On June 26, 2026, JGM announced the addition of three accomplished industry leaders to its executive team. The appointments of Brian M. Jones PMP as vice president of business development; Amy DePaoli as director of marketing; and Garrick Weaver SPHR SHRM-SCP as director of talent acquisition and workforce development reflect the company’s commitment to building the infrastructure needed to become a nationally recognized force in industrial construction.

Jones joins JGM with more than 20 years of experience driving revenue expansion and market positioning across the industrial engineering, procurement and construction sectors. A strategic growth leader with a hands-on technical foundation, he brings a rare combination of full-cycle capture planning, competitive intelligence and deep client relationship management having served key markets in pulp and paper, refining, chemicals, metals and power.

DePaoli brings more than two decades of marketing leadership experience spanning logistics, food and beverage, retail and consumer brands. She has a demonstrated history of building marketing functions from the ground up, driving measurable growth, and establishing compelling brand identities for companies navigating rapid expansion.

A Senior Professional in Human Resources (SPHR) and SHRM Senior Certified Professional (SHRM-SCP), Weaver is a trusted HR leader with extensive experience building scalable hiring pipelines, designing workforce development programs and cultivating high-performance cultures across complex, multisite organizations including manufacturing, utilities and professional services.

Sebastien Roussotte Announced as New Achilles CEO

On June 30, 2026, Achilles announced the appointment of Sebastien Roussotte as chief executive officer, effective immediately. He succeeds interim CEO Craig Rodgerson, who will return to his role as chairman of the Achilles board.

S&B Receives Gold Safety Excellence Award From Industry Business Roundtable 

On July 07, 2026, S&B received a Gold Safety Excellence Award in the General Contractor Extra Large category from the Industry Business Roundtable for its work on the ExxonMobil Baytown Olefins Plant2X Expansion Project. The team was recognized at an industry event in May.  The award recognizes S&B’s commitment to maintaining the highest standards of safety performance while delivering complex projects in the Texas Gulf Coast region. Presented as part of the 2025–2026 Safety Excellence Awards program, the recognition highlights organizations that demonstrate exceptional safety leadership, continuous improvement and a strong culture of workplace safety.

Wesco Announces Alex Piwoschuk as U.S. Central Leader for Construction

On July 9, 2026, Wesco International announced that Alex Piwoschuk has joined the company as vice president of sales for U.S. Construction in the Central region. This role will be instrumental in developing the strategic direction to deliver industry-leading construction services and expertise to help manage customers’ most complex and demanding projects.

New Edge Contractors Expands Leadership Team to Support Continued Growth

On July 10, 2026, New Edge Contractors expanded its leadership team to strengthen the organizational capacity behind continued growth across its two disciplines: construction management and resource management. The transition formalizes the executive responsibilities of co-founders Mike Clay and John Wiegand. Clay has assumed the role of chief executive officer, providing enterprise leadership, long-term strategic direction and accountability for the company’s organizational growth. Wiegand has assumed the role of chief development officer, leading development strategy, client relationships, market expansion and new business opportunities.

Skanska USA Building Establishes Digital Transformation and Solutions Team to Expand the Use of AI Across the Business

On July 14, 2026, Skanska announced the formation of its digital transformation and solutions team, a move to scale AI and technology to continue enhancing project delivery. The group unites Skanska’s data solutions, emerging tech and AI capabilities to turn project knowledge into practical tools that support project teams and broader business priorities. Durham-based executive Will Senner has been appointed senior vice president, digital transformation and solutions to lead the team.

Swinerton Announces Leadership Promotions to Support Growth in Southern California Education and Healthcare Markets

On July 14, 2026, Swinerton Builders has promoted David Cramp and Brian Holley to vice president and division manager roles, strengthening the company’s leadership in two of Southern California’s most active construction sectors: education and healthcare. Cramp has been named vice president, division manager, K-14 Education–Southern California; Holley has been promoted to vice president, division manager, Healthcare–Southern California.

Branch Announces Key Executive Appointments to Strengthen Enterprise Growth

On July 14, 2026, Branch has announced key executive leadership appointments to strengthen long-term growth, business development, pursuit strategy and operational excellence. 

Brian Quinlan has been appointed executive vice president, strategic growth. In this new role, Quinlan will focus on where Branch should grow and help Branch create a roadmap the ensures our future.

Mike Colbert has been appointed executive vice president, enterprise pursuits. This role will serve as the accountable executive for all major pursuits. Colbert will oversee enterprise pursuit governance, estimating practices, pricing strategy, pipeline governance, win/loss analytics, and aligns preconstruction and operations. 

Brian Evans will take the lead of Branch Civil as executive vice president. Evans’ career in the heavy/highway construction industry spans over two decades. He has directly managed both state and federal highway projects in the Commonwealth of Virginia, with experience in both roadway and bridge construction.

Manhattan Construction Company Announces North Texas Leadership Appointments to Support Diverse, Complex Project Portfolio

On July 16, 2026, Manhattan Construction Company announced a series of leadership appointments and role confirmations in its Dallas-area regional office, strengthening the team responsible for delivering a growing portfolio of complex construction projects across North Texas. The leadership team’s new appointments include Travis Porter as Dallas regional leader, Jason Dunnam as operations manager, Anthony Wright as general superintendent and Kevin Gass as project director. 

Porter was promoted to Manhattan Construction Company’s Dallas regional leader, recognizing his proven ability to lead people, projects and operations across one of the company’s most active and complex markets. Porter has more than 15 years of experience delivering high-profile construction work in North Texas. He has steadily taken on broader leadership responsibility since joining Manhattan in 2010, starting as an intern on the George W. Bush Presidential Center project on the Southern Methodist University campus. He is a graduate of Texas A&M University with a degree in construction science.

Dunnam joined Manhattan as operations manager for the Dallas regional office. Dunnam brings more than 25 years of commercial construction experience and previously served as vice president of construction at EMJ Corporation, where he led operational strategy for large, multidisciplinary teams.

Wright was promoted to general superintendent and brings more than 25 years of experience managing field operations for large, technically complex projects. His background includes professional sports facilities, commercial developments and mixed-use projects.

Gass was promoted to project director and will provide strategic oversight and leadership for project teams across the Dallas region. Gass holds a degree in civil engineering from Virginia Tech and has more than 35 years of industry experience, representing more than $5.4 billion in completed construction work.

Sims Crane & Equipment Names Mike Kuffermann as Chief Operating Officer

On July 21, 2026, Sims Crane announced the appointment of Florida native Mike Kuffermann as chief operating officer. Kuffermann brings more than 17 years of experience with Sims Crane and represents a second-generation family legacy within the organization. He began his career as an apprentice and has advanced through service operations, dispatch, outside sales and executive leadership, most recently serving as chief sales officer. The appointment reflects both his proven track record of performance and the company’s continued focus on operational excellence.

ABC Supply Interiors Opens Location in Tupelo, Mississippi

On July 22, 2026, ABC Supply Interiors, formerly L&W Supply Corporation, opened a new location at 3406 West Main Street in Tupelo, marking its second location in Mississippi. The location is managed by Andy Witt, who was promoted to branch manager in March 2026. Witt brings more than 21 years of industry experience, including 10 years with ABC Supply Interiors.

