Issuu

JANUARY-FEBRUARY 2026

AZ BIG 100 Unveiling the visionaries shaping Arizona’s real estate landscape in 2026

FRONT: Dala Al-Fuwaires, House of Form. MIDDLE: Jenna Ghisolfo, Housing Consultants of America; and Annette Anderson, Arizona Escrow & Financial. BACK: Lucas Bruxvoort, Industrial Power Solutions; Cooper Fratt, CBRE; and Nate Lowrey, Bjerk Builders. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

CHANGE IS IN THE AIR

President and CEO: Michael Atkinson

Associate editor: Kyle Backer

or the past five years, I’ve had the privilege of covering Arizona’s remarkable growth, first as a staff writer before taking over as associate editor of AZRE and PTK magazines nearly two years ago. Along the way, I’ve spoken with scores of talented, interesting people, each of whom is helping push Arizona’s economic transformation forward by attracting world-class businesses to the state and creating the spaces these companies need to operate. I’m embarrassed to admit that even after spending multiple years touting the importance of trades education for West-MEC, it wasn’t until I joined the magazine that I started to grasp how the built environment influences more than the skyline of my beloved home state. A distribution center isn’t just a big box — it creates jobs, spurs on further investment and is the reason why those late-night online purchases keep arriving at my door. A new mixed-use community is more than bedrooms and convenient shopping. It’s where families are raised and memories made over dinner with friends. There’s no doubt that the sticks, bricks and methods used in commercial real estate are important — but they are only one facet of the rich narrative we’re all part of. As calendars flip over to 2026, change is in the air. Going forward, each issue of AZRE will begin with a few brief observations from myself to introduce you to the stories within. In the following pages, learn about Amkor Technology’s new campus in Peoria, how Props 418 and 419 will steer the future of transportation infrastructure in Southern Arizona if passed, meet the visionary people and companies who earned a spot on our AZ Big 100 list, along with so much more. Even though this letter is new, my respect for — and genuine interest in — this industry is not. If we haven’t connected yet, I hope that too will change this year.

Kyle Backer Associate editor, AZRE and PTK Kyle.backer@azbigmedia.com

2 | January - February 2026

Vice president and publisher: Amy Lindsey EDITORIAL Editor in chief: Michael Gossie Content editor: Christina Fuoco-Karasinski Staff writer: Lux Butler Contributing writer: Jon-Paul “JP” Jaramillo Interns: Ashley Aros | Senna James ART Creative services manager: Bruce Andersen Chief photographer: Mike Mertes Graphic designer: Leslie Durazo MARKETING/EVENTS Marketing and events director: Jacque Duhame OFFICE Director of finance: Sara Fregapane Operations coordinator: Michelle Zesati Database solutions manager: Amanda Bruno AZRE | PTK Director of sales: Ann McSherry AZ BUSINESS | AZ BUSINESS LEADERS Sales manager: April Rice Account executives: Tom Allen | Maria Hansen | Lula Hunteman

EXPERIENCE ARIZONA | PLAY BALL Director of sales: David Harken Account executive: Lisa Allen RANKING ARIZONA Director of sales: Sheri King

AZRE: Arizona Commercial Real Estate is published bi-monthly by AZ BIG Media, 3101 N. Central Ave., Suite 1070, Phoenix, Arizona 85012, (602) 277-6045. The publisher accepts no responsibility for unsolicited manuscripts, photographs or artwork. Submissions will not be returned unless accompanied by a SASE. Single copy price $3.95. Bulk rates available. ©2026 by AZ BIG Media. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from AZ BIG Media.

This year marks ULI Arizona’s 21st Annual Trends Day. ULI Arizona Trends Day is a one-day deep dive bringing together 30+ top industry experts to discuss the most current state and national real estate trends, with a focus on what to expect in the future, where the best opportunities can be found, and how these components affect both public and private sector partners. Trends Day is certainly the best “state of the industry” conference with over 1,000 attendees.

DISCOVER MORE AND REGISTER AT

https://arizona.uli.org/events/trends-day-2026/

CONTENTS

FEATURES 2

Shoutouts

Trendsetters

10 Breaking Ground 11 Big Deals 12 Big Deal 14 Executive Profile 15 After Hours

16 AZ Big 100 80 East Valley Update 86 ACEC (American Council of Engineering Companies) Arizona

100 Build Your Future

GO TO store.azBIGmedia.com to purchase subscriptions, digital issues and plaques

SAVE THE DATE FOR THE 2026 RED AWARDS! The Real Estate and Development (RED) Awards — which are considered the Academy of Awards of Arizona’s commercial real estate industry — honor the year’s top architects, contractors, developers, and projects.

SAVE THE DATE! March 19, 2026 Embassy Suites Scottsdale 5001 N Scottsdale Rd, Scottsdale

2026 2023

For event sponsorship information contact Ann McSherry at ann.mcsherry@azbigmedia.com or April Rice at april.rice@azbigmedia.com

YOUR COMPLETE MULTIMEDIA SOLUTION! 602.277.6045 5

TRENDSETTERS

3 AND OUT DJ Peterson, business development lead at Stevens-Leinweber Construction, answers 3 questions about how his background in baseball prepared him for building success

How did your baseball career prepare you for construction? Being a professional athlete requires consistency, discipline and the ability to perform under pressure. Problem-solving was also crucial. These same traits are essential in construction. Baseball taught me how to handle high-stress situations, stay composed and make smart decisions even when the stakes are high. That experience built a strong foundation for managing challenges and maintaining focus, and will serve me well in my new role at SLC.

What baseball habits do you still use at work?

I actually have two important habits that have stayed with me from my playing days. The first is maintaining a routine and staying consistent with it. A solid routine creates structure, but it also requires adaptability … being able to adjust while still sticking to the process. The second is teamwork. Playing with 25 teammates from different backgrounds taught me how to communicate, collaborate and support others as we moved toward a common goal. Success in baseball and construction depends on building trust, fostering a positive culture and helping the team win. These are things I still focus on daily.

What are the parallels between sports and construction?

The biggest parallel is competitiveness. In baseball, every game is a battle — against the opposing team, the pitcher and even yourself. In construction, we’re constantly competing with other companies for projects and opportunities. Earning success in both fields requires preparation, reliability and delivering on what we promise. Just like in baseball, staying consistent and striving to improve every single day keeps you in the lineup.

6 | January - February 2026

BUILDING YOUR

COMMUNITY IMPACT

ADVANCING YOUR INTERESTS IN REAL ESTATE DEVELOPMENT Valley Partnership advocates for public policies that advance the interests of the commercial, industrial and master planned real estate development industries. Our goal? To build a legacy for the future of development. We hope you’ll join us. Membership Benefits - Education + Networking - Annual Community Project - Advocacy - Recognition Become A Member valleypartnership.org l 602.266.7844

Scan the QR code to learm more

Networking Events | Membership | Sponsorship | Advocacy | Young Leaders Group

Learn More at www.valleypartnership.org

TRENDSETTERS

??????? ??????????v Photos provided by Step Up Bisbee/Naco

By ?????????????????

STEPPING UP TO THE CHALLENGE A

s housing availability becomes one of the most pressing issues across the state, communities must find creative solutions to the problem. That’s why the City of Bisbee has partnered with Step Up Bisbee/Naco to provide housing by renovating dilapidated homes for its residents. Here are three things to know. The problem “In 2020, I asked our city manager and chief of police what their biggest concerns were, and they told me it was retaining workforce, especially firefighters and police officers. The city would pay all this money on training, just to have

8 | January - February 2026

them leave as soon they got certified,” explains Danielle Bouchever, Step Up Bisbee/Naco board member. The solution “I floated the idea of loosely tethering folks to the community through affordable housing. There is a five-year deed of trust to prevent people from flipping the houses, but after that period, they can sell it and keep the equity,” Bouchever says. The partnership Once a blighted property has been identified, Step Up Bisbee/

Naco purchases the home from the city using grant funds, and the municipality streamlines the administrative process as it is refurbished. Once it’s move-in ready, the house is donated back to the city through an LLC. “We started off with volunteer workers,” Bouchever explains, “but now we’re a full-on contractor. Traditionally, we’ve done a couple of homes a year, which isn’t nothing in a small town. But we’re about to ramp up to eight or nine.”

TRENDSETTERS

THINGS TO KNOW ABOUT FLEXIBLE RENT

For many, rent is due the same day each month regardless of whatever sudden expenses may crop up. To help residents navigate the unexpected financial strains that happen in

1 How it works “With Flex, residents go through a qualifying process to get approved for a certain dollar amount they need to make for the first payment — usually around 50 or 60% of the total rent. The remaining balance is then paid by Flex on their behalf,” explains Kristine Biederer, marketing brand manager for Axis Camelback.

life, Axis Camelback has an option to split rent payments into two smaller increments through a platform called Flex. Here are three things you should know about this growing trend.

2 Renter’s choice “After the initial payment is made, the renter gets to choose when they want to make the second installment. That means the renter is essentially paying back the money Flex fronted them by the end of the month,” Biederer says.

3 Better way to pay “There are so many different types of renters. It’s not just people living paycheck to paycheck — some are also covering the housing costs for their children or parents. The ability to make rent payments align with when they get paid instead of having a single lump payment at the beginning of the month is a game changer,” Biederer continues.

