwidth availability,” according to IBM—immediacy which has obvious benefits for real-time, high-stakes decision making on jobsites. 

An influx of funding into autonomous heavy equipment is boosting progress: Venture capital investment in construction tech hit a record high of $2.6 billion in 2025, a 63% year-over-year increase as more top firms direct talent toward embodied AI and retrofit platforms for heavy equipment, according to Silicon Valley Bank.  

Improvements in vision-based AI are making it possible to navigate tricky environments without use of lidar: In January, Heidelberg Materials announced that it had successfully used a mixed-fleet autonomous hauling system from Komatsu and Caterpillar to move over two million tons of limestone at its quarry in Lake Bridgeport, Texas. 

The integration of AI into equipment software systems is also changing the game. Through a collaboration with NVIDIA, Caterpillar recently introduced autonomy and AI assistant technology to machines such as excavators, dozers, compactors, loaders and haul trucks, which it says will help make jobsites safer and more productive.

Bedrock Robotics is developing systems that make it possible to modernize “fleets contractors already own,” according to Laurent Hautefeuille, Bedrock’s chief operating officer, “turning existing heavy equipment into autonomous machines through a fully reversible upfit that takes a couple of hours.”

The company is starting with excavators, Hautefeuille explains, because they’re constrained by a shortage of skilled operators despite being “among the most complex machines on any jobsite, with six or more degrees of freedom, significant variability in soil conditions and several years of experience required to operate with precision.” 

Hautefeuille says the system will offer contractors a real-time window into what’s happening on jobsites through “production data, machine performance, cycle counts,” all information that traditionally has been logged manually, living in spreadsheets or on clipboards.

Michael Gidaspow, chief digital officer at Komatsu, says the company has been trying to make “contractors’ hard work easier” by translating autonomous tech from mining to construction, through both software and heavy equipment like autonomous haul trucks. 

“Autonomous construction equipment is a journey and as we progress toward a fully autonomous site,” says Gidaspow, “we see machine technology and jobsite technology as the first steps.” 

Regarding Komatsu’s most recent line of intelligent equipment, Gidaspow says: “While these machines have operators, you see more automation in these machines and you can use the automation more often.” 

For instance, a utility model in its new excavator improved trenching operations “by helping ensure that the machine is always centered over the planned trench and by helping you always come back to the center of the trench after dumping a bucket into a truck,” Gidaspow says. And through My Komatsu, the company’s centralized digital hub, “customers can get all of their key machine information and jobsite information in one spot.” 

While the biggest change is coming in fully autonomous equipment, advancements in remote operation—where a human controls a machine from a safe distance—have also made it more accessible and cost effective.

“When you look at remote operation, you can do it from almost anywhere,” says Gidaspow.

HOW WILL THIS SHAPE HOW WORK IS DONE AND WHO CAN DO IT? 

These leaps in technology are “helping make construction careers more accessible by reducing some physical barriers and placing greater value on problem-solving and digital fluency,” according to Strite, “which allows training programs to engage a broader population of learners with different strengths.”

Expansion of the construction labor force is essential at a time when the industry needs to attract roughly 349,000 net new workers in 2026 to meet demand for construction services, according to analysis from Associated Builders and Contractors. And with construction spending growth poised to rebound for the first time in years in 2027, the industry will need to bring in 456,000 net new workers to meet demand, ABC projects.

Potential to transform what a construction role can look like and who can do it is one of the reasons that “autonomy is one of the most compelling workforce development stories the industry has had in decades,” in Hautefeuille’s opinion.

For excavators, for instance, it takes five years of trade school and nearly a decade working in the trades to “reach real proficiency,” Hautefeuille notes, a significant time commitment that can also be a turn-off to younger workers. Safety concerns also contribute to the industry’s recruitment challenges, he says, given “the high risk of injury or death, especially relative to most other industries.” 

But going forward, as machines can absorb more demanding, repetitive and dangerous tasks, and proficiency in technology becomes indispensable, Hautefeuille says, “the job starts to look less like years of grinding physical repetition and more like operating and orchestrating intelligent machines.”

He continues: “People who may never have considered construction before will be drawn to new jobs on construction sites as a result of the infusion of technology, and experienced employees can shift to other, fine-grained aspects of building that require a human touch, leveraging their expertise to the fullest.”

One of the benefits of more tasks becoming mechanized and less laborious is that workers may be able to have longer careers that take less of a physical toll over the course of their lives, according to Vinz Koller, vice president of the Center for Apprenticeship & Work-Based Learning at Jobs for the Future, a national nonprofit. 

For those joining the construction field during this shift toward automation, Koller says, “We still see a large growth in the number of job classifications and the active recruitment” in years to come. But there will still be certain roles consisting mostly of tasks which are not yet able to be automated. 

“Rule-based physical tasks that can be standardized, they’re likely going to be taken over by machines over time,” Koller says. “If you think of an electrician, it’s very hard to automate a lot of tasks an electrician does because they’re not very predictable or rule based.” 