Skanska U.S. Building Operations Selects Brian Urban as Executive Vice President-General Manager for California

On July 27, 2026, Skanska announced the appointment of Brian Urban as executive vice president and general manager for its Skanska USA Building operations in California, effective immediately. In this role, Urban will oversee project operations in the state, with a focus on strengthening customer and partner relationships, growing the business and continuing to build Skanska’s reputation across the region. Urban joins a well-established local leadership team with deep roots in the San Francisco Bay Area market. The team’s relationships with clients, partners, subcontractors and community stakeholders, built over many years, remain fully in place. Urban will work closely with local leadership to continue the office’s momentum and build on the trust Skanska has established across the region.

SEE ALSO: NEW NAMES AND FACES: JUNE 2026

The post New Names and Faces: July 2026        first appeared on Construction Executive.

Cofounder of the Boston-based contech company, Cyvl, Pelaez is helping over 100 U.S. cities rethink how they build and rebuild their roads.

“Through vehicle-mounted sensing and analytics already embedded in day-to-day operations, Cyvl is effectively powering the reconstruction of roads up and down the country—determining what gets fixed, when and why,” says a representative of the company.

Having just been named in Cemex Ventures’ Top 50 Contech Startups for 2026—which recognizes companies that are already influencing how construction and infrastructure decisions are made on the ground—Cyvl sat down with Construction Executive to discuss their evolutionary work further.

Maybe even stay tuned for a sneak peek inside one of their AI-powered cars.

What was the impetus for starting this product/company?

DANIEL PALAEZ: It’s a fun story. It started with the problem and we found the technology to solve that problem. One of my first ever jobs was working on the road crew for a public works department in Southbury, Connecticut. And I was seeing firsthand how hard it was to manage infrastructure. The town was reacting to issues every single day, whether that be residents hitting a pothole or trees falling down or missing signage no one noticed until it caused an accident. This was a smaller city that was relying on outdated data that lived on paper in a three-ring binder.

I was only about 18 or 19 at the time, but I figured there had to be a better way. So, I started talking to lots of other communities and realized they were relying on similar techniques. When I entered college in 2020 for engineering is when I started to learn about these sensors used for self-driving vehicles, and that was the “a-ha” moment of seeing the massive problem firsthand, recognizing that pretty much every community across the U.S. is battling with outdated infrastructure and information. Then it was about figuring out how technology from self-driving cars could be applied to automatically map out infrastructure, and how to use AI to perform condition assessments, recommend treatments, budgets, etc. That is really where we saw the magic of applying that tech to this problem. Ever since then it’s been a very fun journey helping hundreds of governments implement this into their day-to-day workflows.

What was the process of getting this off the ground?

About halfway through college, I thought this would be a fun application of the tech. It was never a class project. I just started conceptualizing it in my mind and I recruited one of my best friends and roommates—we’ve actually known each other since we were seven years old—who is way smarter than I am to help me build it out.

We didn’t know anything about starting a company; we just thought we were solving a cool problem. We began looking for funding to make prototypes and entering innovation contests across the country. After winning a few of them, everyone kept telling us, ‘Hey, this is a really big problem that our country and the world needs to solve,’ which motivated us to take it more seriously. So, shortly after graduating, we decided to become cofounders and brought on a third friend of ours from college to help us with the AI side of things. We raised $100,000 from our first ever investors, which felt like a lot of money at the time—we were all just 22 years old. We made that last more than a year until we got our first customers. And it’s been a wild ride since then.

When did this product officially hit the streets?

At the beginning of 2022, we started our first projects with municipalities and a few civil engineering firms in Massachusetts. Those were crazy days where the product barely worked, but we were determined to make it better and to keep getting feedback from the cities and towns we were working with, which was invaluable to us at time.

Do these sensors/vehicles operate as a service (i.e. SaaS)?

It’s an annual investment the cities make in our technology. What that gives them is access to the sensors, which they can put on their vehicle so they don’t need to buy them, and access to our software program, which is what’s taking all the data from the sensors, automatically processing it, doing the condition reports and then creating plans and budgets so the city can get to work with more speed and accuracy.

Was it hard to get cities to agree to bring this tech on board?

Yeah, it was incredibly hard. Imagine a 22-year-old placing cold calls into every single town or city in the state telling them, ‘Hey, I have a better way to manage your very expensive roads and sidewalks.’ There was a lot of skepticism—especially when they asked how many customers we had and we had to say zero. We got a lot of nos, but, slowly but surely, we started building a reputation. It’s still challenging these days, but I think that’s what’s really been special.

Cities do see immediate value when they start working with our technology. Now there’s less perceived risk when we can present them with data from working with some of the biggest cities in the nation. It was never easy, but, as with any business, you just have to keep pushing through.

What is the smallest/biggest city you’ve worked with?

We’ve worked all over Massachusetts, Iowa, Wisconsin in some pretty small communities, about 5,000 people or under. Our first big customer was the city of Atlanta. We partnered with them about a year and a half ago, and we were just selected by the city of Nashville to do a full five-year infrastructure plan. We have a few other big cities that we cannot formally announce yet, and we’re even beginning talks with some state DOTs.

How do you hope to see your company evolve?

I’d say our number one goal and our mission as a company is to enable government agencies to build infrastructure 90% faster and 50% cheaper than they’re doing today. And if we can encourage a digital-first standard, I’m sure there will be more companies like us popping up, and I’m sure some of the major civil engineering firms are going to start to embrace these technologies, too. If we can make that the de facto standard for the U.S. by 2030, that will be a huge accomplishment for us. We’re really trying to change an entire industry here, and we’re not going to do that alone. So, bringing more people along with that shared digital-first mentality and the new operating model for infrastructure is incredibly important.

How do you hope that your story might inspire the future of construction business owners and innovators?

I’ve been so fortunate just to be surrounded by mentors and advisors and friends that have been cheering for us, supporting us, rooting for us unconditionally, because the construction industry is definitely not the quickest to adopt technology and rightfully so—there are major risks on the line when you’re talking about critical infrastructure. I think for good reason people are conservative about trying new things.

My advice is simply ‘don’t give up.’ It’s very easy to be told no 99 times and to return to whatever you were doing in life before. But, I guarantee you, that if you just keep your mind to it, you don’t give up, you persist, whatever you’re working on, whether it’s a business in this industry or not, you’ll be successful. Then surround yourself with like-minded folks, because you need that positivity. You have to be a default optimist.

SEE ALSO: NEW WALL-SCALING ROBOTS ARE SAVING CONSTRUCTION COMPANIES TIME, PRODUCT AND PERSONNEL

The post Contech Company Cyvl Uses Vehicle-Mounted AI Sensors to Collect Fresh Data for Some of America’s Biggest Cities first appeared on Construction Executive.

On June 2, PCL Construction Enterprises Inc. announced the promotion of Rick Goldman to regional vice president, extending his proven leadership overseeing operations for Florida to include Minneapolis and PCL’s in-house theming contractor. With nearly three decades of experience and a career built entirely within PCL, Goldman’s expanded role reflects the company’s confidence in his leadership and its commitment to driving strategic growth across these key markets.

SUFFOLK HIRES SHELBY JOUBERT, DEEPENING ITS BAY AREA OPERATIONS EXPERTISE AND COMMITMENT TO CLIENT PARTNERSHIPS

On June 9, Suffolk hired Shelby Joubert as vice president of operations. The strategic addition underscores the company’s continued investments in experienced leadership as it expands its Bay Area presence and strengthens its ability to support clients on complex projects. Joubert will be based out of the San Francisco office and work closely with project teams and client partners, drawing on her significant preconstruction and operations background to enhance planning, collaboration, cost certainty and schedule predictability across the full project lifecycle.