BREAKING GROUND

MULTIFAMILY

LIFE TIME LIVING PARADISE VALLEY

Developer: RED Development // General contractor: Clayco The project: The 11-story, 327-unit community will provide residents with impeccably designed one- and two- bedroom units and penthouse residences. Life Time Living Paradise Valley will be adjacent to the 92,000-square-foot Life Time Paradise Valley athletic country club, currently under construction. // Location: PV — the redevelopment of the former Paradise Valley Mall // Start: November of 2025 // Finish: 2027

SENIOR LIVING

MIXED-USE

FRIENDSHIP VILLAGE TEMPE

AMARA

Developer: LCS Development General contractor: Ryan Companies US Architect: Ryan A+E Property manager: LCS The project: The third phase of Friendship Village Tempe will be a five-story, 175,900-square-foot building that will include 69 independent living apartments, two guest suites and below-grade parking. Location: 2645 E. Southern Ave., Tempe Start: November of 2025 Finish: The fourth quarter of 2027

Developers: Gallium and Elevate Companies Architect: DXA Studio The project: The seven-story, $100 million project will feature around 300 units built in a five-over-two configuration, with the bottom two floors planned for 15,000 to 20,000 square feet of amenity and retail space, along with parking. Location: 602 E. Grant St. in Phoenix’s Warehouse District, located just south of the Downtown Phoenix core. Start: Fall/winter of 2026 Finish: TBD

10 | January - February 2026

BIG DEALS Here are the biggest commercial real estate deals in Metro Phoenix from October and November of 2025 BIG DEAL: The sale of the Sheraton Phoenix Downtown in November marked one of the largest hotel sales in Arizona’s history, but the sale price and other terms and conditions were not disclosed. (Photo provided by JLL)

5 biggest deals from October

5 biggest deals from November

1. Glendale land

1. Twin Business Park, Metro Industrial Center and Black Canyon Business Park

Sale price: $118,115,902 ($740,538.57 per acre) Address: NWC or North Litchfield Road and Northern Parkway, Glendale Property description: 159.504 acres of agricultural land Buyer: Kenneth Davies Seller: Woolf Leyton Farms

2. Echo Biltmore Sale price: $71,300,000 Address: 1720 E. Camelback Rd., Phoenix Property description: 216-unit apartment complex Buyer: Millburn and Company Seller: Wood Partners

3. Axis Raintree Sale price: $70,710,891 Address: 8605 E. Raintree Dr., Scottsdale Property description: 179,360-square-foot office complex Buyer: Douglas Reagan Horton Seller: Trammell Crow Company Broker: JLL

4. Scottsdale on Main Apartments Sale price: $66,100,000 Address: 6901 E. Main St., Scottsdale Property description: 119-unit apartment complex Buyer: Goodman Real Estate Seller: Baron Properties/Mountain West Industrial Properties

5. Café Valley Bakery Sale price: $57,750,000 Address: 7000 W. Buckeye Rd., Phoenix Buyer: SENTRE Partners Seller: Brookhollow Broker: Cushman & Wakefield

Sale price: $81,500,000 Address: 2311-2401 W. Royal Palm Rd., Phoenix; and 1430-1454 and

1602-1538 W. 12th Place, Tempe Property description: Assemblage of three non-adjacent industrial flex properties totaling 391,827 square feet and 27.11 acres Buyer: BKM Capital Partners Seller: Investcorp

2. Konrad Apartments Sale price: $77,000,000 Address: 901 E. Van Buren St., Phoenix Property description: 332-unit apartment complex Buyer: ColRich Seller: Camden Property Trust

3. Bella Grace Build To Rent Sale price: $69,000,000 Address: 2121 N. Grace Blvd., Chandler Property description: 194 unit build to rent community totaling 196,099 square feet Buyer: Marianne J. Moy Seller: Inland Real Estate Group/Inland American Real Estate Trust Broker: Berkadia Real Estate Advisors

4. Gateway Grand Building C Sale price: $66,105,000 Address: 8016 E. Pecos Rd., Mesa Property description: 537,429 square feet distribution-intensive industrial Buyer: Amazon Seller: Greystar Broker: CBRE

5. Coral Point Apartments Sale price: $59,600,000 Address: 2343 W. Main St., Mesa Property description: 337-unit apartment complex Buyer: InTrust Property Group Seller: Living Well Homes 11

BIG DEAL

The chips are down

Amkor Technology increases Peoria investment to $7 billion By KYLE BACKER

riving by the Loop 303 and Lake Pleasant Parkway, it’s easy to overlook the arid landscape just north of the freeway. But in a few short years, a state-of-the-art outsourced semiconductor advanced packaging and testing campus will emerge from this patch of desert. On Oct. 6, Amkor Technology announced an expansion during the groundbreaking of its new facility, now set to bring $7 billion in investment to Peoria — a 250% increase from the company’s original plans. The additional $5 billion will be used for additional cleanroom space and a second greenfield packaging and test facility, further strengthening Arizona’s growing semiconductor

12 | January - February 2026

ecosystem. Once both phases are completed, the campus will have more than 750,000 square feet of cleanroom space and create upward of 3,000 highpaying jobs. “This is a truly historic milestone, not only for Amkor Technology, but for the future of the semiconductor industry in the U.S.,” says Susan Kim, chairman of the Amkor Board of Directors. “The pandemic revealed the vulnerabilities of global supply chains ... highlighting the need for a complete semiconductor supply chain in America. We are proud to be part of the solution and proud to be doing it right here in Arizona.” Since its founding nearly six decades

ago, Amkor’s manufacturing footprint has always existed outside the U.S. — something Kim says changes with the construction of the Peoria campus. Giel Rutten, CEO of Amkor Technology, explains that the increased investment came in response to growing demand for semiconductors as AI usage is expected to proliferate over the coming decade. “Artificial intelligence will transform how we live in an evolving digital economy that’s driven by innovations in high-performance computing and global communications,” he continues. “These breakthroughs will be made possible by the advanced packaging happening right here in Arizona.”

EXPANDING THE ECOSYSTEM: Amkor Technology announced plans to double down on its project in Peoria. Now representing $7 billion in investment, this cutting-edge semiconductor advanced packaging and testing campus will feature more that 750,000 square feet of cleanroom space and create 3,000 jobs. Rendering courtesy of the City of Peoria.

Katie Hobbs

Susan Kim

“This is not just a win for Arizona — it’s a win for America,” she says. “It advances our national security and drives technology. It’s not just beneficial for businesses but for families too. Generational careers will be made here. This investment truly delivers on the Arizona promise of opportunity, security and freedom.”

During her remarks, Gov. Katie Hobbs highlighted Amkor’s partnership with the state since moving its headquarters to Arizona in 2004. “Amkor’s $7 billion facility will be the largest outsourced packaging plant in North America, expected to bring 3,000 jobs to Peoria,” she continues. “It will enable us to test and package more chips that support critical technologies, putting Arizona on the leading edge of the AI revolution, and will continue to spur more investment and development here in the West Valley.” Even though the growing semiconductor cluster is a boon for the state, Gov. Hobbs underscores that the effects will be felt beyond its borders.

Peoria Innovation Core Today, the future home of Amkor’s new campus is surrounded by empty desert, but it won’t stay that way for long. The Peoria City Council recognized that 75% of the municipality’s remaining vacant land is owned by Arizona State Land Department (ASLD), which is why a deal was inked between the two entities in 2024 allowing the city to lead planning efforts on 7,000 acres of undeveloped state trust land. By putting these parcels to a higher and better use, land values will increase, benefitting Arizona’s public education system to the tune of over $1 billion. New housing is planned for the area — including single-family and higher density residential projects. The city will invest $140 million to build roads and other infrastructure, then receive up to $500 million in reimbursements — improvements that otherwise would be funded by taxpayers in Peoria.

Giel Rutten

Jason Beck

A 10.5-square-mile tract stretching north of the Loop 303 from Lake Pleasant Parkway to State Route 74 has been designated as the Peoria Innovation Core, with the Amkor project being the first to break ground. Peoria Mayor Jason Beck explains that putting together an economic plan for the city was his top priority when he assumed the office in January 2023. “As my wife will attest, I’m very impatient. I wanted to drive the city forward right away. In my first meetings with city staff and council members I said, ‘We’re going to build this thing called the Peoria Innovation Core and do a state land deal,’” he says. “This 7,000 acres is the future not only for the City of Peoria but the Northwest Valley — if not Arizona itself.” Gov. Hobbs adds that the growth happening across Arizona shouldn’t be chalked up to good luck — it’s the hardearned results of meticulous planning and determination. “For years, we’ve been building an impressive semiconductor ecosystem. We’ve created a formula for success with partnerships at every level of government, working with industry, education and workforce partners,” she concludes. “Amkor’s $7 billion facility takes our semiconductor industry to the next level.” 13

EXECUTIVE PROFILE Augspurger Komm Engineering celebrates 50th anniversary and new leadership Todd Springer and Joe Zbick take the helm By ASHLEY AROS

odd Springer and Joe Zbick never envisioned themselves working in the forensic engineering field or that they’d become owners of Augspurger Komm Engineering (AKE). But their love for new experiences and willingness to apply the lessons learned from every project, big or small, prepared them for yet another challenge — leading AKE into a new era. AZRE magazine sat down with Springer and Zbick to learn more about the field of forensic engineering, their leadership styles and how they plan to honor the legacy of AKE. The following responses have been edited for clarity and length.

AZRE: For readers who may be unaware, what problems are forensic engineers trying to solve? Todd Springer: It starts with failure analysis. Something failed, broke or went wrong, resulting in property damage or injury. My job is to explain the technical aspects behind what happened and why. It’s on our shoulders to teach clients the big picture, the end goal and the route to get there. We need to make sure that what we do makes sense, it’s defensible, scientific and follows all the engineering principles we learned in school. AZRE: What do you think the best part of working at AKE is? Joe Zbick: Honestly, all of it. The people are great — and that’s not by accident. Everyone here loves to learn. They’re not only interested in what they’re tasked with but also what their colleagues are doing. That’s the key to this company. AZRE: How does having two leaders with different experiences contribute to the next chapter of AKE’s growth? JZ: When I first was going to take this leadership role with Todd, I mentioned to a friend that I’d have a partner. He asked me, “How often do you guys agree on things?” and I said, “Almost never,” — and 14 | January - February 2026

LEADING THE WAY: Todd Springer and Joe Zbick became the leaders of AKE after the last remaining founder, David Komm, retired in 2025. (Provided photo)

he told me, “That’s perfect.” We come at things from different backgrounds. I think it would be boring the other way around, and I don’t think we’d be as successful if it were. It’s not easy, but it’s fun, and I’m really looking forward to what comes next. TS: Two heads are better than one, and it’s good to have another perspective. Joe will see things I don’t and vice versa, so we can take that into consideration when making decisions. It works out well. Like any relationship, there’s give and take. AZRE: 2025 was a big year for AKE. Not only did the last remaining founder retire, but the firm’s celebrated its 50th anniversary. As the new leaders, what does the company mean to you personally? TS: One of the most important things to me is that it’s an American company. We’re a small business and have remained one. Over the last five decades, AKE has and continues to prioritize three things: being yourself, having fun and enjoying work. We also have a strong reputation in the community for providing personalized care. We really want to understand where you’re coming from, what’s going on and what you need to know.

