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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

In late summer 2021, Clay Adkisson, founder of Nashville-based urban design firm Openworks, was driving down the interstate in Nashville when something caught his attention. To the naked eye, it looked like a run-down, dilapidated Super 8 motel from the 1970s. To Adkisson, it looked like the future of multifamily construction.

“Just picture, ‘blighted, old motel,’” says Allen Buchanan, a principal at Dowdle Construction, the general contractor and construction partner on the project, “because that’s what it was.”

But together, Adkisson and his business partner Austen Helfrich—co-founders of Wilder Ventures—pictured it easily: The Wilder–an affordable, sustainable, compact-yet-functional, 97-studio multifamily apartment complex, developed from that blighted, old Super 8.

“Clay and Austen’s vision was, ‘We’re going to capture all the people that may be down on their luck and need a hand up, not a hand out,” says Buchanan. Thanks to help from an $11-million loan from local Nashville bank Truxton Trust and Boston-based BlueHub Loan Fund, 40% of the units are deed-restricted to individuals earning at or below 75% of the area median income, equivalent to earning about $29/hour or less this year in Nashville.

While the Nashville neighborhood where the motel was located is less than affluent, Nashville is overall one of the most expensive major cities in the nation. Average home prices have risen from $250,000 in 2015 up to more than $475,000 as of 2025. The average studio apartment is pushing $2,000/month near the downtown core. As a hub for travel nurses, military and other career first-responders, short-term living is often less than probable in the heart of downtown.

Adkisson and Helfrich are no strangers to community-focused real estate development. “Our businesses are aligned together under one goal: Create high-quality attainable housing for the cities we know and love in the Southeastern U.S.” Not only is their home city of Nashville a chart-topper for price, but it continually tops national charts as one of the hottest development markets in the country–adding approximately one hundred new residents daily for the past several years. “As forward-thinking housing developers,” says Helfrich, “our mission was clear: In a city flooded by new luxury product, can we create some more attainable housing stock–at prices average Nashvillians can afford–in those same desirable neighborhoods in and around the downtown core?”

Wilder Ventures purchased the existing Super 8 building in 2022 and immediately began a six-month construction selection process, eventually landing on Dowdle Construction Group as construction partner “based on their ‘seen it all’ experience with adaptive-reuse buildings,” says Adkisson, “and the professional experience of their project team.”

If Dowdle thought they’d seen it all, then Buchanan was proven wrong with The Wilder. “I don’t know many people that have followed this design-build model in Nashville, if there are any,” he says. The project kicked off with a 13-month timeline and $6.6-million construction budget.

PLEASE, HOLD ON TO THE HANDRAILS

Considering the build would be not only adaptive, but also sustainable, the teams at Wilder Ventures and Dowdle aimed to preserve as much of the original structure as possible and repurpose materials wherever they could–from even the smallest details such as handrails. “Believe it or not,” Buchanan jests, “handrail design 50 years ago is not the same as handrail design now. So coming up with a retrofit design that brought the handrails up to code on a four-story building where the handrails go around every level and there are a ton of stairs, was a lot of back and forth between a steel designer and Clay, and becoming cost efficient with that was a six-figure problem that we all faced together.”

To fully repurpose the existing 95-room motel building, Dowdle would need to perform a full-gut, down-to-the-studs renovation to convert it into 97 300-square-foot studio apartments. This included complete site and building restorations, such as installing new sustainable stormwater, grounds and building features; completely new and modernized utilities and fire protection systems; high-quality finishes; and new resident amenities, like a vinyl listening lounge, coworking area, laundry facility, fitness center, swimming pool and large half-acre dog park.

To secure smooth execution throughout construction, Adkisson led the charge on clear design communication from the start, managing the minutiae of everything from cutting open drywall to inspecting plumbing to moving duct work to repairing elevators and more.

“We had to fix everything up,” says Buchanan. “Someone had let the property fall into the condition it was in, and all those things were swept under the rug. We now were responsible for bringing them up. So, the initial budgeting with Clay and Austen was also like a discovery.”

BUDGET BEWARE

Budgets are tight on any construction project, but for a first-of-its-kind, sustainable, affordable adaptive reuse in the heart of Nashville, Tennessee, the financial constraints were even more pronounced. “I think Clay and Austen were really at the forefront of this genre,” says Buchanan, “so staying on budget was critical. We simply couldn’t afford surprises during construction.”

From the outset, Adkisson, Helfrich and Buchanan developed the budget collaboratively, ensuring everyone was aligned before work began to break down and rebuild walls. The team also maintained close coordination with the city throughout the process to prevent unexpected permitting issues from derailing the project. Considering the Super 8 was constructed in the 1970s, pretty much nothing was up to code, but that meant everything was up for innovation.

In the instance of the energy code, Buchanan says: “The old glass windows are definitely not meeting the standards for new glass windows. The amount of insulation in a wall assembly has to be to a certain standard. In this old building, there’s no good way to fix that other than tear the walls out and start over.”

On their timeline and budget, that just wasn’t practical. Adkisson, Helfrich and Buchanan worked closely with the city on some of the more challenging items that appeared during the discovery process, one of which was the game of Tetris that was turning a hotel room into a studio apartment with a bedroom, bathroom and kitchenette, all while maintaining ADA clearances.

“Fitting all of those pieces in was a huge lift for this project,” says Buchanan, “but Clay and Austen felt very strongly that to offer anything less wouldn’t be worth it.”

Thanks to a painstaking preplanning and permitting process, it was essentially normal construction all the way up to the ribbon cutting. “By early March 2024,” says Adkisson, “we were able to welcome our first residents to The Wilder.”

MOVING DAY

Today, The Wilder is at capacity and is changing the vibes of the surrounding area. Buchanan notes that the neighborhood has “calmed down” compared to what it felt like three years ago. “There is so much need for this type of change in these little pockets of the city. Word gets out and people now know that it’s a safe place to live–so I’ve certainly seen it positively impact the community in a huge way.”

According to Adkisson and Helfrich, residents consistently say they appreciate the flexible layouts, thoughtful millwork with plenty of storage and ample daylight each unit lets in. “We are grateful the execution of the project matched the vision,” Helfrich says, “and the building serves those we and our community partners hoped it would: teachers, nurses, music industry workers, hospitality workers and students.”