NVENT NAMES CHIEF STRATEGY AND CHIEF REVENUE OFFICERS TO DRIVE NEXT PHASE OF GROWTH

On June 10, nVent Electric plc announced the appointment of Nitin Jain as executive vice president and chief strategy officer, and Joe Stark as executive vice president and chief revenue officer. Both leaders will report to chair and CEO Beth Wozniak.

Jain will lead nVent’s global strategy and business development, with responsibility for shaping the company’s strategy and accelerating growth through acquisitions. Stark will head nVent’s global sales organization, driving revenue growth and advancing the company’s One nVent sales approach. 

HOFFMAN ARCHITECTS + ENGINEERS ANNOUNCES PROMOTION OF ROBERT G. DELAGRANGE TO DIRECTOR, BUSINESS DEVELOPMENT

On June 10, Hoffman Architects announced senior business development manager for the Connecticut office, Robert Delagrange, will oversee business growth and client relationships firmwide, across the Northeast and Mid-Atlantic regions and beyond. A resident of Oxford, Connecticut, Delagrange earned a bachelor’s degree in marketing from UConn and an MBA from the University of New Haven. His leadership in industry organizations and volunteer work advocating for local landmarks have made him well known in south-central New England design and construction communities, and he will now expand that reach to greater New York and Washington DC.

HOAR CONSTRUCTION OPENS SAN ANGELO OFFICE

On June 10, Hoar Construction announced the opening of its new West Texas office. Hoar’s West Texas office currently houses 15 employees, many of whom have deep roots and grew up in the surrounding area. In addition to Project Manager Garrett Wheat, Superintendent Cody Mallory and Field Operations Coordinator Mindy Martin will oversee field operations and administration for the West Texas Office.

GILBANE BUILDING NAMES CHELSEA BEACOM AS WASHINGTON, D.C. BUSINESS LEADER

On June 15, Gilbane Building announced the promotion of Chelsea Beacom to business leader for its Washington, D.C. metro region operations. Beacom assumes the role following a succession planning process designed to support the Mid-Atlantic division’s continued growth across the region, strengthening Gilbane’s service to clients.

OWEN-AMES-KIMBALL WELCOMES 2026 SUMMER INTERN CLASS

On June 15, Owen-Ames-Kimball Company was pleased to welcome six college students to its 2026 Summer Internship Program.

This year’s internship class includes:

• Jackson Allaire–Florida Gulf Coast University
• William Ramos–Florida Gulf Coast University
• Jose Santos–Florida International University
• Blake Ware–Florida Gulf Coast University
• Bruno Smith–Louisiana State University
• Ian Miller–Florida Gulf Coast University, returning intern

Throughout the summer, interns will be assigned to active construction projects across Southwest Florida, working alongside experienced project managers, superintendents, engineers and field teams to gain firsthand experience in commercial construction management.

SUFFOLK HIRES HEALTHCARE LEADER MELISSA KIEFER TO ADVANCE GROWING HEALTHCARE AND LIFE SCIENCES PORTFOLIO

On June 16, Suffolk hired Melissa Kiefer as vice president of strategy, strengthening the company’s healthcare and life sciences efforts across New York, New Jersey and Connecticut. The strategic addition comes as healthcare systems continue to modernize facilities, expand access to care and navigate increasingly complex capital programs requiring deep expertise in clinical environments, operational continuity and regulatory requirements.

CLAYCO APPOINTS AI LEADER ZACK KASS TO BOARD OF ADVISORS

On June 16, Clayco announced the appointment of former OpenAI executive Zack Kass to its board of advisors. As Clayco continues to invest in innovation, data-driven decision-making and next-generation technologies across the built environment, Kass will provide strategic guidance on artificial intelligence, digital transformation and the future of work.

WESCO ANNOUNCES PROMOTION OF JARED HOOVER TO VICE PRESIDENT OF CONSTRUCTION SOLUTIONS

On June 18, Wesco International announced that Jared Hoover has been appointed as vice president of construction solutions. This move aligns with Wesco’s foundational strategy to extend the organization’s industry-leading scale and help customers navigate ongoing challenges associated with complex capital projects.

WESCO ANNOUNCES BRIAN SOLOWAY AS GULF REGION LEADER FOR INDUSTRIAL, CONSTRUCTION, OEM AND EPC SEGMENTS

On June 23, Wesco International announced that Brian Soloway has joined the company as vice president of sales for the Gulf region across the industrial, construction, OEM and engineering, procurement and construction segments. This role is critical to accelerating growth in one of Wesco’s most strategically important markets.

JEFF ALLEN APPOINTED SENIOR VICE PRESIDENT, AMERICAS WEST AT BURNS & MCDONNELL

On June 24, Burns & McDonnell promoted Jeff Allen to senior vice president for the Americas West. In this role, he will lead the firm’s California, Mountain and Southwest regions, overseeing operations across engineering, construction, consulting and environmental services for clients in the energy, infrastructure and buildings markets. Allen will also continue to lead the firm’s self-perform construction operations nationwide.

SEE ALSO: NEW NAMES AND FACES: MAY 2026

The post New Names and Faces: June 2026 first appeared on Construction Executive.

Thames brings to ABC 20 years of construction experience and a strong passion for workforce development. He has been an involved member of the association both nationally and locally, holding numerous leadership positions, including past chair of the Trimmer Construction Education Fund Board of Trustees, past board chair of the New Orleans Bayou chapter and past chair of the chapter’s education and training committees. Prior to joining ABC, he was the corporate director of human resources, workforce development, risk management and security for ABC member Performance Contractors Inc., headquartered in Baton Rouge, Louisiana. At Performance, Thames designed and led programs for thousands of construction professionals that enhanced employee skills, promoted career advancement and built sustainable pipelines of talent for the construction industry.

“For decades, Joel has been deeply involved in expanding industry education, workforce readiness and the total human health of our workforce as a key ABC contractor member leader,” said Michael Bellaman, ABC president and CEO. “His proven, visionary leadership will advance ABC’s purpose of developing a safe, skilled and sustainable workforce while fostering industry excellence and innovation across all ABC’s programs and initiatives. Joel is a valued addition to the leadership team, and we welcome his experience-based contributions, which will further help members offer a robust employee value proposition, develop people and win work.”

In this key leadership role at ABC, Thames will help ABC to deliver on its long-term strategic priorities in health, safety, environment and workforce development. He will provide subject-matter expertise and operational leadership in these critical areas to support program delivery, member services and industry advancement. He will lead design, development and implementation of innovative education, training and professional development programs in collaboration with internal teams and industry stakeholders and oversee the planning, production and dissemination of educational and programmatic materials. Thames will be a technical resource and industry expert to ABC’s 67 chapters and 24,000 members, providing guidance, tools and best practices in health, safety and workforce development.

“After nearly 20 years working as a contractor in the industry, I am grateful to take what I’ve learned and contribute on a national scale to an association that has played an important role throughout my career,” said Thames. “I look forward to working alongside many of the people who have helped shape me professionally over the years. My goals are to strengthen workforce development programs and continue advancing safety and human health initiatives to ensure our members have a strong, skilled and dependable workforce for the future.”

Thames is an active community leader. He serves on the Louisiana Industry Based Certification Council, ensuring that high school students gain the skills needed to succeed in high-demand fields, as well as a board member of The Boot, a military service organization that helps transitioning service members obtain employment in Louisiana. He earned a bachelor’s degree in business administration from Southeastern Louisiana University and a master’s in leadership and human resource development from Louisiana State University.