JZ: The first word that comes to mind is rigor. We don’t stop when something is good enough, whether it’s providing a design or writing a case report. We do exhaustive research to ensure the quality of the product we deliver. Another big one for me is being honest and truthful. We’re known for telling our clients what they need to hear, not what they want to hear. AZRE: How do you plan to carry forward the legacy of AKE? JZ: Focus is a big thing, but David Komm often said, “We work to live, not the other way around.” A tremendous amount of trust and appreciation is placed with the staff. Clients come and go, but we make sure our people are taken care of here. AZRE: Anything else that you want to add? JZ: One thing I want to carry forward is something David Komm and Quent Augspurger did: neither of them stopped working. They were in the trenches with the rest of the staff, handling cases. I want to keep that alive because it not only keeps me sharp but also builds camaraderie. I think it shows the success of a company when leaders do the same work as everyone else.

AFTER HOURS

STAGE DESIGN: Victor Irizarry is senior associate at RSP Architects. (Provided photo)

Yes, and...

How improv helps Victor Irizarry communicate creatively By KYLE BACKER

hether it’s to an auditorium full of strangers or a packed all-staff meeting, delivering a message clearly and confidently is a critical talent for leaders to develop. Those who do it well make it look easy, but public speaking can be improved upon just like any other skill. That’s why Victor Irizarry, senior associate at RSP Architects, decided to try out improv classes, which have bolstered his confidence and given him a new creative outlet. AZRE magazine sat down with Irizarry to learn why he started performing improv and how he applies lessons learned on stage in his career. The following responses have been edited for clarity and length. AZRE: When did you start taking improv classes? Victor Irizarry: I began performing in 2018 after having a really rough year. I’m originally from Puerto Rico, and 2017 was when Hurricane Maria destroyed the island. My family was still there, which caused a lot of anxiety, then I got in a car accident — pretty much anything bad that could happen did that year. So, I needed something different.

AZRE: Improv is a difficult style of performance. What drew you to it? VI: Since English is my second language, I’ve always been a little insecure about public speaking. I dabbled in theater in high school and enjoyed it, so I mentioned to my wife that improv sounded fun. It wasn’t something I’d sign myself up for, but she ended up gifting me classes for Christmas. AZRE: What was going through your head when you showed up for that first class? VI: I had no idea what I was getting myself into. I didn’t know anyone, but we all wanted to try something different. I fell in love with improv right away — it was exactly what I needed. Eight years later, I’m on two improv teams, one of which performs in Spanish. AZRE: A big part of improv is the concept of “Yes, and...” Can you describe what that means? VI: Imagine we’re sitting next to each other at a conference. If I ask, ‘Do you want to talk about the weather?’ and you say ‘No,’ — that’s the end of the conversation. But if you say ‘Yes, it doesn’t get this hot back home,' we can go back and forth from there. But you don’t always have to say yes in improv. We always talk about boundaries before a show because we want to be respectful to each

other and not punch down. It all boils down to being receptive to other people’s ideas and willing to push them forward together. AZRE: Improv sounds like a release from the pressures of work, but are these skills applicable to your career? VI: Performing has helped me feel like I can talk about anything with anyone. The business development side of what we do involves speaking with clients, so being able to hold a conversation on most topics, even if I’m not an expert, is huge. Improv has also made me more confident in uncomfortable situations, because I know if I come in with a mindset of “Yes, and...” I’ll find my way into that comfort zone. It’s also useful in the creative process because it helps you be more open to suggestions. That doesn’t mean I have to incorporate every suggestion the team throws out. Still, it’s usually better to reply with “No, but...” instead of simply rejecting an idea. That way everyone can still build on that initial thought, which can lead to an even better solution. Even though improv may sound scary, I think people should try it at least once. The only way to get better at anything is by challenging yourself. 15

AZ BIG 100

AZ BIG

100 As Arizona’s commercial real estate sector faces challenges in 2026 and beyond, its leaders are looking at those obstacles as opportunities to advance the industry

By MICHAEL GOSSIE

f you ask Molly Carson, the commercial real estate industry is facing many challenges in 2026, but the industry is ready to face those obstacles head-on. “These challenges include power accessibility, assurance of water, and opposition to development in certain areas,” says the executive vice president and market leader for Ryan Companies US. “We are preparing for this by staying informed, actively engaging in the communities where we serve, and being mindful of political dynamics.” Identifying challenges in Arizona’s commercial real estate industry for 2026 and beyond is essential be-

16 | January - February 2026

cause it allows stakeholders — developers, investors, and policymakers — to anticipate headwinds like interest-rate pressure, office vacancy surges, and infrastructure constraints. Addressing these issues proactively preserves deal flow, supports sustainable growth, and protects long-term market value. AZRE magazine talked with some of the most forward-thinking leaders in Arizona’s commercial real estate industry and asked them to identify the challenges they expect to face in the years ahead — along with the opportunities the industry has to overcome those challenges.

Lorraine Bergman CEO and president // Caliente Construction “The skilled labor shortage is a key challenge. We’re investing in workforce development by partnering with schools and organizations to stimulate interest in the construction industry. Public policy continues to affect the stability of material pricing and availability. We focus on educating our clients and employees on ways to minimize the longterm impacts of these challenges to keep projects viable.”

Bryon R. Carney Managing principal // Cushman & Wakefield “The competition for top talent has never been more intense. To succeed, it’s essential to provide a work environment that fosters a positive culture and offers competitive compensation. By prioritizing these factors, you can attract and retain the best talent in the industry.”

Larry Downey Vice chairman // Cushman & Wakefield “The commercial real estate office sector must adapt to hybrid work models, optimizing space through right-sizing and balanced expansion or downsizing to improve efficiency. We proactively embrace changes with tailored solutions, relocations, and datadriven strategies, reducing costs and ensuring our clients succeed in an evolving market driven by flexibility and innovation.”

Andrew Geier Executive vice president // Layton Construction “The cyclical nature of our business, combined with the general policy uncertainty in Washington, creates both challenges and opportunities. We’ve built a diverse, adaptable portfolio by project type and geography, allowing us to quickly pivot toward the sectors delivering the strongest returns.”

Sharon Harper Chairman and CEO // Plaza Companies “In an era of uncertainty, Plaza Companies will continue to rethink and refine our approach in how we navigate change. The future for Plaza Companies is built on optimism with diligence, consistency, and persistence. Plaza Companies strives to work in a broad base of construction types and industries to ensure we are positioned for success.”

Justin Kelton CEO, Southwest Region // McCarthy Building Companies “We are focused on addressing the ongoing workforce shortage and the continued need for a well-trained skilled craft workforce. McCarthy has launched various initiatives aimed at cultivating and developing the next generation of skilled professionals by partnering with institutions like West-MEC, EVIT, and Grand Canyon University to generate interest in the many varied and rewarding career opportunities in construction. In 2021, we strengthened this commitment by opening our Innovation & Craft Workforce Center in Chandler to train and prepare our workforce. It’s been a game-changer for McCarthy, highlighting our commitment to craft careers and advancing quality installations across our projects.”

Jonathan Keyser Founder and managing partner // Keyser “The biggest trend in commercial real estate is the rise of agentic AI — intelligent systems that act on behalf of users to analyze markets, identify opportunities, and streamline transactions. Keyser is preparing by doubling down on our service standards and commitment to transforming the industry through conflict-free, tenant-focused advocacy. At the same time, we’re maintaining a disruptive, technology-embracing mindset, ensuring we stay ahead of the curve and deliver cutting-edge solutions that empower the business leaders we serve.”

Tim King Owner and CEO // HACI Mechanical Contractors “The construction industry has an industrywide shortage of over 500,000 workers. In Arizona, HACI provides high wages, generous benefits, and training programs to attract and retain the tradespeople necessary for HACI’s projects.”

Bob Mulhern Managing director – Arizona market leader // Transwestern “Like most industries, commercial real estate has incredible challenges ahead thanks to the disruption AI is bringing to businesses large and small. For companies like Transwestern, which have the financial muscle of a large firm and the finesse of much smaller firms, the future will be filled with incredible opportunities!” 17

AZ BIG 100

Todd Noel

Steven Schwarz

Vice chairman // Colliers International

Founding partner // ViaWest Group

“The Phoenix market has been strong, but it faces several key challenges over the next five years, including occupiers of office space continuing to struggle with projecting mid- to long-term needs (and how employees will want to occupy space). Additionally, rising interest rates, the cost of capital, overall economic uncertainty, and market cycles will impact us. I am preparing for these challenges by staying informed and knowledgeable, including staying updated on how other major markets are handling these challenges.”

Jackie Orcutt Executive vice president // CBRE “A lot of my work is tied to specialized manufacturing, which requires heavy power. Coupled with the robust semiconductor, electric car/battery, and data center industries, power supply will be a large focus for years to come. My team is spending time preparing our developer clients and working with renewable energy companies to help provide long-term resources for power generation.”

CJ Osbrink Executive managing director // Newmark “Economic uncertainties, such as interest rate changes and market volatility, could continue to impact financing conditions and investment strategies. Since this is largely out of our control, the best way to prepare for it is to stay informed about economic trends in order to help my clients make informed strategic decisions.”

“Political and geopolitical issues (which directly lead to economic issues) always seem to be at the forefront. When these are combined with a strain on our natural resources of energy, water, and air quality, it requires us to think multiple steps ahead and plan for the unknown. After ViaWest’s 20-plus years of managing through this, we think we have developed the appropriate discipline, culture, and foresight to prepare well for a variety of scenarios.”