Ty Findley, co-founder of Ironspring Ventures, which invests in early-stage companies in construction, manufacturing and more, says he believes “this evolved occupation definitely will help recruit the next generation who are already digitally inclined and see this as an attractive skilled-occupation path.”

And for more experienced workers, Findley adds, “Allowing those amazing skilled operators to evolve their occupations into digitally oriented supervisory roles watching over multiple machines at one time is a great outcome.”

HOW WILL AUTONOMOUS TECH IMPACT THE BOTTOM LINE? 

According to Hautefeuille, as a greater variety of autonomous technologies become more accessible for family shops and big firms alike, they can expect to see benefits on schedule compression and quality. 

Progress can be made more quickly by extending productive hours and reducing unexpected downtime by incorporating effective automation, and “faster projects mean earlier completion, reduced carrying costs and the ability to take on more work with the same team,” he says. And because “autonomous systems operate with a consistency that’s hard to maintain over a long shift,” gradual gains in consistency will ultimately “translate into fewer errors and less remediation—which is where a lot of margin gets lost on complex projects.” 

Companies that make the most of these technologies should also be able to grow their capacity, Hautefeuille says, because “the companies that figure out how to scale using autonomy will be able to bid and build more work than their current headcount would otherwise allow.” 

“Contractors who move early will have a real competitive advantage when it comes to winning and delivering large projects,” he predicts. 

Somers says that companies looking to explore these technologies would be well-served by looking at their workforce issues and seeing if new tools might be able to ease the load, as opposed to “finding the solution and looking for the problem.” 

“If you don’t have enough people to run a compaction roller, then look into automated rollers,” he suggests. Or, in potentially dangerous environments such as demolitions or underground mine sites, take advantage of advancements in remote tech. “Why put somebody in a potentially hazardous situation?”  

The best return on investment for these technologies will generally come when they’re used to solve a sticky issue on a jobsite, according to Gidaspow, such as fuel usage or scheduling issues. 

While autonomous tech can help optimize any job, it is “most beneficial on the most challenging jobs,” he added. 

“When challenges arise, the technology can shine,” Gidaspow says. “It can help you get back on track more quickly and make more educated decisions.”

WHAT ARE POTENTIAL BOTTLENECKS? 

Gidaspow stresses that integrating automation is a complex process: “Automating the machines is one part of it, but making sure that the machines do the right things is another part—and then there is the change-management piece.” 

Although “construction technology hasn’t always been easy to adopt,” Gidaspow says, Komatsu is “actively trying to fix that issue by making our tools more user friendly and making sure that they all work together.” By combining smarter software with more advanced autonomous equipment, “bringing these types of tools together allows you to operate the machines much more efficiently with more novice operators,” says Gidaspow.

“We created technology to allow the operator to move material more quickly. Then you use the jobsite technology tools to be able to make better decisions based on the overall progress of the job,” Gidaspow says. “That means that you get more precise machines and technology that allows you to make better decisions.” 

Cost may be a barrier to early adoption for some firms, but autonomous technologies also have the potential to lower operating costs by making it easier to complete arduous work more quickly with fewer human hands needed throughout the process. 

Nurturing talent that can make the most of these tools will be critical, with capability development “becoming a competitive advantage,” Strite notes. 

“Organizations are seeing the strongest returns when they treat training as part of the technology investment, rather than an afterthought,” Strite said.  “When workers understand both the tool and the underlying workflow, companies experience faster adoption, fewer errors and more consistent productivity gains.” 

HOW CAN COMPANIES PREPARE NOW?

For executives, “the planning horizon for this is closer than most people think,” says Hautefeuille, noting that the necessary groundwork will take some time, given the magnitude of change required to get up to speed. 

“If you’re not thinking now about how autonomous-capable machines fit into your company strategy, you may find yourself behind,” he cautions. The contractors who will benefit most from this technology are the ones building relationships with it early—understanding how it integrates into their workflows, training their teams and getting comfortable with what it can do.” 

As more new technology becomes available, one of the biggest challenges for firms will be “ensuring training keeps pace with how quickly tools and workflows evolve,” Strite predicts. Companies can be ready to meet the moment by designing “learning pathways that are modular, stackable and closely aligned to real job tasks.” 

By embedding learning into everyday work, firms can “prevent skills gaps from slowing adoption,” she adds.   

“Employers are increasingly requesting training that builds digital confidence alongside craft expertise, including interpreting model-based plans, using connected equipment interfaces and understanding data generated on jobsites,” Strite says. “There is also growing interest in simulation-based learning and testing that allows workers to practice skills in lower-risk environments.”

As more of the construction work of the future becomes done on computers, Somers says it will be essential to make sure the workers nearing the end of their careers—skilled machine operators, superintendents, foremen—pass on knowledge “as soon as possible” about topics like machine maintenance and other tasks that are best understood after years of hands-on experience. 