SEE ALSO: CONSTRUCTION COMPANIES ARE NEARLY SEVEN TIMES SAFER WITH THESE BEST PRACTICES

The post Construction Workforce Leader Named ABC Vice President of Safety and Workforce first appeared on Construction Executive.

These four construction professionals are shaping the construction industry by highlighting its lifelong career opportunities, emphasizing healthy and safe work practices and expanding skill-building education. 

• Tatton Kilmer, preconstruction manager and plumbing instructor, ABC Southern California chapter, Anaheim, California, is the 2026 Craft Instructor of the Year.
• Jason White, mechanical supervisor and industrial technician, The Cianbro Cos., Pittsfield, Maine, is the 2026 Craft Professional of the Year.
• Nyoki Mokeba, corporate director of equipment sourcing, Performance Contractors Inc., Baton Rouge, Louisiana, is the 2026 Young Professional of the Year.
• Jennifer Ferdinand-Stong, corporate safety manager, Gaylor Electric, Indianapolis, is ABC’s first-ever Health and Safety Professional of the Year.

SEE ALSO: BEST OF THE BEST: ABC’S 2025 CONSTRUCTION WORKFORCE AWARDS

The post ABC Names 2026’s Top Craft Instructor, Craft Pro, Young Pro and Safety Pro first appeared on Construction Executive.

The No. 1 2026 ABC Top Performer by work hours is Turner Industries Group, LLC, Baton Rouge, Louisiana; followed by BL Harbert International, Birmingham, Alabama; Performance Contractors Inc., Baton Rouge, Louisiana; Brown & Root Industrial Services, LLC, Baton Rouge, Louisiana; and MMR Constructors Inc., Baton Rouge, Louisiana.

“These contractors—which build the nation’s most enduring, innovative, high-quality construction projects—develop smart strategies that create a clear path for success, regardless of the circumstances,” said Michael Bellaman, ABC president and CEO. “ABC Top Performers all share commonalities like participation in ABC’s STEP^® Health and Safety Management System and ABC’s Accredited Quality Contractor credential. They find opportunity amid uncertainty, embrace competition, cultivate positive company culture, prioritize safety and total human health, invest in leadership and workforce development and implement new technologies. Congratulations to these outstanding merit shop contractors for being employers of choice.”

Among contractors rated by type of work:

• The top general contractor is Turner Industries Group, LLC, Baton Rouge, Louisiana
• The top trade contractor is MMR Constructors Inc., Baton Rouge, Louisiana
• The top electrical contractor is MMR Constructors Inc., Baton Rouge, Louisiana
• The top plumbing/HVAC contractor is TDIndustries Inc., Dallas
• The top specialty contractor is Apache Industrial Services, Houston

The No. 1 2026 ABC top-performing contractors by market sector are:

• Airport: Hensel Phelps, Greeley, Colorado
• Education: Balfour Beatty Construction LLC, Dallas
• Entertainment: Tri-City Electrical Contractors Inc., Altamonte Springs, Florida
• Government: BL Harbert International, Birmingham, Alabama
• Health Care: Robins & Morton, Birmingham, Alabama
• High Tech/Data Centers: Faith Technologies Inc., Menasha, Wisconsin
• Hospitality: BL Harbert International, Birmingham, Alabama
• Industrial: Turner Industries Group, LLC, Baton Rouge, Louisiana
• Infrastructure: Allan Myers, Worcester, Pennsylvania
• Military: M.C. Dean Inc., Tysons, Virginia
• Mixed Use: Lithko Contracting LLC, West Chester, Ohio
• Museums/Monuments/Parks: MAREK, Houston
• Office: Brasfield & Gorrie LLC, Birmingham, Alabama
• Parking: Chamberlin Roofing & Waterproofing, Houston
• Religious: Bergelectric Corp., Carlsbad, California
• Renewables: Richard Construction Inc., Beaumont, Texas
• Residential: Power Design Inc., St. Petersburg, Florida
• Retail: Sevan Multi-Site Solutions, Downers Grove, Illinois
• Sports Complex: BL Harbert International, Birmingham, Alabama

To qualify, Top Performers must achieve Gold status or higher in ABC’s STEP^® Health and Safety Management System, which helps the best-performing contractors achieve incident rates nearly seven times safer than the U.S. Bureau of Labor Statistics industry average, according to ABC’s Health and Safety Performance Report. The honorees also must earn ABC’s Accredited Quality Contractor credential, which recognizes excellence in quality, health and safety performance, talent management, craft and management education and community relations. Through robust programs like STEP and AQC, ABC Top Performers demonstrate they can:

• Sustain and grow their businesses, financially and economically
• Offer market-competitive compensation, benefit and retirement packages
• Commit to industry-leading health and safety
• Commit to workforce development, education and creating career opportunities
• Develop opportunities for their employees to achieve their career dreams
• Cultivate committed leadership

ABC’s 2026 Top Performers are presented by Construction Executive. View the 2026 Top Performers lists at abc.org/topperformers.

SEE ALSO: CONFIDENCE IN A CLEAR PATH: ABC’S 2026 TOP PERFORMING CONTRACTORS

The post Top-Performing 2026 Construction Companies Named by ABC 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.

Joseph Natarelli

National Construction Leader
CBIZ

The most important thing is first-hand industry experience. There are many unique facets of the industry that make experience invaluable, from applying the tax code to specifics in contract language and formulas for financial calculations. The right provider will offer the range of services necessary to build your best business—credible and accurate guidance on relevant laws, labor regulations and compliance requirements, and advice on growth, planning and profitability. Adding value goes well beyond crunching numbers—it means meeting your needs today and growing with you into the future. Then there are intangibles like client support, relationship management and availability to deliver answers fast. Finally, clear pricing so you know what to expect and can assess the practical value of these services.

Aaron Faulk

Principal
Baker Tilly (formerly Moss Adams)

When considering a new accounting firm, it is essential for contractors to seek out professionals with deep expertise and involvement in the construction industry. A firm that understands the construction landscape can deliver significant value—financially and strategically.

There are several unique tax filing options for contractors, many of whom are eligible for industry-specific credits and incentives. A firm who understands these opportunities and can identify the options available can help navigate complexities and identify meaningful tax savings.

On the financial reporting side, credibility is critical. An accounting firm familiar with construction standards and disclosure requirements ensures your financials meet the expectations of external stakeholders including sureties and lenders. Well prepared financials that meet industry and accounting standards build trust and strengthen your position during prequalification and financing discussions.

Beyond compliance, the right firm should act as a strategic advisor, offering insights on budgeting, benchmarking, deferred compensation, entity structure, succession and estate planning. They should also provide access to a broader network of construction focused professionals such as bankers, surety agents, construction technology firms and legal counsel.

To determine whether a firm truly understands construction, seek referrals from fellow contractors, trusted service professionals or trade associations. Then look for indicators of true expertise: credentials like the Construction Financial Management Association’s Certified Construction Industry Financial Professional designation, active involvement in industry associations and participation on relevant boards. These indicators demonstrate meaningful, hands-on experience and a long-term commitment to the construction industry.

What are common mistakes business owners make when managing their wealth?