Patricia Watts Co-founder // Greenlight Communities “The apartment industry faces challenges from rising costs and limited land. Once current oversupply is absorbed, rental housing — especially affordable options — will be scarce, increasing rent burden. Our team is proactively buying land and value-engineering our product to maintain a low-cost, attainable housing option for future renters.”

Brad Woodman Vice president, Southwest Region director // SmithGroup “The architecture, engineering, and construction industry faces significant challenges due to unpredictable economic trends and the digital transformation driven by AI. Artificial intelligence’s impact will revolutionize how we deliver services and products to our clients and potentially transform our workplace and work environment.”

Leading the way and helping Arizona’s commercial real estate industry overcome these obstacles — and turn them into opportunities — are members of the AZ Big 100: the 50 companies and 50 individuals who will shape the commercial real estate sector in 2026. Meet them all on the pages that follow.

18 | January - February 2026

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AZ BIG 100

Ryan Abbott President Clayco

Background: As president, Abbott is responsible to accelerate the growth and performance of all the Clayco business units in the Southwest. He is a modern construction leader, national lecturer, and educator on integrated project delivery methods, and has had his work published both locally and nationally in many industryleading periodicals. Abbott’s talent for understanding complex, highly technical, large-scale projects is demonstrated on jobs which have collectively netted over 61 awards for design and construction excellence. He’s a believer in the American Dream ethos of upward social mobility through hard work, education, and critical thinking. Acts of innovation: Abbott’s most innovative and astute business decisions drive the evolutionary advancement of closing the chasm between design and build. Collaborating with a dedicated team, Abbott has been instrumental in pushing the boundaries of traditional design-build practices to create infrastructure that is harder working, longer lasting and more technologically advanced and sustainable. Under Abbott’s leadership, projects have embraced cutting-edge design and construction methodologies, leveraged the latest technologies to enhance efficiency, durability, and environmental sustainability. By integrating innovative solutions into every phase of the construction process, Abbott and his team have set new standards for excellence in the industry. Secret sauce: “Understanding how to leverage teams to successful outcomes. Having had the opportunity to contribute to laboratories that do world-renowned biomedical research; hospitals dedicated to healing; incredible facilities that educate and inspire; campuses that keep people safe and secure; design-build factories that create; microelectronics that allow us to carry globally connected supercomputers in our pockets; innovations harnessing solar energy; stadiums for competition and play; airports for exploration; resorts for rejuvenation; institutions that support governance; data centers that form the computational capacity for a future to solve even greater societal challenges – it all comes down to people and teamwork.” Learn more: claycorp.com

20 | January - February 2026

Shorehaven

Skye on 6th

Ray Phoenix

To do more than build. To create. To innovate. And to do it with a holistic, intelligent balance of art and science that’s unmatched anywhere.

Palm Tower The Cubes at Glendale

We see our work through the eyes of the people who will use them every day. Through their eyes, we see places of entertainment, education, innovation, technology, healing and research. The result? Powerful structures with impacts that reach far beyond these walls.

AZ BIG 100

Annette Anderson

President // Arizona Escrow & Financial Corporation Background: Anderson has built a distinguished career spanning more than three decades. She joined AEF in 1992 as a receptionist and eventually became president in 2023. Anderson is also a successful entrepreneur and co-owner of a popular breakfast/lunch restaurant in Gilbert. Innovation: “My most innovative decision in business was adopting a truly people-focused strategy, shifting the mindset from profitdriven to purpose-driven. I realized that empowering individuals, listening to their ideas, and investing in their growth creates a powerful ripple effect throughout the organization. When people feel valued, innovation naturally follows. This approach not only improved collaboration and creativity but also strengthened our culture and customer relationships. By focusing on people first, we built a foundation for sustainable success. It proved that the most inventive business strategy isn’t built on technology or tactics — it’s built on trust, empathy and the power of human potential.” Secret sauce: “The secret sauce of success isn’t luck or timing — it’s built on honesty, integrity, and the discipline to live by those values every day. Reputations are the hardest things to build and the easiest to lose, which is why staying true to one’s word and principles matters more than any short-term gain.” Learn more: arizonaescrow.com

22 | January - February 2026

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AZ BIG 100 Dala Al-Fuwaires House of Form: Known for projects like Cala and Harumi Sushi & Bar, Al-Fuwaires is a visionary hospitality designer and philanthropic leader whose firm, House of Form, transforms Arizona’s restaurant and hospitality landscape through storytelling and equity-driven design.

COMMUNITY IMPACT: House of Form’s Dala Al-Fuwaires founded Off the Menu, a nonprofit mentorship program for underrepresented culinary talent, which expanded nationally this year. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

Chase Anderson

Lucas Bruxvoort

A.T. Meridian: Anderson, CEO of A.T. Meridian Construction, is a third‑generation builder with deep roots in Arizona. Since becoming CEO in 2019, he’s driven double‑digit growth, prioritizing quality craftsmanship, efficiency and customer satisfaction across a broad range of commercial projects.

Industrial Power Solutions: Bruxvoort is a key leader at Industrial Power Solutions, overseeing critical infrastructure projects and delivering dependable energy solutions. With strong expertise in electrical systems, he ensures safety, reliability, and efficiency — helping clients power their operations confidently.

Todd Baum Sun Valley Masonry: Baum, now president of Sun Valley Masonry, grew up in the family business, working summers as a laborer before becoming an apprentice bricklayer under some of Arizona’s top craftsmen.

Brandon Boetto Slabhaus: From the REMI hotel to the Bond multipurpose office/restaurant space to beautiful Scottsdale and Paradise Valley residences, Boetto, owner of Slabhaus, has led a multitude of custom projects that deliver hand-crafted concrete design that elevate spaces

Duerk Brewer Matthews Real Estate Investment Services: Brewer is currently the chief operating officer at Matthews Real Estate Investment Services. His core competencies include leadership, operations management and team development, with a mission to foster growth and innovation within the organization.

Walt Brown Diversified Partners: Brown is a principal at Diversified Partners, where he leads investment strategy and growth initiatives across industrial and commercial real estate markets. With deep sector expertise and strategic vision, he drives new partnerships and oversees asset performance to maximize long‑term value. 24 | January - February 2026

Dan Bueschel Modigent: Bueschel is CEO of Modigent, bringing 35 years of executive leadership in infrastructure, HVAC and energy services. He champions innovation, workforce development, and sustainable growth, directing Modigent’s national expansion while upholding a people‑first, values-driven culture.

Sean Cooney and Mike Koch Suncrest Real Estate Development: Suncrest is a forwardthinking firm focused on high-growth opportunities in residential and mixed-use projects. Known for strategic site selection and community-driven design, Suncrest emphasizes sustainability, innovation and long-term value in Arizona’s evolving real estate landscape.

Courtney Dunlap Benson Construction: “Joining Benson Construction allows me to lead a company in its early stages of growth,” Dunlap says. “My vision is to scale the business to $100 million in annual billings by driving efficiencies, developing strong managers and creating an environment where employees feel supported and valued.”

Cheryl Lombard NAIOP Arizona: Lombard is the new leader at NAIOP Arizona, advancing commercial real estate advocacy and industry collaboration statewide. She fosters engagement among developers, policymakers and firms — championing growthfriendly policy and supporting sustainable development of office, industrial and mixed-use real estate.

INDUSTRY LEADER: NAIOP Arizona named Cheryl Lombard as its new CEO, effective September 1, 2025. (AZRE file photo)

Cooper Fratt CBRE: Fratt is a commercial real estate specialist with CBRE, focusing on market analysis and investment strategy across Arizona. He brings data‑driven insights and deep regional knowledge to clients seeking retail, office and industrial real estate opportunities in fast‑growing markets.

Charlie Freericks Howard Hughes: Freericks leads development efforts at Howard Hughes in Arizona, overseeing large-scale mixed‑use and master‑planned communities. He blends long‑term vision with practical execution, driving growth while maintaining a commitment to quality design, community engagement and sustainable development.

Andrew Geier Layton Construction: Geier is an executive vice president at Layton Construction, a position he was promoted to at the age of 29. Under Geier’s leadership, Layton has earned numerous project-based awards, experienced record-breaking growth and significantly broadened its diverse resume of projects.

Andrew Goodwin Professional Piping Systems: Goodwin heads operations at Professional Piping Systems, ensuring efficient execution of complex industrial and infrastructure projects. With strong leadership and technical expertise, he manages project delivery, quality control and workforce safety across a broad portfolio of mechanical contracting work.

Carlos Hernandez Keepers Commercial Cleaning: Hernandez is the founder of Keepers Commercial Cleaning, leading the company’s expansion across commercial and industrial facilities. Known for operational excellence and customer service,

he ensures high standards of cleanliness and reliability, building a reputation for professionalism and trust in facility maintenance.

Stephanie Hughes Canyon State Electric: Hughes leads business development and client relations at Canyon State Electric, coordinating electrical contracting services for major commercial and industrial builds. She combines technical knowledge with strategic planning to deliver reliable, compliant electrical infrastructure on challenging schedules.

Jared Kredit K2 Electric: Kredit serves as a principal at K2 Electric, directing electrical project execution for diversified commercial developments. With a hands‑on approach and deep technical expertise, he ensures safety, efficiency and timely project completion — earning trust from clients and contractors alike.

Jimmy Lindblom Willmeng Construction: Lindblom is a project executive at Willmeng Construction, managing complex developments spanning commercial, industrial and mixed‑use projects. He’s known for strong leadership, budget discipline and delivering quality results under tight deadlines, earning him a reputation for reliability and excellence.

Joe Malone Haydon: Malone is a senior executive at Haydon Construction, overseeing large-scale commercial and institutional building projects. With decades of experience, he prioritizes craftsmanship, client satisfaction and innovative construction techniques — consistently delivering highquality structures on schedule and within budget.