Before companies really jump into this, they need to get those newer folks up to speed,” Somers says, pointing to the possible dangers of having future generations of workers spend more of their time away from jobsites. “Maybe they’re in the office looking at equipment telematics data, looking for workflow challenges or analytics on predicting when a machine needs maintenance. They might not understand the impact if they don’t act on that stuff.”

The post Hands Off, Hard Hats On: Autonomous Construction Technology Takes Over first appeared on Construction Executive.

Succession planning—often overlooked as a time-sensitive matter—is no different. An owner’s preparations for leaving the company in the hands of family members, existing employees or a potential buyer should begin as early as a decade in advance.

“The best time to start succession planning was yesterday,” says Jay Montalbano, managing partner at CPA firm Hannis T. Bourgeois in Baton Rouge. “Many business owners don’t have a conception of how long it’s going to take them to sell their business. In reality, successful transitions can take five to 10 years.”

Financial management and succession planning are deeply intertwined. Effective financial management ensures the business is stable and valuable before, during and after a leadership transition. Montalbano, who has helped develop numerous succession plans, says the process is often multifaceted and complex. Waiting until an owner nears retirement age can have costly consequences.

“Waiting too late can limit your options and kill your leverage,” he says. “The earlier you think about it, the better the results when you decide to sell the company or transfer ownership.”

Many of the steps involved are simply good business practice. Keeping accurate and clear financial records is the foundation of any sound succession plan, and it can also improve a contractor’s long-term profitability. Conversely, poor recordkeeping increases risk and decreases company value.

A consistent track record of reviewed and audited financial statements “says a lot to a prospective buyer when your succession plan is to sell the company,” Montalbano says, while unaudited books can make the numbers less reliable.

“If you’re trying to sell to an outside entity, having five to 10 years of audited history is going to make that transaction go a lot smoother.”

Kenneth Hedlund, managing director at CBIZ in Indianapolis, says that’s why his first order of business when advising contractors is to clean up their financials. About 80% of Hedlund’s workload involves internal successions, employee stock ownership plans, mergers and acquisitions.

“Regardless of the type of succession, businesses should focus on the same things —strong balance sheet, steady cash flow, consistency and profitability,” Hedlund says. “A well-capitalized company always has a lot more flexibility and options.”

As Hedlund puts it, a contractor needs to demonstrate “quality of earnings” to a potential buyer, meaning the earnings are consistent, predictable, understandable and profitable. Any spikes should be thoroughly explained.

“You’re selling profitability and debt-free cash flow to a buyer, so your financial statements can’t be messy.”

Contractors should also prove they can manage projects effectively and complete them at margin or better. “Having a tight system internally around the work-in-process schedule is probably 80% of the challenge,” he says. “They need to show robust systems around budgeting, job costing and cash-flow monitoring.”

That can be difficult. Project margins are often based on estimates, and a completed job rarely hits the target due to cost variations, labor fluctuations and material price changes.

Complicating matters, there is often a communication disconnect between field managers and the financial side of the business. That can lead to inaccurate reporting.

“There must be a strong link between your CFO or controller and the project folks, focusing on communication and a process for reviewing projects, estimated costs and updating percentage of completion,” Hedlund says. “They must work together for a contractor to properly state their balance sheet, whether it’s receivables, work in progress, overbillings or underbillings. Your financial people need to establish that link.”

A CPA can also examine a contractor’s books to identify ways to improve profitability and value. Hedlund says he “scrubs” financials, pinpointing items that can be adjusted or removed. Personal expenses run through the company, for example, can significantly affect reported profit margins.

“That can distort their true profit,” he says, “and in turn yield a lower valuation.”

Owner compensation can often be added back to earnings since the owner will no longer be involved post-sale. Unusual one-time events that are not ongoing may also be adjusted. “It could ultimately result in hundreds of thousands of dollars in additional value for the company,” Hedlund says.

There are pitfalls to avoid. When selling a company, efficient tax management—or a lack of it—can make or break a deal.

Larry May, a partner at Carr, Riggs & Ingram LLC in Ridgeland, Mississippi, says minimizing the tax burden is the goal of both buyer and seller—and they are often at odds.

“My team and I do tax projections for anyone wanting to sell,” May says. “What’s in the best interest of the seller is to sell stock so they can get capital gains rates on as much of the money as possible. But the buyer wants to buy the assets so they can mark them up to fair value and start depreciation over. For both sides, it’s all about minimizing the tax burden.”

A buyer will typically resist a stock purchase because it can create exposure to litigation arising from the seller’s past projects. “If they buy the stock, that litigation is not going to stop with the old owners,” he says.

More commonly, buyers purchase the assets of the company while retaining the name—or a variation of it—to reduce litigation risk.

“It’s not what you sell a business for, it’s what you keep,” Montalbano says. “Getting a value on a business is important. That gets you 50% there, but the other 50% is how you structure it. You can ask for $10 million for your company, but if you’re keeping only $2 million, you haven’t done a good job.”

Corporate structure—whether S corp., C corp. or partnership—can also have significant tax implications.