Thomas Dearnley

Managing Principal of Industry—Construction
CLA (CliftonLarsonAllen)

A common issue business owners make is over-reliance on the business as their retirement plan. Focusing solely on a business sale while neglecting the critical planning that should happen beforehand is a common mistake. Estate and tax planning—ideally started well in advance—are often postponed until after the transaction, missing key opportunities for efficient wealth transfer aligned with the owner’s goals.

Emotionally, many owners avoid difficult conversations with family which can lead to future conflict or entitlement issues. Financially, they often underestimate the cash needed post-sale. Effective wealth management involves setting aside funds for taxes and building a financial plan that maps out future spending needs. Once this foundation is in place, a resilient investment strategy can be implemented to help provide long-term growth outpacing inflation and expenses.

Risk management is another essential component—particularly having the right insurance coverage in place to protect assets and income.

Selling a business is a complex financial and emotional journey. Having a strong advisory team in place well before the transaction—covering tax, estate, cash flow, risk and investment planning—is critical. This preparation not only helps you navigate the sale with greater ease but also provides clarity, confidence and flexibility for the next chapter of your life.

The information contained herein is general in nature and is not intended, and should not be construed, as legal, accounting, investment, or tax advice or opinion provided by CliftonLarsonAllen LLP (CLA) to the reader. For more information, visit CLAconnect.com.

CLA exists to create opportunities for our clients, our people, and our communities through our industry-focused wealth advisory, digital, audit, tax, consulting, and outsourcing services. CLA (CliftonLarsonAllen LLP) is an independent network member of CLA Global. See CLAglobal.com/disclaimer.

What are some best practices for managing cash flow year round?

Carl Oliveri, CPA, CCIFP, CFE

Partner, Construction Practice Leader
Grassi

Cash-flow management is a way of life for successful contractors. It starts with cash-flow forecasting at the project level, to identify when and if the job will require a cash infusion or show excess cash for other operating purposes. The project-centric forecasts should then be integrated into a companywide model, layering in overhead and other non-job cash inflows and outflows to arrive at a global cash-flow forecast for similar purposes. The key is that these reports are alive, meaning they need to be maintained and updated to reflect real-time conditions, providing stakeholders with a proactive lens into managing cash flow.

Aaron Partridge

Principal
Doeren Mayhew

Cash flow is the lifeblood for construction companies that traditionally face fluctuating costs, supply-chain issues and razor-thin profit margins. Solid cash-flow management practices can make a difference between success and failure, especially during economic uncertainty.

While credit lines remain a valuable tool for weathering financial shortfalls, taking steps to improve cash flow year-round can help minimize dependence on bank credit and better position contractors financially through any economic cycle. Even a construction company that’s highly profitable on paper can fail if it lacks the cash it needs to complete current projects and competitively bid on new ones.

I recommend all my contractor clients maintain regular cash-flow forecasts to help identify any shortfalls well beforehand, negotiate front-loaded billing schedules to cover substantial upfront costs, eliminate or reduce project retainage, stay on top of invoicing as well as collection of receivables and, most importantly, have strong change-order management controls in place to avoid scope creep.

Taxes can also have a big impact on cash flow. It’s important for construction businesses to regularly reevaluate their tax position and accounting methods. In some cases, changing accounting methods may provide an opportunity to defer taxes—thereby improving cash flow.

Andrew Donohoe

​​Director—Construction Industry Lead
Dean Dorton

Effective cash-flow management is essential for contractors to maintain stability and grow sustainably. Start by developing a monthly cash-flow forecast to anticipate income and expenses. This helps identify potential shortfalls early and allows for proactive planning. Additionally, consider developing a cash-flow forecast for each job so that the project team can have open communication with accounting as to what the expectations are on each job.

Invoice promptly upon project milestones or completion and clearly define payment terms (e.g., Net 15 or Net 30). To avoid delays, implement a system to track receivables and follow up consistently on overdue payments.

Negotiate favorable terms with both clients and suppliers. Request upfront deposits or progress payments for large jobs and try to align outgoing payments with incoming cash.

Control overhead costs by monitoring spending and avoiding unnecessary purchases, especially if the business experiences slower seasons. During peak periods, be proactive in building a cash reserve to cushion against leaner months or unexpected changes in the business.

Maintain access to short-term financing like a line of credit. Use it strategically to avoid long-term debt. This is increasingly important in times of higher interest rates, like what the U.S. is currently experiencing.

Track job costs in real time using project management tools to ensure profitability and prevent budget overruns.

Understand your business’s seasonal trends and adjust staffing, marketing and inventory accordingly.

Finally, leverage accounting software to automate financial tracking, generate reports and gain real-time visibility into your cash position.

By combining proactive planning, disciplined billing and smart financial tools, contractors can maintain healthy cash flow throughout the year.

John Gallo
National Construction Practice Leader
UHY

A best practice for construction contractors to manage cash flow year-round is to develop and regularly update a detailed cash-flow forecast. This should include projected inflows from progress billings, retainage releases and change orders, as well as outflows for labor, materials, subcontractors and overhead. Maintaining strong billing practices—such as billing promptly and following up on receivables—is essential. Negotiating favorable payment terms with vendors and managing project schedules efficiently can help align income with expenses. Finally, monitoring work-in-progress schedules and backlog ensures that future cash needs are anticipated and that financial decisions are proactive rather than reactive.

Michael B. Ceschini, CPA, CCIFP, CM&AA

Managing Member
Ceschini CPAs Tax & Advisory PLLC

Managing cash flow in the construction industry presents unique challenges due to the variability of projects, long billing cycles and complex contract structures. To stay ahead, construction companies must be proactive and strategic year-round.

Start by reviewing and negotiating contract terms that protect your cash flow, especially billing schedules, payment timing and retainage terms. For example, seek payment for materials once delivered to the site rather than upon installation, and negotiate phased reductions in retainage as project milestones are met (e.g., 10% reduced to 7.5% at 50% completion).

Additionally, maintaining a rolling 12-week cash-flow forecast allows you to anticipate and respond to short-term needs. Pair that with an annual budget and regular reviews of actual results to ensure alignment with financial goals.

Other best practices include minimizing under-billings, maximizing over-billings where appropriate and processing change orders quickly to avoid invoicing delays. Accepting electronic payments can also improve collection speed and reliability.

Finally, don’t overlook tax deferral strategies. Coordinating with your accountant can help reduce short-term tax liabilities and preserve working capital. And when projects wrap up, efficient punch list management and a disciplined closeout process will help ensure final payments aren’t unnecessarily delayed.

Taken together, these steps provide a practical framework for improving cash flow and profitability in an industry where margins are tight and timing is critical.

How might a recession affect the competitive landscape and what strategies can construction firms put in place now to prepare for the possibility?

Brad Werner

Partner, CRE Industry Leader
Wipfli

A recession reshapes the competitive landscape by compressing margins, slowing project pipelines and intensifying the fight for fewer opportunities. In this environment, construction firms that proactively strengthen their foundations will be best positioned to not only survive but also grow. Firms should begin by enhancing transferability: building businesses that are scalable, not overly reliant on current leadership and operationally sound. This includes refining strategy, leadership structure and financial health to attract capital and remain agile in a shifting market. Recessions also create windows for strategic acquisitions. As valuations dip, well-prepared firms can expand their capabilities or enter new markets by acquiring distressed competitors. Specialty contractors with recurring revenue models—such as HVAC, plumbing or mechanical services—are particularly attractive in this climate. Private equity interest in these segments is rising, offering new partnership and exit opportunities. Operational discipline is another differentiator. Firms that invest in project management tools, cost controls and technology to reduce process debt will outperform peers.