Now, two years into full operations, The Wilder is gaining international recognition for its inventive approach and community and environmental impact, earning the Jack Kemp Excellence in Affordable and Workforce Housing award from the Urban Land Institute.

“We were encouraged by our local city council members and Nashville-area colleagues to apply for the Jack Kemp Award,” says Adkisson. “Candidly, we didn’t think we had any chance to win such a prestigious award based on the large pool of applicants and notable projects that apply from all over the country each year. Fortunately, ULI, the Award Jury and our peers all believed we had done something remarkable–and replicable–here: developing a path to create high-quality, attainable housing in and near major urban centers, for a fraction of the cost and timeline to delivery. We are grateful for their decision.”

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

The post Motel Tetris: Turning a Nashville Super 8 Into Award-Winning Affordable Apartments 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.

“My parents rent a limo bus so we can all ride together,” says Thomas “Murph” Murphy, who counts among his immediate circle two parents, four siblings, nieces, nephews and two children of his own. With a family that now numbers 26, logistics alone could be daunting—but the Murphys have made it work for decades.

The tradition began in the early 2000s, after Murphy’s grandmother passed away and left the family a small inheritance. “My parents said, ‘We can give everybody gifts, or…,’” Murphy recalls. Instead, they chose a shared experience—a waterpark trip that proved such a hit it became an annual ritual. Since then, Christmas has brought theme parks, surprise destinations and even a rented Buffalo Sabres practice rink for a full-family hockey game.

“For us, family’s so important,” Murphy says. “Getting together and doing something like that is way more memorable than a gift someone may never use.”

That emphasis on relationships is central to who Murphy is—and how he plans to lead. Vice President at Scottsville, New York’s PCG Inc., Murphy will serve as ABC’s 2026 national chair. Before you get to know him in that role, he says it helps to understand his foundation.

“I live by four things,” Murphy says. “Faith, family, PCG and ABC.” At the center of them all is faith.

KEEP THE FAITH

About a year and a half ago, Murphy and his girlfriend, Cheryl Marie, were leaving church when their pastor noticed Murphy’s ABC shirt and stopped to ask what the letters stood for. “I explained that we start every national meeting with a prayer,” Murphy says.

A few days later, the pastor called back—this time to ask for help with a church expansion project. While the work wasn’t something PCG handled directly, Murphy offered his support as both a man of faith and a merit-shop advocate. He helped review bids and worked with the construction team to find the right fit.

One bidder was an ABC member Murphy knew well. When the contractor learned the project was for Murphy’s church and that the church hoped to work with an ABC member, they committed not only to the job but to making it affordable.

“I’m happy to say the project was finished in December 2025,” Murphy says. “It’s amazing how important relationships between ABC members can be.”

Those relationships mirror Murphy’s approach to faith: fully committed. He believes that same all-in mindset has guided his career and his service to the association.

At the time of writing, Murphy was—quite literally—in a limo with his family, heading to another mystery Christmas adventure. Next on his calendar, however, is a nationwide journey to ABC chapters across the country, bringing with him the same family-first energy.

After all, Murphy says, “What is ABC if not a family?”

OPPORTUNITY ABOUNDS

Murphy’s work ethic took shape early. At 13, he biked to his first job as a golf-course caddy. Landscaping followed, then an opportunity with a general contractor. While in college, another door opened through a ready-mix concrete company—and Murphy walked right through it.

“I went out and got certified to test concrete and became the youngest certified person in New York state at the time,” he says.

For three years, Murphy balanced concrete work with his business administration studies at the State University of New York at Fredonia. After graduation, he took a detour into sales with a food distribution company—a move that didn’t last.

“My godfather told me, ‘You’re too excited about construction. You need to go back,’” Murphy recalls.

He did just that, returning to the concrete industry and working his way from sales to operations to general manager. In 2007, another opportunity arose at PCG, where Murphy led the aggregates division and helped build a state-of-the-art plant.

“I spent nine years dealing with permit modifications, legislators and the governor,” he says. “That’s where ABC really helped me.”

STANDING IN THE HALL OF FAME

Murphy’s ABC involvement began almost immediately after joining PCG, an ABC member since 2005. His service has included two terms as chair of ABC Empire State, roles as chapter secretary and Northeast region vice chair, service on executive and government affairs committees, time as an ABC PAC trustee and repeated stints as a chapter chair mentor.

Along the way, he’s earned recognition, including induction into Who’s Who of America and placement on City & State New York’s Construction Power 100 list in 2023. But one honor stands above the rest:“Outside of being national chair, that’s the biggest honor I’ve ever had,” Murphy says of his induction into the ABC Empire State Hall of Fame.

Still, accolades aren’t his motivation. “Peer recognition is nice,” he says, “but it’s not my driving goal. When people feel they can reach out to me and trust me—that matters most.”

Murphy credits ABC with tangible benefits for PCG, from STEP and AQC to political advocacy. He even modeled PCG’s strategic plan after ABC’s. “That tells you how strong our ties are,” he says. “Now it’s my turn to give back.”

AMBITION AHEAD

As national chair, Murphy plans to advance ABC’s STEP and AQC initiatives—programs that have significantly benefited PCG, an AQC and STEP Diamond member. He also brings a perspective shaped by doing business in New York, where union dynamics are a daily reality. “I want people to talk to me about union organizing,” he says. “Talk to me about how project labor agreements affect us.”

Murphy is equally focused on political advocacy. “I want people to know we’re using our PAC dollars to support those who support the merit shop philosophy,” he says.While the national chair schedule is demanding, Murphy prioritizes meaningful engagement. “I’ll go where I’m needed most,” he says.

Support comes from home, too. His girlfriend, a project manager in the construction industry, understands the demands of the role. “She gets ABC,” Murphy says. “We can talk construction, and that’s pretty cool.”

And the support runs even deeper: Murphy recently welcomed his daughter, Carley, a newly graduated physician assistant, and her longtime boyfriend into his home. “They can live rent-free,” he says with a laugh, “as long as they do the cleaning, mowing and snow blowing.”

His eldest son, Jake, is building his career in Rochester. “I’m very proud of who my kids have become,” Murphy says.