“It’s important that you have a CPA involved, because there are all kinds of unique state and local impacts that aren’t always considered,” May says.

SIDESTEPPING THE RISK

A CPA-led team can also help address and mitigate risks before and after succession, including potential loss of key customers, bonding support or senior project managers.

Often, the success of a closely held business is tightly tied to its owner. That can complicate succession if employees or customers leave once ownership changes.

“The founder is so key and integral to the business that it’s hard for them to sell,” Hedlund says. “Without them, employees will start leaving, customers will leave.”

That makes early planning critical. Owners can begin grooming team members years before the transition. Deferred compensation or retention plans may help reduce the risk of losing key managers. “Many owners will depart the company, but not before they have good and reliable managers in field operations and someone who can take the helm,” he says.

Recognizing the importance of a smooth transition, ISC Constructors, a large family-owned industrial contractor in Baton Rouge, began laying the groundwork for succession several years ago.

The first phase was implemented about five years ago when co-founder Jerry Rispone stepped down as president and Donnie David assumed the role. It marked the first time in company history that neither Jerry nor Eddie Rispone, the original founders, led the company.

Another transition occurred January 1, 2026, when David shifted to ISC’s executive board and Thad Rispone, Eddie Rispone’s son, became president. The change included multiple departmental promotions, new hires and transfers.

Brett Nolinske, who became CFO at the beginning of the year, says that although the succession was largely internal, there were still financial considerations. The company closely monitored general and administrative costs throughout the process to avoid “sticker shock” as employees moved into new roles and additional hires were made.

They were also mindful of the risk of losing business during leadership changes. “We had new folks in new positions taking on more responsibilities,” Nolinske says. “That meant there was more job risk because everyone was being elevated to new roles, and we didn’t have that weathered eye on the job that we might have had for 25 years.”

ISC took a measured approach, mentoring new leaders for months before transitions became official.

“It boiled down to identifying those leaders, mentoring them and bringing them along ahead of time so the right relationships had already been established,” Nolinske says. “The previous CFO did a great job mentoring me, but it didn’t happen by accident.”

Some risks are less obvious, particularly when a sale is involved. Bill Cerney, a surety bond specialist at Gibson Insurance in South Bend, Indiana, says active surety bonds can create complications that are often overlooked. Most contractors provide personal indemnity for bonds and remain liable for project completion even after a sale.

“It’s important for the seller to be aware of that,” Cerney says. “Look at your surety agreements. They’ll likely say that any change in ownership requires notice to the surety or it might trigger a default position. When that happens, they’ll seek to ensure there’s adequate capital for the work to get completed.”

Communication is essential to avoid unintended consequences. “To prevent that, you’ve got to assemble the right set of business advisers so they can do their job and help you avoid them,” Cerney says.

A VARIED SUCCESSION LANDSCAPE

Succession plans vary widely, making it critical for contractors to surround themselves with qualified CPAs, attorneys and consultants. Some companies even hire third-party CFOs to help manage the process.

“There is certainly value in having a CFO or some type of internal CPA involved in the books, because there’s only so much information an external CPA can access,” Hedlund says.

“Construction is a high-risk business,” he adds. “Any contractor can have one bad contract that could devastate their equity and working capital, so you want to manage that risk with good internal processes that link financial management to your operations.”

Dave and Lorri Grayson, co-founders of 20-year-old commercial and institutional contractor GGA Construction in Middletown, Delaware, understood the importance of outside expertise when expanding into southern Delaware three years ago. Rather than pursue a full acquisition, they merged with Broadpoint Construction and brought owner John Schneider into the company as a partner, along with his eight-person team. The assets were transferred without assuming unnecessary risk and liability.

We felt this was the best approach,” Lorri Grayson says. “But we knew we wanted our own name and brand. We also wanted him and his people.”

A third-party CPA and temporary CFO helped navigate the process, including merging two accounting systems so both offices could share resources. “It took about three years to work out our processes and merge the two companies into one,” she says.

Now, the Graysons are planning the eventual transfer of their ownership to their sons. They’ve encouraged their sons to develop new clients rather than rely solely on existing relationships. “Our goal is to be completely out of the business in four to five years,” Lorri Grayson says. “We’re not there yet, but we’ve gone through the hard stuff.”

“When we finally pull away 100%, do I think they’ll struggle? Sure, in some respects,” she says. “That’s the challenge of any succession plan. How do you get them to continue on when you leave?”

SEE ALSO: WHY STRUCTURED KNOWLEDGE TRANSFER IS CRUCIAL FOR SUCCESSION PLANNING

The post ‘Start Yesterday’: Time Sensitive Succession Planning in Construction first appeared on Construction Executive.

A range of surety underwriters recently weighed in on what they are seeking in contractors as the industry moves into its next phase.

CHANGES AND TRENDS

Many of the changes shaping today’s market are multifaceted. Brent McAllister, global head of surety underwriting for Zurich Insurance, sees what he describes as “profound” shifts.