Additionally, firms that focus on niche markets, whether geographic or sector-specific, and align their services with resilient sectors, like infrastructure or healthcare construction, can insulate themselves from broader market volatility. In short, the firms that treat downturns as strategic inflection points rather than threats will emerge stronger, more efficient and more competitive.

Jon Zeiler

Partner
Crowe LLP

A recession can reshape the construction industry’s competitive landscape by reducing project demand, tightening credit access and intensifying competition. Firms may face delayed or canceled projects, aggressive bidding wars and rising business failures. However, downturns also present opportunities—such as acquiring struggling competitors or accessing a more available labor pool.

To prepare, construction firms should first focus on strengthening financial health. Building cash reserves and streamlining costs are critical for surviving lean periods. Diversifying revenue streams—through public infrastructure, renovations or entering less-affected markets—can also stabilize income.

Strong client relationships are another key asset; offering flexible contracts and exceptional service helps retain business. Firms should also be ready to capitalize on acquisition opportunities, using downturns to expand capabilities and market share.

Finally, robust scenario planning ensures agility. By modeling and forecasting economic impacts and developing contingency plans, companies can adapt swiftly and maintain strategic clarity.

With foresight and discipline, construction firms can not only weather a recession but emerge more competitive.

Louis Sandor III, CPA, CCIFP

Partner, Practice Leader, Construction Services
Withum

The economy—and the construction industry—has seen an extended growth cycle, fueled by government spending, tax relief, post-pandemic consumer behavior and strong equities markets. Wealth transfer from the Baby Boomers, rising healthcare costs and ongoing technology disruption continue to shape the landscape. Construction remains strong, especially in aging infrastructure—heavy highway, airports, utilities, healthcare and education facilities—as well as warehouse distribution, mixed-use housing and data centers handling the rise of AI. This momentum has helped the economy absorb short-term negative news and extend the cycle. Still, a looming recession is on everyone’s mind. The Baby Boomers and Silent Generation—who’ve seen the Good, the Bad and the Ugly—are exiting leadership roles. Their successors may not be as financially secure or seasoned to navigate a deep downturn. Since the 2007–09 crisis, things have been relatively smooth—unless you’ve been watching the news.

So now what? Younger leaders must act:

Invest in business technology and employees to drive efficiency and accountability. Employees value structured feedback.

Ensure leadership has accurate, timely data. Invest in ERP, accounting, finance and internal controls. PMs and estimators must understand their financial impact.

Track KPIs—debt leverage, working capital, revenue per FTE and PM—and reward conformance.

Address risky contracts early. Get your best PMs involved before losses grow.

Expect aggressive bidding. Use data and teamwork to manage risk. Know your breakeven by understanding fixed, variable and semi-variable costs.

Improve financial operations through long-term budgeting, streamlining billing and change-order approvals, tax strategies and outsourced accounting for efficiency and cost control.

Strengthen relationships with your CPA, bank and surety as your trusted advisors. Implement quarterly meetings for hard close of books, plus regular WIP and job meetings.

Why should contractors consider using a financial technology solution to manage their accounts payable?

Mike Milligan

Director, Marketing and Strategy, GCPay
Autodesk

Accounts payable practices are still largely managed with human capital, often times employing manual processes and tools, and practicing what accounting courses characterize as “double entry” accounting processes. Construction ERP systems are terrific at tracking costs, managing payroll, even forecasting revenue and expenses on future projects. But they don’t manage AP and they certainly can’t facilitate electronic payments to supply chains. This is where technology can help.

There are several payment technologies that construction companies can utilize for vendor payments but most of the currency in AP teams administrate are between themselves and their subcontractors. Oftentimes, subcontractor payments represent more than two thirds of the total costs of a construction project. That’s where technology solutions can really help cut down on time, manual processes, human errors and, perhaps most critical, late payment which can halt the construction on any given project. These technology solutions can integrate directly into construction accounting systems, pull contract data and manage schedules of payments between the GC and their subcontractors. And some even provide electronic payment methods—automated clearing house transactions.

We all know labor shortages represent ongoing challenges for the construction industry, so managing reliable and dependable subcontractors for construction projects is critical. And keeping them paid on time and on budget becomes even more critical in order to maintain those relationships. This where a [fintech] solution like GCPay can really help by providing the seamless integration to construction accounting systems and allowing for easy and efficient exchange of lien waivers, compliance documentation such as COI documents, and preventing overbilling and late payment. It even can eliminate up to a full work day of manual processing of payments to subcontractors.

How can technology help prevent project cost overruns?

Aisha Ali

Chief Operating Officer
Premier Construction Software

Cost overruns are often painted as a project management issue, but in reality, they’re usually rooted in disjointed systems and inconsistent data. When financials, project updates and change orders live in silos, it’s easy to lose track of where a job stands until it’s too late.

Technology helps close that gap. By centralizing budgets, actuals and commitments within a single platform, teams gain real-time visibility into job performance. This enables faster decision-making, tighter cost control and clearer accountability at every level from the field to the back office.

However, visibility alone isn’t enough. Modern technology enforces the financial disciplines that manual processes can’t. For example, Premier Construction Software automatically prevents users from over-committing or misallocating costs when budgets don’t support it. These kinds of built-in safeguards help catch issues early before they affect cash flow or erode margin.

Standardization also plays a key role. When every project follows a consistent structure, from budget entry to approval workflows, it becomes much easier to compare performance, flag anomalies and forecast accurately across the portfolio.

Ultimately, preventing overruns isn’t about working harder—it’s about creating systems that make it easier to work smarter and faster. Technology gives construction businesses the structure, transparency and discipline they need to scale without sacrificing financial control.

What are the main differences between generic accounting software and accounting software made specifically for construction?

Mike Ode

CEO
Foundation Software

Generic accounting systems may be familiar, but they aren’t built for how construction businesses operate.

Unlike standard businesses with a single profit center, contractors manage multiple job-based profit centers, making traditional, period-based accounting insufficient.

Construction-specific accounting software supports the real-time job cost tracking contractors need. Every transaction—payroll, materials, equipment—is tied to a job, providing detailed cost data throughout the project lifecycle.

That data then powers construction-focused reports like WIP schedules, cost-to-complete projections and cash-flow analysis — tools that help contractors monitor progress, forecast needs and proactively manage financial risk.

Generic platforms also facilitate frequent computation errors, whereas construction-specific software can easily handle industry requirements like tracking retainage, percent-complete invoicing or complex billing formats like AIA progress.

Payroll adds another layer of complexity. Beyond calculating hours worked, contractors must track union dues, prevailing wage rates, multi-state and multi-local tax requirements and compliance reporting.

Construction accounting solutions include payroll processing features that automate these tasks and reduce manual entry, saving time and mitigating risk of noncompliance.

Additionally, these systems often integrate with field tools like mobile time tracking, ensuring accurate data flows directly from the jobsite.

Contractors work in an environment defined by tight margins, long project timelines and constant changes. Generic software struggles to maintain accurate oversight across these variables.

Using construction-specific accounting software provides the visibility, control and precision contractors need to stay on budget and make informed decisions, day after day.