As Murphy prepares for his official debut at ABC Convention 2026 in Salt Lake City, there’s still more to know about him: He’s a devoted Buffalo Bills fan, a fitness enthusiast with a full home gym, a Harry Potter devotee sorted into Slytherin—and, when there’s an Irish pub nearby, an avid kayaker.

Thomas Murphy wears many hats, but one constant remains. With a career built on faith, family and opportunity, he’s ready to lead ABC the same way he lives his life—fully committed, relationships first.

SEE ALSO: ICYMI: HIGHLIGHTS FROM ABC CONVENTION 2025

The post Family First: ABC’s 2026 National Chair Thomas Murphy first appeared on Construction Executive.

Following the garden bed came a major in public relations and a minor in construction from Minnesota State University Moorhead. “When I came back from there,” says Zavoral, “I was put back into a project management role and organically have grown from project management through operations management now into a vice president.” And in 2026, Zavoral will serve as chair of Associated Builders and Contractors’ Minnesota/North Dakota Chapter.

Long before Dave Zavoral could join the family business as a third-generation member, however, there had to be a first generation. R.J. Zavoral and Sons Inc. was founded in 1951 in East Grand Forks, Minnesota, by Robert Zavoral—Dave Zavoral’s grandfather—and joined ABC’s Minnesota/North Dakota chapter in 1994. Today, the company specializes in heavy civil contracting work like excavation, underground utilities and asphalt paving, but it started out with a single dozer.

“My grandfather was a World War II veteran, in the construction battalion,” says Zavoral. “He operated a dozer for the SeaBees in the Navy. He was leveling the jungle for landing planes at Guadalcanal and then spent some time in Newfoundland. He was using the same dozer to move snow off of runaways. He learned his trade there and when he got out, he ended up acquiring a dozer of his own.”

For a while, it was just Robert Zavoral, his wife, Lois, a dozer and their three sons. But soon the business grew, and so too did the family. “For a long period of time,” says Dave Zavoral, “the business was just to provide for the family—then came the sons part of R.J. Zavoral and Sons.” And then the grandsons, and soon the great-grandsons. Today, Dave Zavoral works alongside his two brothers and two cousins—as well as spouses and other extended family—who have helped expand the business from one dozer and simple earth moving jobs to heavier civil contracts for asphalt paving, underground utilities, government contracts and more, all the while maintaining their core family values: “We care for each other deeply, we do great work and we take pride in everything that we’ve done.”

Nearly four generations and 75 years later, the company is home to approximately 230 employees—but that still doesn’t mean there is a job too small. “We live in a community where they call us for a load of clay,” says Zavoral, “and we’re still taking loads of clay one at a time. We’re here to serve.”

Another small—but fun—part of the job? Rock-making. Due to the glacial nature of the soil in the upper Midwest, R.J. Zavoral and Sons doesn’t make rocks from conventional blasting methods, but rather by mining, scooping and crushing. “We mine out the ground, scoop it up and run it through a crushing unit, which has these different screens on it set for different sizes.” The varying size rocks are then sent to various customers for various projects. Some get turned into asphalt; others get shaped and shined for landscaping.

Still, the bedrock of R.J. Zavoral and Sons’ business is earth moving—but what exactly does that entail?

DIRTY JOBS

It starts out like any classic construction project—with a public bidding process, design-plan approval, a schedule, a budget and, finally, execution. But for earth movers, the start is what is key. “Earth moving really just comes down to the very basic level of how a project starts,” says Zavoral. “Typically, we’re the very first group that shows up on a project. We’re moving all of the original soil that’s there and preparing the base to build a new foundation.”

When that foundation gets ripped away, R.J. Zavoral’s work becomes that much more important. In 1997, Dave Zavoral’s hometown of East Grand Forks, Minnesota, suffered a devastating flood, so they were able to work with the Army Corps of Engineers to help erect a levy system. Zavoral says, “We were able to work on at least 70% if not 80% of the projects that protect our current community of East Grand Forks and Grand Forks, and that for us is definitely a badge of honor to wake up every day and know that [these projects] are helping our community.”

Another impactful—and memorable—project took place in 2004, when the company was called to haul dirt from one side of a river—which dissected the backyards of a few neighborhood houses—to the other. “We tried to come up with a way to move that dirt that would be safer and less intrusive,” says Zavoral, “especially during the winter months. So, we constructed an ice bridge over the river, and we hauled 80% of our dirt that needed to go through all those city streets. We took advantage of these brutal Minnesota winters and moved some dirt on some frozen water. It’s definitely one of the more unique projects that we’ve ever worked.”

From driving a single truckload of clay over for a neighbor to making landscape rocks to erecting levies and creating ice bridges, the Zavorals move all types of earth—and they’re moving a lot of it for their latest project: U.S. Army Corps of Engineers’ FMM Southern Embankment Reach SE-2B, a levy system in Fargo, North Dakota.

R.J. Zavoral and Sons’ role consists of moving four million cubic yards of dirt to build that levy system in order to prevent seasonal flooding. While no budget was officially disclosed, it falls over the $35-million cap for federally funded projects—for which Biden-era legislation would mandate project labor agreements. Being a merit shop business, R.J. Zavoral and Sons was thankful the competition for this project remained fair and open—as they won the bid for general contractor.

“Everything on this project is earth,” says Zavoral. “It is all excavation.” Alongside 12 subcontractors, R.J. Zavoral and Sons oversees all the earth moving and excavation from groundbreaking to completion. “We’re there every day.”
While the budget and other official details of the project remain under wraps, Zavoral can disclose his pride: “It’s been a great thing.”

ON MERIT ALONE

R.J. Zavoral and Sons is not just a family business—it’s a merit shop business, which not only encourages but exemplifies ABC’s core values. The decision to serve as ABC Minnesota/North Dakota’s 2026 Chapter Chair came as easy to Zavoral as the decision to join his family’s company. “It would’ve been hard for me not to be a part of the family business,” he says, “just because it had been so much a part of our upbringing. Some of our family vacations revolved around driving by a job that we were potentially bidding on, or on our way home from a lake trip we would swing by to see how much rain fell on a road job. Being a family business just becomes part of the fabric of your daily life.”

When it came to first serving ABC, Zavoral was asked to be a part of a committee for new member recruitment. “I was happy to,” he says. “I’m a networker by nature, so getting to know a few more businesses was good for us. And then when I understood ABC on a deeper level, I communicated with Adam [Hanson] and expressed that I would like to be more involved.”