“Driven in part by megaprojects such as data center and infrastructure work, the U.S. construction industry is navigating profound changes, where success will depend on managing escalating contract values, labor shortages and continuity risks,” McAllister says.

“At the same time,” he adds, “overall project backlogs continue to grow due to larger project values driven by rising input costs. These increases have resulted in the need for much larger bonding programs as contractors seek additional surety capacity.”

However, support is not automatic.

“Top sureties will prioritize their support of increased bonding programs for contractor clients with consistent profitability track records who maintain strong liquid financial resources,” McAllister says. “When contractor balance sheets trail backlog growth, forward-looking surety underwriting requires much deeper risk assessment of profitability trends, outlook for profit retention and the likelihood of balance sheets catching up to extended surety programs.”

Shawn Scott, chief underwriting officer, contract East, for Liberty Mutual Surety, says contractors are entering 2026 in a strong position.

“As we begin 2026, our contract clients are exceptionally well-positioned to capitalize on the accelerating wave of megaprojects reshaping the construction landscape,” Scott says. “Many contractors are entering the year with strong backlogs and a deep pipeline of high-quality bidding opportunities. Margins and growth prospects remain robust, driven by sustained investment in infrastructure, data centers and related power projects.”

Still, the landscape is evolving. “Clients are reporting fewer locally sourced projects and increasingly crowded bid lists for work under $25 million,” Scott says, a dynamic that calls for “discipline and strategic alignment.”

Cost pressures remain significant. “Cost inputs remain high due to limited subcontractor availability, higher material prices and rising labor costs with uneven skill levels,” Scott says. “As a result, resolving client issues is becoming increasingly expensive.”

Paul Nebraska, vice president for construction services at Travelers, says infrastructure funding remains a driver—but is shifting.

“Big federal programs like the Infrastructure Investment and Jobs Act have boosted demand for contract bonds over the past several years,” Nebraska says. “However, with IIJA spending decreasing in 2026, the market is watching how state and local programs, as well as other federal initiatives such as the Inflation Reduction Act and CHIPS and Science Act, sustain demand across different segments.”

He describes conditions as uneven. “Inflationary pressures on labor and materials and ongoing supply chain fluctuations can influence surety support, capacity and contractor risk profiles,” Nebraska says. “These factors shape bond access and capacity dynamics for contractors of all sizes, impacting both merit shop and union contractors alike.”

Shawn Weppelman, assistant vice president of surety for Brunswick Companies in Cleveland, Ohio, says he is seeing “an increasing number of general contractors requiring bond backs from their subcontractors.” He also notes that “in states such as California and Texas, solar-related projects continue to represent a significant portion of the work, while infrastructure spending remains steady.”

Tariffs have introduced additional uncertainty. Weppelman says that contractors have largely adapted by applying strategies and protections developed during the COVID-era supply-chain disruptions.”

Nebraska adds that while the same underwriting fundamentals apply to contractors of all sizes, differences do exist.

“For contractors working on smaller jobs or requiring transactional bond types, digital and AI-supported underwriting is increasingly helpful,” he says. “More thorough financials are required for larger bid and performance bonds.”

KEY FACTORS TO CONSIDER

Contractors pursuing bonding must prepare across multiple fronts—from company-specific financial practices to broader industry risks.

Financial statement quality remains foundational. “For multi-million-dollar deals, surety companies typically require CPA-prepared or CPA-certified financial statements,” Weppelman says.

As with any rule, there can be exceptions.

“In some cases, bonds may be approved using internally prepared statements if they are accurate and well supported,” he says. “However, this often requires additional work to ensure the financials are properly structured and presented before submission to the surety for review.”

Tax strategies also matter, particularly for contractors without an established surety track record. “Because surety underwriting places significant emphasis on working capital and equity, contractors seeking bonding must strike an appropriate balance between tax efficiency and maintaining a strong balance sheet,” Weppelman says.

Personal credit of ownership is another underwriting consideration.

“Poor or neglected personal credit can materially impact bonding capacity and, in some cases, may be the primary reason a contractor is unable to obtain bonds,” Weppelman says.

Tim Holicky, senior executive underwriter for The Hartford’s construction central bond team, cites rising material costs, talent retention challenges and labor constraints as additional industrywide pressures.

Labor shortages are driving “growing pressures,” he says, compounded by “the retirement of experienced project leaders and the ongoing challenge of managing turnover within project teams.

“At the same time, contractors are being asked to deliver larger, faster and more complex projects under increasingly unfavorable contractual risk allocations,” Holicky says.

Together, those forces can stretch companies thin. “It becomes easy for firms to become overextended, especially when accelerated schedules create significant cash-flow strain,” he says.

McAllister echoes the labor concern. “Labor continues to be the largest constraint to further growth for contractors of all sizes and across sectors,” he says, citing management staffing, project managers, engineers and craft labor shortages.

As a result, “sureties are increasingly prioritizing contractor clients who have built solid pipelines of skilled craftspeople and supervisory staff ready for roles of greater responsibility,” McAllister says.