AZ BIG 100

Ankur Talwar

David Campbell

District manager, civil infrastructure, West Region PCL Construction Background: Talwar is a licensed professional engineer with 30 years’ experience in civil infrastructure, successfully partnering with clients to deliver large and complex collaborative delivery projects. Talwar brings over three decades of experience across North America to the forefront of complex water infrastructure development. He oversees more than $4 billion in civil construction projects spanning from the West Coast to West Texas, including offices in California, Arizona and Denver. Under his leadership, PCL is delivering some of the Western U.S.’s most ambitious and technically demanding water infrastructure projects. Acts of innovation: “Historically in construction, it’s common for each side to stick to their own corner, but I’ve discovered that rarely leads to great outcomes. I’ve worked hard to change that by pushing for a more collaborative and transparent approach during preconstruction and construction between PCL and our clients. When you have that, trust grows, and we start acting as true partners rather than separate teams. That openness has helped us build stronger relationships, align our interests and ultimately deliver better results for our clients.”

District manager PCL Construction

Background: Campbell joined PCL in 2005 and built a career shaped by collaboration, growth and strong client relationships. As district manager for PCL’s Arizona Buildings, he leads regional operations with a focus on partnership and community impact. He previously served as manager of Strategic Expansion at PCL’s U.S. Headquarters in Denver, advancing national market development and long-term growth. He also led PCL’s Special Projects department, delivering complex work across entertainment, commercial, residential, retail, sports and transportation market sectors. Acts of innovation: Campbell’s most innovative action came when he managed PCL’s expansion initiative that identified Arizona as a key market for PCL’s long-term, sustainable growth. Working with company leaders, he evaluated emerging markets and analyzed key benchmarks, including population growth, GDP strength, construction labor force and many others, which consistently place the state at the top. This insight drove the launch of a new buildings presence, where Campbell is focused on creating partnerships, building trust and shaping operations to strengthen PCL’s role in shaping communities and delivering impact. The experience reinforced his belief that true innovation arises from collaboration, clear vision and investing in people to strengthen both the business and those it serves.

Learn more: pcl.com Learn more: pcl.com

26 | January - February 2026

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AZ BIG 100 Gonzo Gonzalez Regional director // Keeley Construction

Background: Gonzalez is the regional director for Keeley Construction in Arizona, bringing 23 years of experience in commercial real estate and construction. He leads the strategic growth of Keeley’s Building and Industrial divisions, overseeing operations, client relationships, and market development across the region. Known for his collaborative approach and industry expertise, Gonzalez is dedicated to delivering exceptional project outcomes and strengthening long-term partnerships throughout Arizona. Act of innovation: “My most innovative act was shifting our business approach from traditional, transactional development to a truly partnership-driven model. By prioritizing long-term relationships, transparency, and early collaboration with clients and design partners, we’ve created a more predictable, efficient and value-focused project experience that consistently leads to better outcomes for the entire team.” Secret sauce: “My secret sauce is staying calm and strategic while deeply invested in the people and the outcomes. I genuinely care, and that level of commitment and consistency sets the tone and fuels our success.” Learn more: keeleyconstruction.com

VETERAN LEADERSHIP: Gonzo Gonzalez is the regional director for Keeley Construction in Arizona. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

50 years of BUILDING 28 | January - February 2026

STACEY NOBLE

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Kimberly Davids

President and CEO // Arizona Builders Alliance Background: With more than 20 years in commercial construction, Davids’ career has been driven by a passion for continuous growth. Armed with a civil engineering degree from the University of Illinois, she worked her way up from project engineer, superintendent, project manager and executive to vice president, building for some of the country’s largest general contractors. As president of the ABA, Davids leads the top trade association for contractors in Arizona, representing more than 350 member companies, the AGC and the ABC through business development, education and advocacy at state and federal levels. Innovative actions: “Since joining the ABA in 2023, I’ve been working to transform Arizona’s education landscape by developing comprehensive workforce training that helps members grow their field and leadership teams to meet ever changing industry demands. I immediately launched initiatives to modernize our training programs and expand accessibility for members across the Valley. Our strategic relocation to SkySong in early 2026 establishes a premier industry hub that unites our educational programs and apprenticeship training under one roof and enables advanced handson training, technology integration and powerful collaboration opportunities.” Secret sauce: “My success stems from prioritizing people and authentic connections, because no matter where you go or what you do, relationships matter.” Learn more: azbuilders.org

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AZ BIG 100

Jenna Ghisolfo Founder and president // Housing Consultants of America

Background: Ghisolfo is a national speaker, housing consultant and trainer whose mission is rooted in survival and advocacy. After escaping an abusive relationship and rebuilding her life through Section 8 housing, Ghisolfo dedicated her career to ending homelessness and domestic violence. Today, as the founder and president of Housing Consultants of America, she leads a national team helping individuals secure stable, safe housing. With 19 years of industry expertise, Ghisolfo partners with nonprofits and housing providers to create pathways to security, dignity and hope — using her lived experience to transform communities and empower others to rise. Innovation: “My most innovative decision was transforming my personal experience with domestic violence and Section 8 housing into a national consulting model that bridges compliance, homelessness prevention and survivor advocacy. I built Housing Consultants of America to not only support affordable housing operations, but to humanize them — creating systems where residents aren’t just files, but people rebuilding their lives. I developed scalable processes, nationwide consultant teams and partnerships with nonprofits to fill vacancies with those most in need. This approach revolutionized how owners, agencies and service providers collaborate, proving that compliance and compassion can — and must — work together.” Learn more: housingconsultantsofamerica.com

30 | January - February 2026

AZ BIG 100 Bill Jabjiniak

Senior vice president, national community/government relations // EdgeCore Digital Infrastructure Background: Jabjiniak leads community and government relations programs nationwide for both existing and prospective EdgeCore data center markets with the goal of collaboratively supporting the key issues held by various communities and local governments in which EdgeCore does business. The 30 years of results-driven vision and leadership in economic development, revitalization and public-private partnership that Jabjiniak brings to EdgeCore comes from his time spent working for municipalities in Arizona, Virginia and New Hampshire. In his most recent role as director of economic development for the City of Mesa, Jabjiniak focused on business attraction, retention and expansion, entrepreneurship, redevelopment and revitalization programs with the mission of growing the local economy. Act of innovation: “In my current role, I introduced a model where data center development is deeply tied to community well-being. Instead of treating data centers as isolated industrial projects, a developer must build collaborative, trustbased relationships with local governments and organizations; be a good listener and provide honest, straightforward responses; create community programs that address local priorities; and position data centers as economic engines and good neighbors, not just technical facilities. This approach is innovative because it reframes the digital infrastructure industry as a community partner, which is uncommon in a sector often criticized for being opaque and resource intensive.” Learn more: edgecore.com

EdgeCore Digital Infrastructure is a proud member of the Mesa, AZ community. edgecore.com 32 | January - February 2026

Tony Mangat Founder // The Mangat Group

Background: Mangat is the founder of The Mangat Group, a parent company spanning real estate, logistics, construction, retail, hospitality and franchising. After arriving in the U.S. with just $20, he built a $50 million enterprise with roughly $200 million in land assets. The Mangat Group includes MG Truck Driving School, MG Construction (the developer of the upcoming MG Business Park) and MG Fresh (franchisors of Moe’s Southwest Grill and Cinnabon Swirl). Mangat is also a key investor in Liberty Petroleum’s major Australian exploration initiative. Act of innovation: “My most innovative decision was choosing to build my businesses so they support each other. Instead of relying on outside partners, I brought key parts of the work in-house, from land development and construction to trucking, training and retail operations. This allows us to control quality, move faster and create more value on every project. It also creates long-term jobs and keeps opportunities within our community. By building companies that work together, I’ve been able to grow in a smarter, more sustainable way while staying true to my values.” Secret sauce: “I believe business is built on trust, so I make sure to treat my employees like family, because their success is the foundation of mine.” Learn more: mangat.com

Mangat Construction

MG Truck Driving School

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AZ BIG 100

Nate Lowrie Owner and CEO Bjerk Builders

Background: Lowrie is a fourth-generation Arizonan who grew up with the hard-working people of his father’s commercial construction sites. The 48-year-old business leader is an entrepreneur with 25 years of experience in originating and growing businesses. He served for eight years as a board member, then seven years as CEO of Valleywise Health Foundation. He was also president of L&N Investment Company, the holding company for Zoe’s Kitchen Southwest, and a part owner of Bicycle Haus. Lowrie graduated magna cum laude from Arizona State University’s W.P. Carey School of Business with a bachelor’s degree in entrepreneurial and small business operations. Acts of innovation: “The most innovative decision was to accept an invitation from Board Chair Kevin Neal of Gallagher & Kennedy to take eight burn survivors to summit Mount Kilimanjaro. Not only did this turn into a documentary and fuel a record-breaking fundraising effort to build the new Halle Arizona Burn Center, but it also showed many what we can do to rebuild lives and build hope for future survivors. I often say we don’t just build buildings, we build trust. It is amazing the trust that was built on that epic adventure.” Secret sauce: “For me, it all comes down to faith and people. I believe we’re all given gifts from God, and it’s up to us to pour those into our lives, our families and our businesses. I’m pretty relentless when it comes to seeing just how much of that potential I can fulfill. One resource I rely on heavily is learning — books and podcasts are game-changers. Charlie Munger said it best: ‘There are ideas worth billions in a $30 history book.’ And honestly, no wisdom has shaped me more than what’s found in the Bible — it’s timeless.” Learn more: bjerkbuilders.com

BUILDING COMMUNITIES: After spending eight years as the CEO of Valleywise Health Foundation, Nate Lowrie returned to the construction industry in 2024. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

34 | January - February 2026

AZ BIG 100 Kenneth O. Miller Jr. Principal // Butler Design Group

Background: Pursuing architecture with passion since the age of 10, Miller directs, designs and draws projects across a wide array of building types, with a proclivity for stewardship of the complex ones. As a principal at BDG, he leads diverse teams of staff, clients and consultants toward shared success. Operating as a project director, technologist, drafter or design liaison depending on project demands, Miller’s chief concern is timely delivering beautiful buildings that satisfy financial and programmatic demands, mitigating risk for all parties and building lasting relationships that ensure success for all. Act of innovation: “The success of a project is measured by the success of each person that contributes. Driving alignment of interest, aptitude and effort will fuel an individual’s passion for the work. Promoting and prioritizing the needs of others above your own isn’t charitable, it’s a force multiplier that will all but ensure better project, professional and personal outcomes. I focus on the people, not the buildings.” Secret sauce: “I love architecture. I don’t care for sleep. It’s a potent combination.” Learn more: butlerdesigngroup.com

36 | January - February 2026

Angie Schmidt SDB Contracting: Schmidt heads executive leadership at SDB Contracting Services, managing large‑scale commercial and institutional build‑outs across Arizona. Under her leadership, SDB delivers advanced‑technology, healthcare, aviation and municipal projects — backed by diverse in‑house capabilities, a union workforce, and robust project planning.