ABC Minnesota/North Dakota President Adam Hanson jokes, “I twisted his arm one too many times.” In reality, Zavoral simply “wanted to surround myself with people that understood what our concerns were. And to let them know that they could voice those concerns, that I would fight for those same freedoms. ABC has done that for us. I want the rest of our industry to see how powerful ABC is, not only on a state level, but on a federal level. And that’s part of the reason that I’m involved.”

As Zavoral’s year as chair approaches, he is getting serious about taking his chapter, his company and his family into the latter half of the decade.

SEE ALSO: WONDER OF THE WORLD: NAT GEO’S NEW MUSEUM OF EXPLORATION

The post Earth Benders: R.J. Zavoral and Sons Inc. on Their History of Moving the Midwest first appeared on Construction Executive.

Construction of the society’s D.C. campus began in 1904 with the erection of Hubbard Hall, named for the group’s first president, Gardiner Greene Hubbard. The hall was followed by an administration building in 1912-1913, the south wing and central pavilion in 1932, the Stone building in 1964—named for its architect Edward Stone—, and a fourth modern wing in 1984.

In October 2022, architect Hickok Cole and Virginia-based general contractor HITT broke ground on a fifth building: the National Geographic Museum of Exploration at 1600 M Street NW. All four original buildings will also be renovated and connected to the new museum. In summer 2026, those museum doors will open to bring a whole new world of wonder to patrons young and old.

WHAT A WONDERFUL WORLD

When designing plans for major construction projects, Hickok Cole likes to draw from inspiration. The theme for this project? Wonder. But, when designing for a space to be used by both children and adults, what does ‘wonder’ really mean? Jason Wright, principal and director of technical operations at Hickok Cole, says, “Guided by the National Geographic Society’s mission, to illuminate and protect the wonder of our world, we combined inspiration from nature with cutting-edge digital fabrication technologies to envision and then construct the unprecedented Museum of Exploration—a cultural landmark that sets a new benchmark for innovation. The natural wonder of our world provided ample inspiration and depth to encourage and educate both children and adults alike. The moment visitors enter the campus there is a series of overlapping and varied experiences that tell the story of impact and inspiration. From the plaza ecosystems, to the cases that tell the story of National Geographic, or the hidden easter eggs—each time a visitor comes to the MOE, they will learn or discover something new.”

The new design will cover more than 100,000 square feet, including both original and new structures, featuring: a grand entrance courtyard which will house a larger-than-life version of the iconic yellow border; a rooftop terrace that overlooks the courtyard to host immersive nighttime experiences and other events; a main pavilion with an oculus skylight; a high-tech video wall; a new store; a renovated eatery and theater; archives, an education center dubbed the National Geographic Learning Launchpad; and so much more.

But with so much being shiny and new, that doesn’t mean Hickok Cole left out the rich history of both the National Geographic Society and of the buildings themselves. Wright says, “The new design of the museum will honor the historical 16th Street, 17th Street and M Street buildings through the preservation, renovation and expansion of the preexisting spaces. The society has always been on the forefront of discovery and utilizing new technologies in its exploration. In this project we utilized new systems that have never been done before or never been done before at the same scale.”

He goes on to detail some of the new features and experiences and how they exemplify the National Geographic Society’s legacy:

• New Courtyard and Visitor Entry Experience: Sweeping curved planters and intricate paving patterns evoke the natural forms of island archipelagos and meandering glacier rivers, welcoming visitors into an environment of discovery.

• Sculptural Pavilion Ceiling: Drawing inspiration from rippling water, this dramatic architectural centerpiece not only enhances the space’s ambiance but also serves as the foundation for state-of-the-art show systems.

• Interior Woodwork: Advanced 3D modeling meets revolutionary digital fabrication in these geologically inspired surfaces. The design captures the majesty of Arizona’s natural slot canyons, seamlessly integrating the outdoors with the museum experience.

• Auditorium Ribbons: Inspired by sand dunes and seashells, these acoustically transparent structures define the theatre space while serving dual purposes: internal illumination and a canvas for immersive presentations.

• Parametric Molded Cornice: A striking architectural feature on the facade echoing sand dunes that required complex 3D modeling never previously seen in the United States.

As wonderful as new technology, immersive and interactive experiences, and new opportunities for nightlife are, a sense of wonder cannot be created without a practical foundation—in this case, steel, concrete, and accessibility and sustainability efforts. From braille to wellness rooms and electric vehicle charging stations, bike racks, a rainwater collecting cistern and solar panels, the Museum of Exploration comprises a multitude of efforts that uphold the society’s broader efforts around the globe.

THE NEW MILLENIUM

As a leader in micro and macro sustainability efforts, it comes as no surprise that the National Geographic Society is at the forefront of some of the latest sustainability construction technology and techniques, but some things that did come as a surprise were the physical obstacles that appeared during the demolition process.

While merging the buildings from two separate centuries, Joseph Kmiecinski, vice president, site operations at HITT Contracting, had his fair share of unforeseen conditions during demolition. “Although we would not call them surprises,” he says, “we expected to find conflicts and the need to work with the team to move quickly to remediate and keep progress moving. Demolition was handled very carefully during construction, especially the structural demolition work. Specific elements to be demolished or modified were evaluated by third-party engineers specific to individual areas for bracing, shoring, construction loading, sequence of element removal, and methods of cutting and removing. Because the campus is occupied during construction, consideration of office worker protection, ventilation, dust control and access to work areas was also planned and considered.”

Just like the wildlife photographers and Antarctic scientists supported by the National Geographic Society, the contractors at HITT employed for this project loved challenging their problem-solving skills—as well as their creativity. While some elements forced them to think outside the original blueprints, others invited them to think like their inner child.

From their own mid-century inner children to the iPad child of 2025, Hickok Cole and HITT of course had to employ technology—and they got to have a little fun using it, too. According to Wright and Kmiecinski, the project is 100% BIM level 400 modeled, and HITT used its latest scanning technology throughout the project to provide point clouds of existing conditions to the coordination team. This, alongside digital fabrication and prefabrication, made navigating the complex curves, grand ceiling, auditorium ceiling, pavilion wood forms and the exterior pavilion cornice less complex.