Succession planning also is rising in importance. Holicky frames the issue directly: “What happens to the business if something happens to the founder, owner or visionary who has held the organization together?”

Identifying and developing the next generation of leaders—and establishing a clear ownership transition plan—have become pressing issues, he says.

McAllister adds that as contractors confront aging ownership, many lack succession plans. “We have seen a variety of exit plans, including private equity, ESOPs, family transition and strategic buyers, which can lead to complex financial structures requiring sureties to adapt their support,” he says.

“We encourage our clients to proactively formalize management and ownership succession plans to ensure business continuity and sustained surety support.”

Nebraska emphasizes that underwriting fundamentals remain consistent.

“Sureties are focused on the same risk fundamentals for both merit shop contractors and union contractors: financial health, backlog quality, management capability and the contractor’s ability to execute their business plan,” he says.

THE “C”LASSICS

Despite evolving trends, surety underwriting continues to rest on three classic pillars: capital, capacity and character.
Capital—the strength and quality of a contractor’s financial position—remains central.

“The strength and quality of the contractor’s financial statements” are key, Weppelman says. “And the larger the bond request, the greater the need for bonding expertise.”

Holicky puts it bluntly. “Sureties expect contractors to approach the development of their balance sheet with the same thought and discipline they apply to building a project,” he says. “At the core of a strong balance sheet is cash, because most contractor failures ultimately stem from running out of it.”

He cautions against overreliance on overbillings. “Many contractors rely heavily on the ‘bank of overbillings,’ using project owners’ funds to finance ongoing work,” Holicky says. “While this can support liquidity, it’s important to remember that overbillings must eventually be reinvested into the project. What appears as excess cash today is often a future obligation.”

He also stresses controlling overhead. “Every dollar saved on overhead expense increases your working capital and net worth by the same amount,” he says.

And discipline matters. “Contractors must be “disciplined enough to say no to additional work when it threatens their financial stability,” Holicky says.

“Ultimately, contractors succeed to the extent that they earn consistent profit at the project level,” he adds. “The income statement is simply the aggregation of profit and loss across all jobs. This makes it essential for contractors to focus on cash flow, cost control and margin management on each individual project.”

When it comes to capacity, Holicky notes that modern contractors must demonstrate management of far more than field operations.

Responsibilities now include “commodity management and forecasting, logistics and scheduling, legal and risk management, accounting, economics and cash-flow control, as well as human resources and benefits administration,” he says.

“That demonstrates that today’s contractors must operate as sophisticated business enterprises, not just builders. That sophistication is operational capacity in surety underwriting.”

Sureties also evaluate risk appetite. “That appetite becomes evident in project-selection discipline and go/no-go decision processes,” Holicky says.

Increasingly, contractors are aligning project selection with preconstruction teams to assess market fit, backlog strategy, risk profile, margin expectations, delivery method, owner reputation, subcontractor availability and internal capacity before pursuing work.

Nebraska advises contractors to pursue logical growth. “Contractors hoping to undertake significantly larger project sizes than their previous work experience may challenge their ability to secure corresponding capacity,” he says. “Underwriters like to see repeatable performance, so contractors should aim for a logical progression of project size and scope rather than making big jumps that can strain capital and capabilities.”

Weppelman notes that sureties apply heightened scrutiny when a bond request involves a project more than twice the size of the contractor’s largest completed job.

In such cases, contractors should clearly explain contract value drivers, including inflation, material cost composition, comparisons to similar completed projects and relationships with the obligee and key subcontractors.

The third and final pillar, character, speaks to professionalism and trust.

Weppelman describes it as “overall professionalism, including how the contractor presents in meetings and interacts with the surety.”

Alignment matters. “Alignment is essential regarding business growth plans, contractual risk management, balance sheet liquidity and continuity in management and ownership,” McAllister says.

Transparency is also critical. “Builders and contractors seeking surety help should maintain up-to-date financial statements with supporting documentation for WIP, underbillings, overbillings, cash flow and cash reserves,” Nebraska says. “This builds credibility.”

He also encourages proactive communication. “Be proactive in communicating the business strategy and plans with the surety and surety agent, treating them as key partners,” he says.

McAllister underscores the importance of open dialogue. “Clear, reciprocal communication should support operations rather than disrupt them, ensuring both parties have shared understanding of organizational strategy,” he says. “Promptly addressing challenges is key. Both contractors and sureties value timely, honest updates so they can respond proactively and maintain strong, collaborative relationships that support successful project delivery and sustainable growth.”

Scott offers a final reminder. “Time is valuable,” he says. “Your partners, including your surety, should provide insight into market conditions, competition and construction trends. Meetings with surety partners should set clear expectations, clarify needs and enable execution of your business plan.”

In an environment defined by change, the fundamentals remain constant. Contractors that manage capital, demonstrate capacity and exhibit character—while maintaining strong communication—position themselves to secure the surety support necessary for sustainable growth.