INFLUENTIAL WOMAN: Angie Schmidt, CEO of SDB Contracting, was one of AZRE magazine’s Most Influential Women of 2021. (AZRE file photo)

Rodney Martin Russell Sigler: Martin serves on the board of Russell Sigler, Inc., a long‑established HVAC distribution company in Arizona. He brings industry experience and governance oversight to steer company strategy and support its regional distribution operations.

Peggy Maxwell Kidder Mathews: Maxwell is a commercial real estate professional at Kidder Mathews, specializing in Arizona property markets. She advises clients on asset acquisition, leasing and market positioning — leveraging local market intelligence to deliver tailored real estate solutions for investors and tenants.

Keith Mishkin Cambridge Properties: Mishkin leads efforts at Cambridge Companies, guiding design‑build and development of waste‑management, recycling and industrial service facilities. His expertise ensures clients receive turnkey project delivery focused on functional design, regulatory compliance and cost‑effective performance.

Todd Ostransky IndiCap: Ostransky is a principal at IndiCap, driving infrastructure investment and development strategies. With a focus on growth markets, he leverages industry insight and strategic capital planning to support commercial real estate and industrial facility expansion across the region.

vision into actionable development, advancing design excellence across Arizona’s built environment.

Rob Rarrick HACI Mechanical Contractors: Rarrick is a senior executive at HACI Mechanical Contractors, leading mechanical contracting, HVAC, plumbing and infrastructure projects across commercial, healthcare and institutional markets. Known for quality installation, green‑construction standards and seamless project delivery.

Jennifer Reynolds Ideation Design Group: Reynolds is a design‑industry leader at Ideation Design Group, overseeing creative strategy and client engagement. She blends design thinking with market insight to deliver functional, aesthetic interior environments — driving innovation in workspaces, hospitality and mixed‑use projects.

Thomas W. Roberts WREN Capital: Roberts is a principal at WREN Capital and TWR Real Estate Partners, also affiliated with Integral Partners. He spearheads strategic investments and real estate development across industrial, commercial and mixed‑use sectors — driving growth through disciplined asset acquisition, redevelopment and operational excellence.

Crystal Pierce FFKR Architects: Pierce serves as business development director at FFKR Architects, where she coordinates client relationships and project planning across commercial, hospitality and civic sectors. She helps translate architectural 37

AZ BIG 100

Bryce Terveen

Managing director and brokerage market leader Colliers Background: As executive managing director and brokerage market leader for Colliers in Arizona, Terveen leads all brokerage operations across the firm’s Phoenix and Scottsdale offices. In this role, he is responsible for guiding the region’s strategic growth, overseeing business development, and cultivating a high-performance culture among professionals and staff. With a wealth of experience developing and leading portfolio strategies for Fortune 500 companies and delivering results in lease restructuring, financial consulting and facility optimization, Terveen works closely with teams across service lines to ensure alignment with client priorities, operational goals, and Colliers’ broader vision in the West Region. Act of innovation: “Since taking the role as managing director at Colliers, I have challenged our professionals to take a fresh look at how we operate our business. Whether strategizing our brokerage business plans, executing outcomes for clients or increasing collaboration amongst our business lines, my approach has always been centered 38 | January - February 2026

around getting better. Providing a fresh perspective helps our professionals to refresh their client centric focus. New ideas could result in everything from creative marketing approaches to revisiting basic processes to enhance productivity. If I can create value and solve problems for our teams, Colliers clients gain better service and outcomes.” Secret sauce: “My secret sauce is deeply rooted in the work ethic and processes I have followed since playing professional baseball. Having a defined goal and a methodical process has allowed me to maintain success over a long period. The brokerage business runs parallel to the pursuit of excellence in sports. If you show up and consistently execute the methodical steps, long-term success usually follows. Additionally, I have a unique perspective of recently transitioning from producer to manager. I can relate to agents’ challenges and offer strategic advice, having faced many of those challenges myself.” Learn more: colliers.com

AZ BIG 100 Bradley Wright Kovach Enclosure Systems: Wright is president of Kovach Enclosure Systems, leading the nation’s premier building‑envelope firm based in Arizona. He drives innovation in metal panel, glazing and façade systems, ensuring top-quality design, fabrication and install services for major commercial, data center and industrial clients.

INNOVATIVE LEADER: Bradley Wright serves as the president at Kovach, a position he’s held since June 2022. (AZRE file photo)

Jaki Scott

Mike Tarver

Kraus‑Anderson Construction: Scott is a senior leader at Kraus-Anderson Construction’s Phoenix office, overseeing construction management and real estate development across commercial, healthcare, educational and mixed‑use sectors. With a focus on integrated delivery and longterm relationships, she drives project execution from preconstruction through completion.

MT Builders: Tarver leads MT Builders in Arizona, steering construction execution and operations for commercial and industrial developments. Known for strong project management and team leadership, he ensures timely delivery and high‑quality workmanship across a diverse project portfolio.

Jeremy Stanek Clune Construction: Stanek serves as executive vice president at Clune Construction’s Phoenix office, overseeing ground-up industrial, data center, medical, retail and tenant‑improvement projects. He leads project delivery, client partnerships and quality standards, contributing to Clune’s rapid growth and strong reputation in Arizona contracting.

Demetrios Stavrianos Ware Malcomb: Stavrianos leads architectural direction at Ware Malcomb, bringing creative vision and technical expertise to commercial, retail and corporate design across Arizona. He guides project teams from concept through execution, ensuring functional beauty and long-term value for clients and communities.

Justin Steltenpohl P.B. Bell: Steltenpohl is a senior leader at P.B. Bell, driving construction and development efforts across industrial and commercial sectors in Arizona. He manages project scopes, timelines and budgets — ensuring quality, compliance and client satisfaction on complex builds.

40 | January - February 2026

Norty Turner Sunstate Equipment: Turner oversees operations at Sunstate Equipment, a leading national rental company providing construction and industrial equipment. He ensures efficient equipment delivery, safety standards and customer service, supporting contractors statewide with reliable tools and equipment solutions.

Daniel Van Denburgh American Fence Company: Van Denburgh leads operations at American Fence Company’s Arizona division, managing installation and maintenance of fencing and perimeter security solutions across commercial, industrial and residential properties — prioritizing safety, compliance and customer satisfaction.

James Whitaker MMR Constructors: Whitaker is a senior executive at MMR Constructors, overseeing major construction projects across commercial, institutional and industrial sectors. With robust experience in project planning, risk management and stakeholder coordination, he delivers high‑quality builds on time and on budget.

Capital Asset Management CAM provides comprehensive property ownership, development and management services with a reputation for rigorously maintaining quality and delivering stable, longterm returns for investors — exemplifying disciplined asset stewardship.

IMPACTFUL LEADER: Rachelle Strole is the owner and founder of Capital Asset Management, a full-service commercial real estate firm focusing on the development and management of commercial ventures from both the developer and institutional sides of the transactions. (AZRE file photo)

All Things Metal

Commercial Properties, Inc.

All Things Metal is a specialized metal-and-fabrication firm delivering precision steelwork and customized structural components. Known for combining craftsmanship, quality control and fast turnaround — making them a go-to metal fabrication partner for complex commercial and industrial builds.

CPI is a regional real estate firm focusing on acquisition, leasing and property management. The company differentiates itself through deep local market understanding and hands-on client service tailored to commercial real estate needs in Arizona’s dynamic markets.

Augspurger Komm Engineering

CORE Construction

Augspurger Komm Engineering is a forward‑looking engineering consultancy providing mechanical, electrical and plumbing design services across commercial and institutional projects. It stands out for integrating sustainable design practices and energy‑efficient solutions early in project planning.

CORE is a full‑service contractor delivering major commercial, industrial and retail developments. CORE stands out for robust project management, quality control and adherence to timelines — helping clients realize complex construction goals efficiently.

Blueprints Capital Blueprints Capital is a real‑estate investment firm that identifies high-potential commercial and multifamily assets, leverages deep market insight and drives value through strategic acquisition and active asset management in growthdriven Arizona markets.

CBRE The world’s largest commercial real‑estate services and investment firm, operating across more than 100 countries with more than 500 offices. Its global scale, data-driven insights and full‑service platform give clients integrated leasing, sales, management, valuation and advisory services unmatched in breadth and depth.

Clayco Clayco is a top-tier design‑build firm delivering full-service real estate development, architecture, engineering and construction. Known for turnkey solutions, cost control, safety and delivering complex industrial, commercial, institutional and residential projects on time and on budget.

Corgan Corgan is an architecture and design firm known for creative, innovative design solutions across commercial, hospitality and institutional architecture. Corgan blends aesthetics with functionality, delivering projects that meet clients’ business goals while elevating built environments.

Cresa Cresa is a tenant‑representation and commercial real estate advisory firm helping companies navigate leasing, acquisitions and workspace strategies. Cresa excels at aligning client business goals with real estate needs, offering strategic, unbiased guidance.

DBSI DBSI is a specialized firm offering construction, renovation and facility services across industrial and commercial sectors. Known for hands‑on professionalism, flexibility and reliable execution in maintenance and build-out projects.

AZ BIG 100

With a focus on developer-led industrial, retail, office, interiors and master planning projects, BDG has delivered over 150 million square feet of projects and are a trusted name in architecture.