Now here comes the fun part: The MOE was also used as a test case for HITT’s robotics team. “We used a robot to scan areas and test potential use of robotics on a construction site,” says Kmiecinski.

The Museum of Exploration was truly built for the future and should last well into it. “Just like the other structures on the campus,” says Wright, “the new pavilion and public space was designed to be a 100-year building, with durable materials and timeless design components.”

There is still work to be done before it opens next year, but construction is tracking on schedule, and the teams at Hickok Cole, HITT and the National Geographic Society are excited to show everything off—and for patrons of all ages to enjoy the space for the next 100 years.

SEE ALSO: STATUE OF LIBERTY MUSEUM USES STRUCTURAL THERMAL BREAKS

The post Wonder of the World: Nat Geo’s New Museum of Exploration first appeared on Construction Executive.

From hurricanes to flash floods to forest fires, the last few years have been riddled with more natural disasters—and subsequent disaster recovery—than in recent history, and those disastrous weather patterns are only projected to ramp up in both frequency and intensity. 

Where does the construction industry stand as the 2025 hurricane season—which caps the tail end of a summer both unnaturally wet and dry—ramps into high gear? Considering the widespread devastation left in the wakes of Hurricanes Helene and Milton last fall, which spread from Florida to the Carolinas; the Los Angeles fires this January; the Texas flash floods this summer; the potential-tsunami panic from Hawaii to the West Coast following an earthquake off the coast of Russia; and all the increasing incidents of thunderstorms, tornados and other events in between, what is a contractor’s role when it comes to recovery and restoration after a natural disaster? 

Industry professionals from across the country spoke with Construction Executive on their efforts—which they say all begin well before the storm season. 

As a long-time resident of Tampa, Florida, ABC Florida Gulf Coast President and CEO Steve Cona III has lived through his fair share of hurricanes, both as a community resident and industry leader.

Down the coastline in Naples, Florida, Paul O’Callaghan, a project executive at GCM Contracting Solutions, helps the company build smart marinas and, subsequently, protect those marinas—and their contents—from weather damage. Although originally from Ireland, O’Callaghan has lived in Florida for decades and thus lived through—and learned from—numerous intense weather events.

As CEO of Vodaland—a terrain development company—Martin Alan oversees all operations in the U.S., Puerto Rico and the U.S. Virgin Islands, so he has experienced his fair share of inclement weather, spanning urban, suburban and rural environments. 

Proactivity is a common theme among the advice and insight each shared. While there is no perfect approach to disaster mitigation, preparation can help to alleviate restoration. Heading into the fall months and final weeks of storm season, Cona, O’Callaghan and Alan hope to impress upon the industry what they preach—and practice—everyday with their own colleagues, clients, member companies and community. 

How has 2025 compared with past years regarding natural disasters in your region?

CONA: While 2025 has been quieter so far, the back-to-back hurricanes we experienced last year, Helene and Milton, were a wake-up call. We’re still seeing the effects, and the entire construction community understands that every season must be approached with a mindset of year-round preparedness.

O’CALLAGHAN: We’re expecting an above average hurricane season for 2025, between 13 and 19 named storms. Six to 10 of those storms will be hurricanes and three to five will be major hurricanes. That suggests a much more active season compared to our historical average. We have to employ whatever technology we can to keep an eye on weather predictions. There is a significantly increased flooding risk it seems each year as we go forward. 

ALAN: We definitely see increased news coverage of national disasters. I think it’s because they’ve been more damaging than in the past. Everything we do is pretty much preventative—water direction systems, trench drains or erosion control. We get the most phone calls two to three months after a flood or other natural disasters. Hurricane season has definitely been huge over the last three or four years and we see a pivotal movement to get ahead of the curve with preventative measures. We see the direction that it’s been going so we’re being more proactive.

How do construction companies work with increasingly complicated/comprehensive insurance policies? How do they work with recovery efforts when there is no insurance?

CONA: Insurance policies have become more difficult and costly to manage, so contractors are working closely with legal and risk consultants. When insurance doesn’t cover the loss, we’ve seen companies step up and offer manpower, equipment and materials to help communities recover because that’s what this industry does.

O’CALLAGHAN: The one thing you know is that they’re busy. It’s really difficult. We do have people who understand that process and have worked through it before; we’ve got a small business administration that does disaster loans; and we do have a couple of people in-house that are well versed in how to set that up, how to communicate and work with entities like insurance or FEMA. But everybody is involved: local government, state government, federal government. Everybody comes together and works together and does what they can do as quickly as they can. To me, that is really impressive.

ALAN: There’s a joke that we say here: For every new certification you need, someone made money, right? Because there’s some sort of lawsuit that happened that prompted the need for that certification. But really what happens is our engineers or city planners will come to us and specifically state what their needs are, what the water flow rate needs to be, what the material needs to be, and we design systems for them. Not only do we have stock items, but everything that we carry is customizable as well. So we go where the wind takes us when it comes to cities and municipalities because, yes, they are very different, there’s not a standard product that we will put in every single situation. We definitely conform to the audience based off of their installation needs. 

How do construction companies triage in the immediate wake of a disaster? Is there a particular experience that sticks out in your mind that exemplifies best practices?

CONA: The first priority is life safety and access. Our members pre-position crews and equipment so they can get to work the moment conditions allow, clearing roads, stabilizing structures and supporting emergency response teams. That early action makes a huge difference. After Hurricane Milton, one of our contractors had pre-positioned fuel, generators and supplies ahead of the storm. Within hours of the all-clear, their crews were out restoring access and supporting community shelters. It was a perfect example of how preparation translates into immediate impact.

O’CALLAGHAN: A lot of that comes from preparation beforehand—triage afterwards. We’re preparing our sites and obviously we’re preparing our teams. We work with the city and the county. We have mandatory checklists that the company and the city will send out for existing construction sites. The most important thing is that everything is tied down, potential missiles or projectiles are removed, people are evacuated and everyone is safe. Sometimes, it’s not as bad as what was predicted and other times it’s much worse. So making sure everybody’s safe beforehand is key. Afterwards, it’s hazard identification. We don’t know what’s going to be on a jobsite after a storm, whether there is standing water or what’s in that water. It could be alligators, could be glass, there could be things hanging off the side of the building. So, we have to do a hazard identification and then get in and secure the site, remove those dangers, remove the hazards, and make sure it’s safe for us to go back in and start restoration.