SEE ALSO: NAVIGATING THE CHALLENGES OF A 2026 SURETY MARKET

The post Prove It: What Surety Underwriters Seek in Contractors first appeared on Construction Executive.

It wasn’t a grand ceremony. There were no lawyers, no press releases, no polished mission statements. Just two men, window to window, making a commitment the old-fashioned way. That handshake in the early 1960s would lay the foundation for what is now Coakley & Williams Construction (CWC)—a 65-year-old contractor based in the Washington, D.C. metro area with a legacy rooted as much in relationships as it is in reinforced concrete.

Six and a half decades later, the projects are larger, the portfolio more complex and the leadership now in its third era. But the throughline remains: build with integrity, invest in people and earn trust—perpetually.

In 2026, that philosophy has earned national recognition as Associated Builders and Contractors named CWC its Contractor of the Year. For a company that doesn’t chase accolades, the honor lands differently. It feels less like a milestone and more like a mirror—reflecting a culture that has been quietly compounding for decades.

THE BUILD MINDSET

If you ask CEO Lynn Stith Bennett for the company’s elevator pitch, she won’t start with revenue figures or square footage totals.

“At CWC we operate with what we call the build mindset,” Bennett says. “Every action we take contributes to building something. And that something is so much more than buildings.”

Yes, the firm constructs schools, government facilities, life sciences labs and mission-critical spaces across the D.C., Maryland and Virginia region. But, Bennett says, the work extends beyond brick and steel.

“We’re building communities where people live, work and play. We build schools that educate children and the future. We deliver life science projects that have an impact on people’s lives,” she says. “But even more than that, every action we take is about building relationships and career opportunities for our people.”

Gregory E. Harraka, president and COO, echoes that sentiment.

“If I got stuck on an elevator with you and you said, ‘I’ve got 10 projects to build—why should I choose CWC?’ I’d say because we operate with the build mindset,” Harraka says. “We’re not just building structures and spaces. We’re building relationships. We care about your project. We build on trust.”

That trust, cultivated over 65 years, is the currency that keeps clients coming back—and employees staying for decades.

A COMPANY YOU CAN RETIRE FROM

Spend time talking with CWC employees and a pattern quickly emerges: longevity.

Harraka joined the firm on September 22, 1986. This fall will mark his 40th anniversary.

“I didn’t come here chasing an award,” he says. “I came here for a job. But I stayed because the merit shop philosophy matched my ideals—what you put out is how you should be evaluated.”

Bennett’s tenure nearly mirrors his. She joined the company in 1987 after cutting her teeth in field operations at another contractor.

“There weren’t a lot of women project managers at that time,” she recalls. “They really invested in me. Every time I raised my hand and said, ‘I think I can do that,’ they said, ‘Go for it.’”

Over the years, Bennett moved from project management to leading the design-build group and eventually to overseeing HR, IT, accounting and marketing before becoming CEO—the first woman to hold the role in company history.

“I feel like I’m Lynn most days,” she says with a laugh. “Sometimes I forget the title carries weight. But it is meaningful to be a role model for young women coming into this industry.”

That internal mobility is not accidental. It is structured. Senior Superintendent Eric Van Why, who joined the company in 2009 as a project engineer, is now an equity partner.

“When I interviewed, I was told the sky’s the limit,” Van Why says. “They said, ‘If you fit well here, you could be an owner one day.’ I thought, no way. And here we are.”

Van Why credits the company’s catalytic coaching process—a structured, annual development conversation—for creating clear career pathways.

“We don’t do traditional annual reviews,” he explains. “We go through what we’re proud of, where we fell short, what skills we gained, what relationships we built and what we want to be when we grow up. It’s in writing. You have a voice.”

Baboucarr Cham’s story follows a similar arc. He joined CWC as a summer intern in 2003 while studying architecture. “After my first internship, I just loved construction,” Cham says. “I changed my major. They paid for my master’s degree. I kept getting opportunities.”

Today, Cham serves as business unit leader for the firm’s government sector and is an equity partner overseeing 40-50 team members. “I’ve spent my entire professional life here, and I plan on retiring here,” he says. “Every step of the way, it’s been about opportunity.”

Jeff Gray’s tenure stretches even longer. He started working for his father in construction at age 13 and joined CWC as a carpenter at 24. This year marks 39 years with the company.

“After the first year, I knew this was the place for me to spend my entire career,” Gray says. “I look back on all the years and what comes to mind is how fortunate I am to be part of this success story.”

He sums up the company’s mission in three words: “Purpose, impact and happy team.”

EARN TRUST PERPETUALLY

At the core of CWC’s culture are three guiding principles: earn trust perpetually, trade perspectives confidently and apply expertise inventively. For Cham, the first is foundational.

“For us to get this award, we have earned the trust of a lot of people involved in the entire construction cycle—from owners to architects to trade partners,” he says.

That trust extends into the field, where safety and collaboration are daily disciplines.

“Our safety culture starts with buy-in from every employee,” Gray says. “Our site teams meet every morning and discuss upcoming activities to understand the hazards. We walk the project together. It’s a team effort.”