INDUSTRY ICONS: Butler Design Group’s Rick Butler, principal; Korey Wilkes, principal, and Ken Miller, principal. (Photo provided by Butler Design Group)

Butler Design Group Background: Relationships are foundational at Butler Design Group. BDG prioritizes development of individual aptitude and interest, driving 40 passionate team members to create

42 | January - February 2026

successful outcomes for clients and community through architecture. Butler Design Group celebrates 30 years of exceptional design and client service in February of 2026.

Goals for 2026: “BDG will continue to focus on developing a dedicated, efficient, and passionate workforce as the firm engages underserved markets, extending the geographic reach of core services, and expanding the scope of our burgeoning Interior Design and Tenant Improvement work. In 2026, we will leverage AI, automation, and analytics to ensure our approach allows BDG to remain a medium-sized firm with small firm culture and large firm capabilities.” Information: butlerdesigngroup.com

Chamberlin + Associates Background: Chamberlin + Associates has been a trusted leader in multifamily real estate property management for more than 30 years, managing mid- to large-size communities for individuals, corporations and investment groups. Chamberlin + Associates accepts nothing less than strong rental outcomes, high tenant retention and systems designed to meet client’s performance goals. Whether managing 100 units or 300-plus, Chamberlin + Associates delivers stability, expertise and a people-focused partnership that helps owners succeed and residents feel truly at home. Goals for 2026: “In 2026 and beyond, Chamberlin + Associates is focused on strategic growth, operational excellence,and elevating the standard for multifamily property management,” says David Chamberlin, owner of Chamberlin + Associates. “Our initiatives include continuing to expand our presence across Arizona and in the other states where we already operate, allowing our results-driven approach to create strong value for both owners and residents. A key priority is advancing technology to improve transparency, accuracy and efficiency. AI is an incredible tool and part of our evolving world, but we never forget the importance of customer service — the human touch that defines our industry.” Information: ca-mgmt.com

LEADING THE WAY: Dave Chamberlin, owner of Chamberlin + Associates. (Photo provided by Chamberlin + Associates)

AZ BIG 100 Cawley Architects Background: Cawley Architects is a highly regarded, 32-year-old architectural firm, recognized as one of Arizona’s most prolific commercial practices. Since 1994, Cawley’s Phoenix-based team has utilized a uniquely collaborative approach to complete over 950 successful commercial buildings and numerous tenant improvement projects. Cawley combines innovative design with practical, valuedriven solutions to create high-performance assets that elevate both business and community success. Specializing in sectors critical to the Valley’s growth — including industrial, manufacturing, healthcare, retail, multifamily and mixed-use — Cawley consistently delivers striking architecture.

FROM LEFT: Cawley Architects’ Sherman Cawley, Paul Devers, Lynette Dreitz Fort, Robert Erckson and Rafael Macias. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

Goals for 2026: “Our goal is to lead the Valley’s architectural evolution by strategically adapting to two immense market shifts. First, we anticipate continued growth fueled by an imperative for high-performance design across all sectors — office, healthcare, industrial, retail and multifamily — requiring innovative, amenity-rich spaces that directly support client success and talent retention. Second, the surge in manufacturing, data centers and large-scale operations relocating to Arizona is reshaping commercial architecture. For 2026 and beyond, our firm will focus on delivering advanced design services to the second- and thirdtier support companies and the critical infrastructure that sustains these major newcomers.” Learn more: cawleyarchitects.com

LEADING BY DESIGN (602) 393-5060 | cawleyarchitects.com

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POWER MOVE: In August 2025, HACI Mechanical Contractors, Inc. transitioned to an employee-owned company, marking a significant milestone in its ongoing growth and cultural evolution. (Photo provided by HACI Mechanical Contractors)

HACI Mechanical Contractors Background: HACI Mechanical Contractors, Inc. was founded in 1972 specializing in HVAC and plumbing for new construction, retrofit, tenant improvement, and ongoing maintenance. For decades, HACI has been a trusted leader in Arizona’s construction industry, driven by a highly skilled and dedicated team committed to exceptional workmanship and service. The company supports a diverse range of markets across the state, including healthcare, industrial, K–12 and higher education, public works and various commercial sectors.

Goals for 2026: “HACI is proud of its accomplishments in 2025, including becoming an employee-owned company and being named the 2025 ENR Southwest Specialty Contractor of the Year. As the company looks toward 2026 and beyond, it remains dedicated to growth, innovation, and excellence. With more than 53 years of industry leadership, HACI continues to advance initiatives that strengthen its services, relationships, and craftsmanship, ensuring top-quality outcomes for customers and employees.

Workforce development is a central focus, supported by substantial investment in training and skill building to surpass industry standards. Safety remains a core value, reinforced by a fully updated safety program and a new mental health committee designed to evaluate and enhance support services. In an industry shaped by evolving environmental and building regulations, HACI embraces forward-thinking practices to stay ahead.” Learn more: hacimechanical.com

AZ BIG 100

Creation The development and construction‑related firm specializes in innovative property solutions. It focuses on aligning design, build and management services to streamline delivery and offer tailored solutions for unique development challenges.

DYNAMIC DEVELOPMENT: Innovative real estate developer Creation broke ground in November on a six-acre industrial development in Tempe that will deliver more than 120,000 square feet across two buildings. (Rendering provided by Creation)

DCPS

George Oliver

DCPS delivers construction services that protect and enhance commercial properties, specializing in painting, roofing, waterproofing and coatings. Its strength lies in practical construction experience, problem-solving and delivering on schedule under varied project scopes.

This commercial real estate development and management company specializes in retail, hospitality and mixed-use properties. George Oliver's leadership lies in combining strategic site selection, operational management and long‑term investment performance.

DP Electric

Greystar

DP Electric is an electrical contracting specialist delivering reliable power and infrastructure services across commercial, industrial and utility projects. Its reputation rests on technical expertise, safety standards and consistent project delivery under demanding conditions.

Greystar is a leading global leader in rental housing operations and investment management, managing multifamily and student housing and delivering high‑quality living environments — combining strong property management, resident services and growth in housing inventory.

Earthscapes Earthscapes is a landscaping and site‑development company that combines environmental sensitivity with strong project execution. It delivers quality exterior and infrastructure work, contributing to sustainable, functional outdoor environments for commercial and residential developments.

Formation Interests Formation Interests is a development and investment firm focusing on strategic acquisitions and property development in high-growth markets. The company differentiates itself through disciplined investment strategy, deep market insight and a track record of successful, value‑driven projects.

Gensler Gensler is a global architecture, design and planning firm known for innovative, human-centered design and high‑impact commercial, corporate and mixed-use projects. Gensler blends cutting-edge design thinking with deep market knowledge to shape modern built environments.

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Haydon Haydon is a commercial and institutional construction firm delivering complex hospital, education and public‑sector projects. Haydon's emphasis on craftsmanship, compliance and project precision positions Haydon as a trusted partner for large-scale builds.

Hirschi Masonry Hirschi Masonry is a specialized masonry contractor known for quality craftsmanship and reliability in commercial and institutional builds. The company’s focus on skilled trades, durability and structural craftsmanship distinguishes it for build quality and integrity.

FFKR Architects Background: FFKR believes the most impactful spaces come from deep collaboration — between perspectives, between people, between disciplines. Like many beams supporting a single structure, FFKR’s niche studios, each with their own focused expertise, all move as one team. FFKR offers an integrated design approach, providing expertise in the hospitality, healthcare, behavioral health, living environments and commercial markets. Differentiator: “We’re more than architects. We’re designers, planners and visualizers. We appreciate complex, beautifully challenging problems. Our designs shape form with function. And our clients are at the core of every solution — always. At FFKR, we understand how environments shape human experience, and we want every person to feel the thought behind each space. The stories are woven into the textures. The intention behind each element. From the largest structures to the smallest details. From afar, up close, and walking through the door.”

FROM LEFT: FFKR Architects’ Michael Root, Crystal Pierce, Matt Johnson, Tyler Kimball and Jake Bodell. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

Goals for 2026: “Our company’s goals center on achieving meaningful growth, fostering purposeful collaboration, and maintaining a continued impact within the industries we serve. We aim to expand our presence across hospitality, living environments, healthcare, and commercial sectors by consistently pursuing work that reflects our expertise and values.” Learn more: ffkr.com

AZ BIG 100

Ganem Companies Background: Ganem Companies believes that building great spaces starts with building great relationships. For more than 25 years, Ganem has delivered industrial, tenant improvement, restaurant, retail, storage and amenity projects across Arizona with one goal: make every client feel like a trusted partner and deliver quality in every detail. Ganem’s brand promise, “Insanely Great Delivery,” guides how the company plans, communicates and executes. Through a transparent “Project Delivery Model” and its Ganem Turnover Process, Ganem keeps projects on schedule, on budget and truly complete at turnover. Ganem is a family-built business grounded in hustle, heart and accountability. Ganem solves challenges with intention, respond with urgency, and create environments where businesses and communities can thrive. At Ganem, who you build with matters. Ganem is proud to support partners shaping the future of the Valley and honored each time it helps bring their vision to life. Acts of innovation: “Ganem’s innovation lives at the intersection of people, process and purpose. We’ve built a clear ‘Project Delivery Model’ and ‘Ganem Turnover Process’ that guide every project from the first conversation to the 48 | January - February 2026

Photo provided by Ganem Companies

final handoff. By setting expectations early and communicating consistently, we reduce surprises, streamline schedules, and create a smoother experience for our clients and partners. We also approach each project from multiple perspectives, as builders, as developers and as owner-operators. This well-rounded view helps us anticipate challenges earlier and provide solutions that add real value throughout design and construction. At the center of it all is our team. We empower people to collaborate, think ahead and continuously improve how we work. That mindset keeps us evolving and allows us to deliver results that are both thoughtful and efficient. This approach is what enables us to deliver projects, partnerships and experiences that stand the test of time. This is the Ganem Difference.” Goals and initiatives for 2026: “In 2026 and beyond, our focus is simple: continue building great projects and delivering the signature Ganem experience our partners count on. We remain committed to quality, accountability and the belief that every client deserves a seamless, people-first construction journey.” Learn more: ganemcompanies.com