Joel Hoffman

Director, Product Management, Construction
Acumatica

Generic accounting software is designed to handle broad financial tasks like general ledger, accounts payable/receivable and payroll across various industries. However, it often lacks the depth and specificity required for managing the complexities of construction projects. In contrast, construction-specific accounting software—like Acumatica’s Construction Edition—is tailored to meet the unique demands of the construction industry. It integrates core accounting functions with project management tools, enabling real-time tracking of job costs, budgets, contracts, change orders and compliance requirements. This level of integration ensures that all stakeholders—from field crews to finance teams—work from the same data, reducing errors and improving collaboration. Unlike generic systems that create data silos and require manual workarounds, construction ERP solutions centralize data, automate workflows and provide visibility into every aspect of a project. Features such as job-cost accounting, resource allocation and field service management are built-in, allowing contractors to manage labor, materials, equipment and subcontractors efficiently. These capabilities are essential for staying on schedule and within budget in a highly competitive, margin-sensitive industry. Ultimately, while generic accounting software may suffice for basic financial tracking, construction-specific solutions empower firms to operate more strategically and profitably by aligning financial management with operational execution.

What advice do you have for contractors regarding potential cost escalations due to higher tariffs?

Brian Kassalen

Principal, Construction Industry Leader
Baker Tilly

Contractors are in a unique situation where they often deal with a lot of uncertainty in construction projects. Historically, this could occur in areas such as weather, labor shortages or supply-chain constraints. In today’s climate, contractors face an added challenge of navigating the potential impacts on construction projects stemming from the ever-changing world of tariffs.

During his 2024 campaign, President Trump advocated for tariffs as an important aspect of his trade policies. Contractors and the projects they are working on can be especially impacted by tariffs on steel, aluminum, lumber and concrete. Unfortunately for contractors, the imposition of tariffs and the rate at which the tariffs will be imposed has been in a state of constant fluctuation. Tariffs have been implemented, then paused or rolled back, and then implemented again. This makes planning for projects—from estimating project costs to securing materials for projects—an added challenge. Especially so for projects that were already bid but materials have not been procured yet. However, there are things contractors can do to help mitigate the potential risks of cost escalations caused by higher tariffs.

Contractors will need to evaluate contract terms to understand if there are opportunities to revisit cost escalations with project owners. Additionally, contractors can work with their supply-chain partners to identify alternative sources for material sourcing. Lastly, contractors should be proactive in communicating with their project owners and developing a plan with them on potential solutions should tariffs cause increases in material pricing.

What are the key considerations for succession planning?

Phillip Ross

Partner, Leader—Construction
Anchin

Choosing the right succession strategy is one of the most important decisions a construction business owner will make, and each option requires careful planning. Key considerations for succession planning include early preparation, strong leadership team, financial strength, operational efficiency and competitive/market differentiation.

Owners must focus on building a leadership team capable of running the business independently. Mentoring the key people is essential as well as the team understanding all the aspects of the business.

A company’s financial health, demonstrated through profitability, consistent cash flow and a strong balance sheet, is essential, as these factors make the business more attractive to the next owners and allow for greater flexibility in choosing a transition path. Clearly defined market positioning, whether through niche expertise, geographic reach or longstanding client relationships, also enhances a firm’s value and appeal. Operationally, companies with documented processes, strong governance, risk management and advanced internal systems are better positioned for scalability and future success.

Engaging advisors early allows owners to evaluate their succession options and to understand the pros and cons of each. It also enables the owner to decide what their goals are—highest price, legacy, culture or some combination of these. Options could include transferring to the next generation, internal buyouts, ESOPs, private equity investment, or mergers and sales. Each option has distinct benefits and challenges; the right path depends on the owner’s goals. Ultimately, a well-prepared firm commands higher valuations, enjoys more transition opportunities and is poised for continued growth in the future.

What are the biggest benefits of preconstruction planning and subcontractor prequalification for general contractors?

Josh Billiard, CPA, CCIFP

Partner
Plante Moran

Subcontractor prequalification is a nuanced and challenging aspect to ensure effective job performance for prime/general contractors and larger trade contractors. Simply put, an effective subcontractor prequalification process can protect a contractor from a problem before it starts.

When time is short, expected project profitability is thin or subcontractor availability is tight, the general contractor can be tempted to take risks on new/unknown, financially constrained and/or capacity-challenged subs. That said, there is a difference between taking a measured risk on a subcontractor based on knowledge of the risk being present versus flying blind.

General contractors need to first ensure they have an effective subcontractor prequalification program that works for them and, more importantly, they need to follow the program.

Depending on size, best-in-class contractors have a formal prequalification program that can be run entirely by their accounting/finance/preconstruction teams, or they can outsource certain aspects of the program (i.e. financial information accumulation/summarization services provided by third parties, etc.).

Many contractors set limits on new/unknown subcontractors for how many different jobs those subs can work on, along with limits on total subcontracted value on open jobs/open bids. These tactics limit overall exposure if a subcontractor failure occurs.

Many contractors also set requirements dictating when subcontractor bonding (or other protection programs like joint checking) is required.

Contractors need to stay diligent with their prequalification processes, particularly when busy or when a bid is tight from a profitability perspective. Too often, job claims/job non-performance/litigation are the result of poor choices made during subcontractor selection.

How are contractors currently using AI and predictive analytics in their businesses to increase profitability and better manage risk?

Wade A. Sandy

Partner in Charge, Construction and Real Estate
Eide Bailly LLP

Construction companies are increasingly realizing competitive advantages in utilizing AI, particularly in bidding and estimating, project management, and employee recruitment and retention. To effectively implement AI, a company’s technology stack should be scalable, portable and interoperable. Connectivity is essential for pulling the data necessary to train AI models. However, legacy and niche software programs are notorious for siloing and restricting access to data. Construction software often combines the capabilities of multiple-point solutions. Still, different departments within a company may use different solutions to complete similar tasks. The number of subscriptions and software licenses that companies pay for can be shockingly high, and usage and maintenance costs can quickly compound if companies merge or are acquired, with different tech stacks piling atop each other. Understanding what software and processes people use in their day-to-day work and aligning technology with business goals will help a company implement AI more effectively.

How has construction accounting software evolved over the past few years?

Chet Kuchyt

Senior Product Manager, Project Controls
CMiC

Construction accounting has undergone significant transformation in recent years, driven primarily by technological advancement and regulatory changes.

Digital Integration and Automation

In my professional opinion, the most notable shift has been the widespread adoption of cloud-based accounting platforms specifically designed for construction. These systems now seamlessly integrate with project management software, enabling real-time cost tracking, automated job costing and instant financial reporting. Mobile applications have revolutionized field data collection, allowing superintendents and project managers to input costs, time sheets and progress updates directly from jobsites.

Revenue Recognition Evolution

The construction industry has fully adapted to ASC 606 revenue recognition standards, fundamentally changing how contractors account for long-term contracts. This has required more sophisticated systems to track performance obligations and recognize revenue based on project completion percentages rather than traditional billing methods.

Enhanced Analytics and Reporting

Modern construction accounting now emphasizes predictive analytics and business intelligence. Companies can forecast cash flow, identify cost overruns early and make data-driven decisions through advanced reporting dashboards that provide real-time project profitability analysis.

Remote Work Adaptations

The pandemic accelerated the adoption of remote accounting capabilities, with many firms maintaining hybrid models that allow accounting staff to work efficiently from multiple locations while maintaining secure access to financial systems.

Supply-Chain Impact

Recent supply-chain disruptions have necessitated more sophisticated inventory management and cost accounting systems to handle volatile material pricing and availability issues.

These changes have collectively made construction accounting more accurate, efficient and strategically valuable to business operations.