Van Why, who grew up in the trades and worked as an electrician and framer before moving into commercial construction, thrives on complex builds. “I’m really good at messy jobs—additions, challenging structural stuff,” he says. “At CWC, we don’t build the same thing over and over. Every project is a new opportunity to solve problems.”

Senior Project Manager Megan Ross points to the firm’s diverse portfolio—from schools and aquatic centers to government wellness facilities—as evidence of that adaptability. “Most recently, I got to build our new office space,” Ross says. “That’s one I really take pride in because our people use it every day.”

Ross, who joined straight out of college and became the company’s first female assistant superintendent before transitioning to the project management track, is now in her tenth year. “You really see the next class of leaders emerging,” she says. “People rally behind Lynn and Greg because they’re good leaders.”

THE ABC THREAD

The connection between CWC and Associated Builders and Contractors is not a recent development—it is woven into the company’s origin story.

One of the firm’s founders, Neil Coakley, co-founded and served as the second chair of ABC Metro Washington. Over the years, five company leaders have served as Metro chairs and two have chaired ABC Chesapeake Shores.

Harraka chaired the Metro Washington chapter in 2013. Bennett also served as Metro chair in 2021. Ross currently sits on the Metro board. Cham has been active in ABC’s legislative efforts in both Metro and Chesapeake and Van Why has chaired multiple committees at Metro Washington.

“ABC has gone hand in hand with our entire company’s path,” Ross says. “It’s been along our entire company’s history.”
For Harraka, the Contractor of the Year award is less about recognition and more about reinforcement. “These types of awards aren’t something you deserve—you earn them,” he says. “We live the merit shop philosophy. We’ve fought for it. We’ve been involved in lawsuits against project labor agreements in this region because we believe in open competition.”

Cham sees advocacy as inseparable from business strategy. “My mentor always says, ‘Get into politics or get out of business,’” Cham says. “When you start seeing what policies impact growth and opportunity, you realize we have to advocate for what matters to our industry.”

Van Why credits ABC with expanding his professional network and perspective.

“ABC involvement continues to develop my industry knowledge and relationships,” he says. “This industry is relationship-based. Those connections matter.”

For Bennett, who remembers attending early ABC meetings where few people looked like her, the evolution has been profound. “To go from that [environment] to serving on the board and then chairing the Metro chapter was an amazing achievement for me personally,” she says. “It’s impactful to be that role model.”

The Contractor of the Year honor, presented in the company’s 65th anniversary year, feels especially significant. “It says that organizations like ours live the merit shop every day,” Harraka says. “We just go about it as part of the fabric of our business.”

BUILDING WHAT MATTERS

Over more than six decades, CWC has delivered projects that shape the region’s civic and educational landscape.

Gray points to work at Marine Corps University, the Maryland State Senate office building and dozens of schools throughout his career as defining milestones. Cham highlights the Long Bridge Aquatics Center in Arlington, Virginia, as one of the most meaningful projects in his tenure. “It’s one of those unique projects that really resonates,” he says. His team recently broke ground on the largest project in the firm’s history: the Maryland Supreme Court in Annapolis. “Working on this project is a profound honor, as this future Civic landmark will stand as a symbol of justice, history, and service to the state of Maryland.”

From public safety facilities and recreation centers to mission-critical government spaces, the company’s portfolio reflects its identity as a true Washington, D.C. metro region contractor. “We believe in the communities we build and the communities we serve,” Cham says. “We believe in being good stewards.”

That local commitment has helped the firm maintain a steady presence in an industry known for volatility.

“We didn’t set out to be the biggest,” Harraka says. “We wanted to be the best.”

NEXT GENERATION

Today, CWC is positioned for growth. The ownership structure has evolved, with key leaders—including Bennett, Harraka, Van Why and Cham—now equity partners.

“We’re excited about where we are as a company,” Bennett says. “We’re positioned for growth and excited about the opportunities that provides for our employees.”

That growth is intentional. The company looks for entrepreneurial spirit, rewards performance and encourages employees to “raise their hand” for the next challenge.

“You work hard, you get rewarded,” Harraka says. “And reward isn’t only financial. It’s career growth and the opportunity to take on something new and succeed.”

The founders’ handshake may be long past, but its ethos endures—in daily safety walks, in mentorship conversations, in board meetings and in job trailers across the region.

“What do you want to be when you grow up?” Van Why asks his mentees during catalytic coaching sessions. “Be the next president? The next CEO? It’s possible.”

For a company built on a handshake in the rain, that belief—that anything is possible if you earn it—may be the strongest structure of all. And in earning ABC’s Contractor of the Year award, CWC has once again proven that when companies build people, the projects—and the legacy—follow.

SEE ALSO: OLD MILITARY PARACHUTES REPURPOSED IN WYOMING MONASTERY PROJECT

The post Built to Last: ABC 2026 Contractor of the Year Coakley & Williams Construction first appeared on Construction Executive.