ALAN: It’s an unfortunate thing, but we do know where to go at what times based off of disasters. With the recent Texas floods, we’ve been in touch consistently with general contractors and their rebuilding efforts. With the California fires that burned away so much brush, we all know what comes after heavy fires, and that’s mudslides because there is zero water absorption at that point. So we definitely know where the traffic is going to be coming from and that is where we plan our proactivity.

How is technology evolving to aid disaster prediction, prevention and recovery construction strategies?

CONA: Contractors today are far more proactive. We’re integrating GIS flood mapping, NOAA forecasting and real-time weather alert systems into our project planning. These tools help anticipate risk before a shovel hits the ground, especially in flood-prone areas. 

We’re seeing drones used for quick damage assessments, AI modeling for predicting infrastructure risk and BIM systems that help simulate flood and wind load resilience. Modular construction has also become a major asset during rebuilding. It’s fast, flexible and cost effective. 

O’CALLAGHAN: It’s incredible what we’re getting from AI, what we can learn about it and how we can use it for predictive analytics, hydrological data and so on. Digital twins can simulate different disasters scenarios and that helps us to look at what we’re building and make sure that the designs are compliant as we’re getting stricter and stricter codes. Collaboration and knowledge sharing is key to tracking that new tech. We go to the chamber of commerce and we sit in there with a bunch of people, whether they’re construction-related people or realtors, bankers, lawyers, whoever they may be. We all sit in there and we share information with each other. There’s a lot of collaboration and knowledge sharing in those meetings that is very beneficial if you want to keep up with what’s going on, what the changes are, what the new technology is, how AI can help you.

ALAN: What we’ve seen more than anything isa lot more attention to water removal technology. And we lean on our shrink drains as our primary product lines of course, so when new construction’s being built, whether before or after these disasters, what you’re seeing is a lot of surface area water removal. Trench drains are getting wider to remove more water. We’re seeing parking lots and bridges with massive water removal technology. You’re also seeing a lot of that done in landscaping as well. You’re seeing a lot of reservoirs being built. You’re seeing ditches next to rivers and flood areas get higher. In cities, they’re not cutting corners, especially with flood mitigation technology; they’re making sure that they’re definitely putting the carriage in front of the horse, if you will. So people are being a lot more proactive with tech for sure. 

How can the construction industry help quell community fear following a natural disaster?

CONA: When people see construction crews mobilizing, rebuilding schools, homes and infrastructure, it sends a powerful message that recovery is happening. Our members also volunteer, host donation drives and assist with shelter efforts. We don’t just rebuild structures, we help rebuild lives.

O’CALLAGHAN: The first thing we prioritize is our own staff. We had two of our team who lost their houses, totally lost everything. What help can we give them? Can we find them temporary accommodation? They’ve got nothing left so we’re helping them any way we can. We get our team sorted out, then we go to all of our clients and we do not take on new work until we have resolved all the problems with our clients. For us, helping and communicating with our clients is the emotional support—literally talking to people who have been without phones for a week or two weeks, who are unable to communicate. Being able to communicate with them and keeping them updated on what’s going on, giving them timelines, talking to as many people as we can. People just feel totally remote when they can’t get out of their houses, when they haven’t got power. Communication is a big part of the emotional help that all of our team strives to provide. 

ALAN: We pay attention. This goes along with being proactive. When something strikes, we are calling our engineers and our general contractors in those regions. What can we do to help? What kind of deals are we going to be able to give you? Let’s start designing something that’s going to prevent this in the future. We’re not just making products and waiting for distributors to buy them. Our slogan is ‘reinventing the environment’ because we know it’s consistently changing and, again, we want to make sure that we are being proactive. 

Are there best resources you recommend to contractors for keeping up to date on accumulated stats, weather patterns, alerts, etc.?

CONA: Contractors should be plugged into FEMA’s RAPT tool, NOAA alerts, the National Hurricane Center’s GIS feeds and the Florida Division of Emergency Management. Apps like Everbridge or StormGeo can deliver customized alerts to your team in real time. Staying informed is the first line of defense.

O’CALLAGHAN: Firstly, there are so many things coming in from AI that we don’t even know what’s going to be here in the near future. But make sure you’re monitoring the IoT where you’ve got all these weather stations interconnected that are able to give you reports of what’s going on, what’s coming in, reports from satellites and the weather stations. There are dedicated weather services for businesses and construction.

ALAN: We’re actually working on a new product for engineers and general contractors. They’ll be able to take an account of waterfall for each time of the year; the slope that they’re utilizing and how that influences erosion; it’ll calculate exactly which system they need to prevent any damage.

What can we expect for the rest of 2025? 

CONA: As we move through the peak of the 2025 hurricane season, contractors across Florida are prioritizing resilience and readiness like never before. The back-to-back hurricanes we faced last year underscored the importance of being proactive instead of reactive. For the remainder of the year, the construction industry can expect to see greater emphasis on storm-prep planning, supply-chain prepositioning and jobsite fortification ahead of any weather threats.

The mindset has shifted. Contractors are no longer asking, ‘What do we do if a hurricane hits?’ They’re asking, ‘What do we need to have in place before it hits?’ That change in approach will define the rest of 2025 and beyond.

Florida contractors are builders, but they’re also community first responders. We’re proud to see our members taking that role seriously.

O’CALLAGHAN: It’s an ongoing thing. To be truthful, it should be throughout the year. So we have set cleanups continually on a construction site, whether it’s hurricane season or not, it makes the site safe. And also it’s quicker for preparation. On most of the sites, we have inspections, we have site meetings and we make sure that things are stored in the correct areas so that when we do need to batten down the hatches, it’s a much easier process. We have independent safety advisors that come in each week and do presentations and inspections onsite. So it is ongoing.

ALAN: What we would always predict, especially in the southeast, is very fast water coming in, and you can’t do a lot about that with trench drains, but what we can do is to try to protect the erosion capacity in that area, because it’s not necessarily always the water that causes damages; homes are moving, erosion is happening, hillside erosion, literally trees falling down. So, we’re already beginning the conversations, and you should too. 

What do mitigation and/or recovery efforts look like when the disaster crosses city or state lines? Do you coordinate with other ABC chapters and/or companies often to facilitate clean-up, rebuilding, etc.?