SEE ALSO: CONSTRUCTION FUTURES: JULY 2025 ECONOMIC ROUNDUP

The post Executive Insights 2025: Leaders in Construction Accounting first appeared on Construction Executive.

SANDRA ROCHE
BUSINESS DEVELOPMENT
SR CONSTRUCTION

What sparked your interest in the legal facet of the construction industry?

My father owned and ran Roche Constructors until his untimely death in a plane crash in 1983. My Uncle Mike took the reins in the years that followed. In the early 1990s, I had my own law office, and my uncle called and asked if I’d like to help with risk management. I started out overseeing risk management and contracts and eventually went full-time with Roche Constructors in 1994 as vice president/general counsel.

What keeps that spark alive for the work you do?

In 2024, I moved to SR Construction, a family-owned commercial general contractor founded in 1991 with a reputation as the premier healthcare contractor in Nevada. SR Construction does work in the western United States, and I am doing business development work.

Another area of construction that is my passion is safety. I was appointed to the State of Nevada OSHA Review Board in 2010, and served on it for several years, and I am now a member of the ABC National safety committee. I have been actively involved in ABC through the years, including serving as chair of the ABC Nevada board of directors and on the national executive committee as the Mountain West Region vice chair for five years. When I get involved in organizations, I am actively engaged and maximize the benefits. So that’s probably what gives me the fire.

How do you get to view the construction industry differently because you are not a contractor?

Being in-house at a construction company for so many years, I can read the bid documents with a different eye than an operations person does. I can give that [different] perspective: We need to worry about this in a contract, but we don’t need to worry about that. [That perspective] also saves time and money. If there’s a potential issue, we address it upfront, and I can help do that knowing what would happen legally.

There are a lot of family businesses in this industry. What makes that such a special part of the industry?

On the one hand, it can be difficult when you need to implement what is best for the company without it affecting your personal relationship. You really need to put the family part aside and do what is best for the company. But on the other hand, it’s beneficial having a family relationship because you’re committed and loyal to each other and you know you can rely on your family members.

What is your favorite part about living out west?

It’s where I was born, where I grew up. I like the people. I like the lifestyle. I like the open areas. But I do love traveling and seeing other areas.

How do you take advantage of the mountain/desert climate?

We have a mountain cabin that gives us relief from the heat in the summer. We go ATV riding, bike riding and hiking. I love going out to a lake on a boat, as well.

Do you have a sports team?

Golden Knights! We’re part-time season-ticket holders. The excitement and Las Vegas showmanship of a Golden Knights game is what everyone should experience at least once.

The post SR Construction’s Sandra Roche first appeared on Construction Executive.

Weaver began his journey in the trades with a simple but powerful mindset: work hard, learn everything you can and always be ready to lend a hand. “Early on, I took every weekend and late shift I could get,” he recalls. “I wanted to learn as much as possible and prove myself.”

That determination quickly paid off. Weaver moved into commercial electrical work, where he was trusted to manage a small project on his own. It was during this time that he discovered the value of relationships in construction.

“Fostering trust and respect with the client made all the difference,” he says. “It not only helped that project succeed—it opened doors to more opportunities.”

From those early experiences, Weaver climbed the ranks, eventually joining Feyen Zylstra, where he’s spent over six years overseeing large-scale electrical projects. Along the way, he’s built a reputation not just for his technical skill but for his calm leadership and dedication to mentoring.

LEADING BY EXAMPLE

As a superintendent, Weaver sees each project as a chance to lead with integrity and elevate those around him. His mornings start with team huddles and jobsite safety assessments, setting the tone for clear communication and a strong safety culture.

“I believe in giving my team everything they need to succeed—from tools and training to trust and encouragement,” he says.

One of Weaver’s trademarks is his dedication to teaching. Every week, he leads hands-on training sessions for apprentices, covering everything from conduit bending to wiring complex systems. But for him, the lessons go beyond technical skills.

“I want them to know that this isn’t just a job,” Weaver explains. “It’s a career path, and they’re in control of where it goes. With hard work and the right mindset, they can lead projects one day, too.”

A MENTOR ON AND OFF THE JOB

Weaver’s influence stretches well beyond the worksite. He’s a regular presence at local schools and career fairs, where he speaks passionately about the value of a career in the trades. He also coaches both boys’ and girls’ Little League teams—a role he views as an extension of his professional mentorship.

“Coaching young athletes isn’t all that different from mentoring apprentices,” he says. “You’re helping people grow, develop new skills, and learn how to work as a team.”

He’s also quick to use his electrical skills to help neighbors with repairs or home projects. “Teaching and mentoring isn’t something I turn on and off—it’s just how I live.”

A strong advocate for inclusion, Weaver actively promotes construction careers to nontraditional workers—whether that means people changing careers or those from underrepresented communities.

“I’ve seen how people with different backgrounds bring new perspectives to the jobsite,” he says. “It makes us stronger.”

He takes pride in helping individuals gain confidence and build careers, often encouraging them to pursue certifications and additional training.

“The trades are open to anyone willing to learn and work hard,” Weaver affirms. “That’s the message I always try to send.”

SAFETY WITHOUT COMPROMISE

In an industry where risks are high, Weaver sets the standard for jobsite safety. He holds OSHA 10- and 30-hour certifications, CPR and First Aid training, and leads regular toolbox talks and daily safety huddles. He also conducts twice-daily walkthroughs to ensure that protocols are followed and that his team remains vigilant.

“Safety isn’t just a rule—it’s a mindset,” he says. “Everyone deserves to go home safely at the end of the day.”

Weaver doesn’t stop at compliance. He rewards safety excellence, tracks incident-free milestones with team celebrations and fosters a culture where anyone can speak up.

“When people feel safe and supported, they do their best work,” he says.

DRIVEN BY INNOVATION

Weaver understands that staying current means embracing change. He uses advanced tools and technology like laser levels, thermal imaging and project-management software to streamline workflows and ensure quality.

“Technology allows us to be more accurate, more efficient and more transparent with clients,” he says. “It’s all about delivering the best results.”

By integrating digital layouts and real-time tracking systems, Weaver provides clients with clearer communication and better outcomes. “Clients want to know they’re in good hands—and the right tools help build that trust.”

LIVING THE MERIT SHOP PHILOSOPHY

A proud supporter of the merit shop philosophy, Weaver believes that opportunity should be earned, not given.

“Effort, attitude and performance should drive success—not tenure,” he asserts. “I’ve lived that truth in my own career, and I work to instill it in everyone I mentor.”

He encourages apprentices to take ownership of their growth, reminding them that hard work leads to leadership and that every step forward is one they’ve earned.

“The merit shop philosophy creates a culture of accountability and growth,” Weaver says. “That’s the kind of team I want to build.”

Weaver’s own accolades reflect his unwavering commitment to excellence. He’s received awards for customer service, leadership and safety, and been recognized by both clients and his company for project success and trusted relationships, including leading efforts for major customers like Bell’s Brewery and Harbor Foam.

But for Weaver, the greatest reward is knowing he’s making a difference. “I don’t do this for awards—I do it because I care about the work, the people and the legacy we’re building,” he says.

As Weaver continues to guide projects and shape careers, his vision for the future remains grounded in the same principles that launched his career: hard work, respect and mentorship.

“I want to leave this industry better than I found it,” he says. “That means teaching, empowering and always pushing for excellence.”

The post ‘It’s Just How I Live’: ABC’s 2025 Craft Professional of the Year, Chris Weaver first appeared on Construction Executive.