CONA: All five ABC Chapters in Florida are in lock step when it comes to storm response. We coordinate across regions to ensure resources flow where they’re needed most. The ABC East Coast Chapter’s ABC Cares Foundation has been a vital support system, providing rapid, red tape free relief to help our members’ employees recover from disasters.

Is disaster mitigation built into the design-plan process?

O’CALLAGHAN: A lot of the contractors [around Naples] that I meet with are residential—they’re builders. They go in, they put things together, build some beautiful homes, but not that many do design-and-build. So I can talk to people about how we influence design early on—we know what the codes are—as opposed to getting a set of design drawings and spending two or three months reworking them. We are in preparation mode right at the concept stage and we’re working all the way through. We’ve always wanted to be able to influence and have control of the design and that’s a huge benefit [when it comes to disaster preparation and planning].

How does disaster mitigation differ in urban environments/big cities versus more rural/less densely populated areas? How does it differ on the coast versus more inland?

ALAN: When it comes to our work and when you’re talking about intercoastal versus coastal, we’re really talking about flooding, corrosion and erosion. We’re using corrosion resistant materials on coastal sites. Intercoastal is going to be a lot more traffic-based erosion control, for situations like flood runoff. Residentially, we see a lot of issues with rain in people’s garden beds, and then on the industrial side, like airports and highways, you’re talking about much heavier water removal. Unfortunately, for situations like the Texas floods, we won’t know exactly what or where the problems were until that starts drying up. We cover a lot of sectors simultaneously which lends itself to a lot of different insight.

SEE ALSO: EXTREME WEATHER EVENTS SHOW WHY THE CONSTRUCTION SUPPLY CHAIN NEEDS A RISK MANAGEMENT TRANSFORMATION

The post Operation Preparation: Industry Experts Speak on Disaster Prep and Recovery Efforts as Hurricane Season Comes to a Close first appeared on Construction Executive.

This may beg the questions: Why here? Why now?

Augmenta, the company that created the agentic AI technology used by C&R Electric at Mt. Hope Elementary School, sat down with Construction Executive to answer some of these questions and more on its latest venture with cutting-edge AI and what it could mean not only for your company but your community.

The Mt. Hope Elementary School project was approved in 2022 and the building opened its doors and its desks this August. This timeline was expedited with the help of Augmenta’s AI-designed electrical system—which facilitated 25% faster design, 15% less material waste, one month saved on prefabrication timelines as well as minimizing human error and thus rework.

Augmenta hopes that Mt. Hope Elementary School will stand as a major milestone for the future of sustainable, scalable urban development and a beacon of what AI can do for construction beyond the company.

What’s the news of the moment?

The completion of Mt. Hope Elementary School marks a historic moment for the construction industry; the delivery of the first building in the U.S. to be constructed with an AI-powered design automation platform. This project, a collaboration with general contractor The Christman Company and electrical contractor C&R Electric, serves as a powerful proof point for how Augmenta’s agentic design environment addresses the industry’s most pressing challenges: labor shortages, project complexity and exploding demand for critical infrastructure.

How long has this plan/technology been in the works?

The vision for this technology has been at play for a decade. It was born when co-founders Aaron Syzmanski and Francesco Iorio collaborated to pioneer the concept of Generative Design at Autodesk.

They saw firsthand how AI could revolutionize manufacturing and knew the next frontier was the more traditional construction industry. They started Augmenta to bring that vision to life, building the platform from the ground up with contractors to address the inefficiencies that have plagued construction for decades.

It has been commercially available since early 2025, with real-world deployments across diverse project types, from healthcare facilities to data centers.

Why use AI for this part of this project?

For the Mt. Hope Project, Augmenta’s platform was used to design the electrical raceway within the school. Electrical routing represents one of construction’s most complex coordination challenges, involving thousands of nuanced decisions, code compliance requirements and tight spatial constraints as contractors race against the clock to compete for space with other systems like plumbing and HVAC.

AI was the ideal solution because it can consider and deal with near-infinite requirements and combinations, and simultaneously design with material efficiency, installation time, clash avoidance and constructability in mind—a challenge that overwhelms traditional design approaches and is beyond the scope of conventional tools.

How did it help keep projects on schedule and budget?

The Augmenta Construction Platform delivered noteworthy time savings for the Mt. Hope Elementary project. There was a 25% reduction in overall design time for the electrical system, saving more than 100 hours in the design phase alone. For C&R Electric, the prefabrication-ready drawing time was cut down by a full month. This efficiency gain directly translated to project predictability, keeping the overall schedule on track and on budget by avoiding costly on-site rework.

How did it benefit electrical contractors?

The technology acts as a force multiplier for BIM/VDC teams, enabling teams to rapidly value-engineer projects and evaluate multiple design scenarios simultaneously. As Kyle Sponseller, president of C&R Electric, stated, the platform helped his team achieve “remarkable time savings” and allowed them to get prefabrication-ready drawings a month sooner. It effectively augmented their small team, giving them the power to rapidly produce solutions and solve complex coordination issues.

How does this milestone make designers feel? Are they worried or excited about the prospect of AI facilitating the design process?

Experienced designers recognize this as essential evolution for an industry under unprecedented pressure and are excited about its potential. AI isn’t replacing human designers; it’s a trusted partner that handles the tedious, repetitive tasks. This frees up their time to focus on strategic, creative problem-solving and ensures every design is coordinated and optimized from the start, augmenting a workforce that is already stretched thin.

How is this portion of the project holding up today?

Mt Hope was completed on schedule in August 2025, and is now working flawlessly. C&R sees this project as a success and now plans to apply [this AI strategy] to every project going forward.

The industry is at a critical juncture, with explosive demand and pressure to address climate change and labor shortages. How does this type of AI platform address these global challenges beyond a single project?

The construction industry is grappling with a massive labor shortage and fragmented, manual processes that don’t scale to meet explosive demand for new buildings. At the same time, it is a massive and often overlooked contributor to global warming, responsible for consuming 40% of global energy and 30% of the world’s resources. AI addresses these challenges by automating the design process—the platform solves for labor shortages by enabling small teams to do an outsized amount of work. This systematic approach is the only way to meet global demand for housing and infrastructure while driving progress on climate goals.

How did it encourage/achieve sustainability goals?

The traditional design process often leads to significant material waste—on average 30% for every project. With AI-driven designs, the Mt. Hope project achieved a 15% reduction in material waste by optimizing the routes for thousands of feet of conduit. This is a tangible example of the company’s commitment to making buildings inherently more sustainable and reducing the industry’s environmental footprint.

Do you plan to use this process on other projects going forward? Other parts of projects beyond electrical?

The success at Mt. Hope Elementary showcased the power of AI in electrical design, but Augmenta’s vision is much broader. The company is actively evolving its platform to support a wide range of projects and building types, from critical facilities like data centers and hospitals to warehouses, commercial buildings, and new infrastructure.

The platform’s goal is to be a partner in all major building systems. The future roadmap includes delivering a new generation of AI-native design tools that fully automate the design of mechanical, electrical, plumbing and structural systems.

SEE ALSO: IS AI STILL MISSING FROM YOUR CONSTRUCTION COMPANY’S TOOLBOX?

The post Augmenta Designs Entire Elementary School Electrical System With AI first appeared on Construction Executive.

After graduating from Texas A&M in 1990 with a degree in engineering management, there were not a lot of jobs available for those fresh out of college, but soon Robinson would be putting both the engineering and management sides of his degree to work at Hines, “No, not the ketchup company,” he pokes, but the Houston-based construction company.

He credits his entrepreneurial spirit—which spurred him on to found his construction company and franchise locations—to his role at Hines. “I worked for Hines for 12 years. They moved me to Denver in 1998, where I worked for another three years, and then left to start my own construction business,” says Robinson, who, in 2004, returned to Hines for one last year to help work on a special project.

From college graduation to graduating from his career at Hines, Robinson was ready to brave the world of commercial construction on his own. When he founded his own company in 2001, it focused on development and construction of custom homes and commercial buildings. “I did that up until 2014 when I got a call from a contractor friend in California,” says Robinson. That call was actually about doing work for a national competitor—building salon suites. “I ended up taking that project on in Denver, and by 2017 I had built 11 other locations from Denver to Seattle.”

LUCK BE A CONTRACTOR

To an outsider, it might seem like Robinson is lucky in business with his construction and franchise business, but if you ask him, he wasn’t born with it—he worked for it: “I will say that my time with Hines honed the entrepreneurial spirit, and the reason is because we were tasked with doing many, many things. We used to call ourselves jacks of all trades, masters of none. That really honed my skills for real estate, construction, development, all of that.”

Then, while building salon suites for that national competitor, Robinson honed another skillset—problem solving.

So what goes into building a salon suite franchise as a construction company owner? Engineering, management, challenges and gratitude, to name a few things. Robinson already had the engineering and management expertise and experience. Next came the challenges: HVAC issues and tenant complaints.

“Because each individual suite has its own room,” says Robinson, “and they were trying to heat and cool these salon suites with basically a zoned system—meaning three thermostats per 30 rooms—you can’t have a temperature in each suite that’s going to satisfy each tenant. So, one of the things that I looked at is how we can improve that. It was by far the biggest complaint.”

After his college degree, his career at Hines and his initial stint as a salon suite franchise contractor, when Robinson decided to stake out on his own, he was well equipped with an arsenal of entrepreneurial education.

When his current business partner and he started designing Spectra Salon Suites in 2019, he says, “We went in with the intent that we were going to make the HVAC very customizable for each suite, and we were going to address the aesthetics so that you had more lobby space and wider hall corridors.”

GROW AS YOU GO

Taking the best of what he knew from the engineering and management world, the construction and development world, and the franchise world, Robinson was able to find a happy medium within his own franchise. “There’s a give and take,” he says, “between having a location that addresses the mechanical issues, the aesthetics, the furnishings with the rentable square footage. That’s what we targeted and so far, it’s been a huge success.”

Today, each of Robinson’s three Spectra Salon Suites locations—Denver, Plano and Southlake—is outfitted with 57, 47 and 63 rooms—respectively—available for rent from stylists. Each individual suite is equipped with a styling chair, shampoo bowl and chair, a hair dryer, wall cabinet and styling station. With approximately a year between each build, each finished product gets brighter and shiner—much like the hairdos the stylists are serving—than the last. But Robinson keeps in mind: “There are always improvements that can be made.”

He offers this and other advice for other contractors curious about franchising—whatever their business may be.

WORDS OF WISDOM

From the architect and design phase to the permitting and outfitting, Robinson emphasizes three things: communication, support and creativity.

“During the design process,” says Robinson, “I work with the architects and the engineers specific to those locations to make sure that what they’re designing and engineering works for that location. I’m kind of their eyes and ears, so to speak. And then once it’s designed, then we’re into the permitting process,” which involves everything from demolition to plumbing and electrical to occupancy to inspection to lease agreements—and so on. Transparency and good communication between all parties is imperative during this phase of the process.

Transparency and good communication are equally as important during the next phase of the process—when tenants sign leases and move in. That is actually one thing Robinson loves about this line of work: “I have the added advantage of being able to assist the stylists when they come in. They’ll need cabinets put up, they’ll need shelves put up, they’ll need all this other stuff put up. I bring that to the table, which is very, very appreciated by them. I mean, very appreciated. That gives me a level of intention that perhaps other mainstream franchisors do not have.”

Just as Robinson acts as a support system for his tenants, he wouldn’t be where he is today without a few support systems of his own.

“My experience with Hines probably helped me the most along the way,” he says. “Working with the professionals there has probably given me more direction than anything else.”

He delves even further back to recall one mentor from his collegiate days: “I will say—man, this is going way back—when I was in college, I did work for a bookstore and the owner, John Raney, great guy, probably had the greatest impact on my business compass in terms of how to deal with people.”

What about that creativity?

Business acumen and a can-do attitude are typical traits brought to mind regarding the entrepreneur, but Robinson also encourages space to create: “There’s very creative people out there and these franchisees are just another creative mind and giving them the ability to have that creativity, they may come back with something that’s even better than what we had.”

SEE ALSO: WELL-INSULATED: PREDICT THE UNPREDICTABLE CONSTRUCTION COSTS

The post Building an Entrepreneur: How a Construction Company Owner Founded a Franchise Business first appeared on Construction Executive.