AZ BIG 100

LGE Design Build Background: LGE Design Build is a premier design-build construction firm that has been a leader in the Southwest’s commercial market for over 30 years. With headquarters in Phoenix, Dallas and Tampa, LGE is unique in its ability to offer a true full-service approach with architecture, interior design, engineering, budget control, permit coordination and construction available all under one roof. With an industryleading reputation and a portfolio of more than 1,200 completed projects, LGE’s dedication to unmatched integrity and craftsmanship results in award-winning designs for clients in various sectors, including industrial, office, hospitality, mixeduse, medical, education and tenant improvement. The firm recently made its third appearance on Inc. Magazine’s Inc. 5000 list, making it one of the fastest-growing companies in America. Acts of innovation: “LGE is most innovative in its fully integrated design-build approach, combining architecture, interior design, engineering, and construction under one roof. This allows us to streamline workflows, anticipate challenges early, and deliver high-quality projects on time and on budget. From industrial and office to hospitality, mixed-use, medical, education and tenant improvement projects, our hands-on, collaborative culture drives creative solutions that meet each client’s unique needs. By leveraging advanced technology, proactive planning, and strong trade partner relationships, we enhance efficiency, transparency, and communication across every project. LGE’s commitment to integrating design, construction, and strategic problem-solving ensures projects are both innovative and successful, setting the standard for excellence in the markets we serve.” Goals and initiative for 2026: “Looking ahead to 2026 and beyond, LGE remains focused on expanding our design-build presence across key growth markets while continuing to elevate the client experience that defines our work. Our collaborative culture and dedicated design-build professionals allow us to deliver highquality projects and build long-term partnerships through a seamless, hands-on process. By integrating architecture and construction under one roof, we will continue to strengthen efficiencies, improve cost certainty, and deliver projects that reflect our clients’ goals from concept to completion.” Learn more: lgedesignbuild.com

LEADING THE WAY: David E. Sellers, CEO of LGE Design Build, has been involved in over 20 million square feet of development and has shaped LGE’s team and process to what it is today. (Photo provided by LGE Design Build)

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AZ BIG 100

Lincoln Property Company Background: Lincoln Property Company’s Phoenix office offers an all-encompassing suite of commercial real estate solutions, delivered by a team of seasoned professionals spanning development, asset management, leasing, property and construction management, and occupier services across multiple industry sectors. "We pair our deep local knowledge with Lincoln’s national service platform to raise the bar across the industrial, office, retail and mixed-use sectors, as well as specialty assets in life science, data center, medical office, municipal services and more. These advantages have helped Lincoln establish its reputation as Arizona’s leading industrial real estate developer, secure repeat recognitions as Arizona’s NAIOP Developer of the Year and consistently earn projectbased awards for our industrial and office deliveries. These accomplishments are a testament to our team’s outstanding performance and their commitment to serving our existing projects while continually pursuing what’s next." Acts of innovation: “Innovation at Lincoln begins long before a project breaks ground or a tenant moves in. In Arizona, we were early to the amenities trend, adding rooftop decks to office projects and bringing comfort to industrial buildings 52 | January - February 2026

FROM LEFT: Lincoln Property Company’s John Orsak, Tara Ereth Barendrick, David Krumwiede, Nick Nudo and Michael Monroe. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media)

through air-conditioned warehouses, pickleball and basketball courts, gourmet barbecue spaces, clerestory windows that let in expansive natural light, and spec suites that help users hit the ground running. We’re also facilitating office-to-industrial conversions, upgrading the Valley’s commercial real estate inventory to match our evolving economy. The talent of our Phoenix team makes this possible. They are specialists who are both technical and creative, and who collaborate across our development, construction, leasing and management divisions to ensure they’re achieving a property’s highest and best use. We love the awards these projects bring us, but the true win is seeing our buildings serve the employees who work there and position the Valley for long-term stability and success.” Goals and initiative for 2026: “With such a broad range of expertise in house, the Lincoln Phoenix office has a unique ability to support the entire property life cycle. In 2026 and beyond, we will remain true to this balance, because it’s what makes Lincoln unique in Arizona and allows us to serve this market to the fullest.” Learn more: lpc.com/office/phoenix

AZ BIG 100 Kitchell Kitchell is a comprehensive construction and program management firm delivering commercial, public and institutional projects. Kitchell is recognized for integrated delivery, complex project coordination and ensuring quality on large-scale developments across Arizona and beyond.

LEADER IN CONSTRUCTION: As president and CEO, Wendy Cohen leads the Kitchell Corporation, the holding enterprise of four independent operating companies, Kitchell Contractors, Kitchell CEM, Kitchell Development Company and American Refrigeration Supplies. (AZRE file photo)

ICON Builders

Layton Construction

ICON Builders is a full-service commercial construction firm delivering industrial, commercial and specialized build projects. ICON stands out for client-focused project management, efficient execution and delivering functional, high‑quality structures.

Layton is a national general contractor and construction manager delivering major commercial, industrial and institutional builds. Layton stands out for strong project management, safety protocols, budget control and delivering complex projects on schedule.

JLL

Modigent

JLL is a global real‑estate services firm offering leasing, management, investment, consulting and advisory services. JLL combines international reach with local market expertise to guide clients across property types, markets and investment strategies.

Modigent is a national infrastructure, HVAC and energy‑services firm delivering mechanical, electrical and contracting solutions. Known for reliable service, innovation in energy infrastructure and a values-driven culture that prioritizes workforce development and client satisfaction.

Jokake Construction

Omni Electric

Jokake is a regional contractor delivering commercial and industrial projects with agility and local market understanding. They specialize in executing mid‑size builds efficiently with attention to budget, client communication and on-time delivery.

Omni Electric is an electrical contracting firm supplying comprehensive electrical design and installation services for commercial, data center and industrial clients. They excel in precision, code compliance and delivering dependable, scalable power infrastructure.

Kidder Mathews

Patterson Property Inspections

Kidder Mathews is a full-service commercial real estate brokerage and advisory firm operating on the West Coast. Known for deep regional market expertise, client-centric service and strong leasing, sales and property management across commercial real estate sectors.

Patterson Property Inspections is a specialized inspection and site-assessment firm offering thorough building inspections, property condition assessments and risk evaluation services — providing investors, owners and developers clarity and confidence in asset condition and compliance.

Land Advisors Organization LAO is a land-use and real estate advisory firm specializing in land brokerage, entitlement and development strategy. LAO's market insight, access to land inventory and development experience position LAO as key advisors for developers and investors seeking growth in high-demand markets.

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Mack Real Estate Group Background: Mack Real Estate Group, LLC (MREG), led by CEO Richard Mack, has a significant development and investment footprint in Phoenix and nationally. MREG is an institutional real estate investment firm with roots in several Mack family real estate businesses dating back to the 1960s, including a presence in Phoenix since 1987. Today, MREG’s vertically integrated equity and credit businesses have offices across the U.S., including New York, Seattle, Phoenix, Miami and Raleigh. MREG’s equity business specializes in the acquisition, development and ownership of multifamily, industrial, retail and other asset classes in gateway and high-growth markets. Its portfolio of current and realized investments includes nearly 11,000 multifamily units, over 6 million

square feet of industrial space, and nearly 400,000 square feet of retail space, including development and pre-development projects. The firm’s affiliated credit business, Mack Real Estate Credit Strategies, has originated, co-originated and acquired more than $20 billion of loans since 2015. Goals for 2026: In 2026 and beyond, MREG remains focused on its Phoenix development portfolio, including Halo Vista — the 2,300-plus acre mixed-use, master-planned community in Phoenix’s North Valley — and several other major projects such as Mack Innovation Park Scottsdale and Mack Innovation Park Deer Valley. Halo Vista, located next to TSMC’s planned $165 billion semiconductor campus, is envisioned as a 30-plus million square foot “city within

INDUSTRY LEADERS: Mack Real Estate Group’s Craig Henig, managing director; and Chris Janson, president, Mack Halo Vista LLC. (Photo by provided by Mack Real Estate Group)

a city” and aims to establish a dynamic hub for science, innovation, lifestyle and entertainment. Information: mackregroup.com

LEADING THE NEXT GENERATION OF ARIZONA REAL ESTATE DEVELOPMENT

HALO VISTA Breaking Ground in 2026

MACK INNOVATION PARK SCOTTSDALE | Available in 2026

FORMATION SCOTTSDALE Luxury Apartment Community

MACK FAMILY BUSINESSES HAVE BEEN INVESTING IN ARIZONA SINCE 1987 55

AZ BIG 100

NEXT GENERATION: MMR University (MMR-U) continues its mission of bridging academic foundations with real-world construction and engineering applications by sending its interns to spend 10 to 12 weeks on job sites spanning various project industries. (Photo courtesy of MMR Group, Inc.)

MMR Group Background: Since 1991, MMR Group, Inc. has been building more than projects — it’s been building trust, relationships and a reputation of excellence. MMR has grown into the largest open-shop electrical and instrumentation contractor in the US. With 30 offices across North America and more than 10,000 employees, MMR thrives on building complex projects throughout the world. MMR delivers world-class expertise across diversified markets including: • Industrial • Manufacturing • Semiconductor • Mining • Power generation/distribution • Renewable energy and energy storage • Mission critical • Aerospace • Attractions MMR’s strength lies in its turnkey approach that provides core E&I capabilities along with a full suite of in56 | January - February 2026

house specialty services. Scope of services include, but are not limited to: • Electrical construction • Instrument and technical services • Maintenance services •T elecommunications and security systems • Commissioning and start-up • Pipe fabrication • Panel and modular control building •P ower engineering design and utility services • Power development Goals for 2026: Despite being the largest open-shop electrical and instrumentation contractor in the country, the MMR name is still not as widely recognized throughout the West as it is in other regions of the U.S. There is a concerted effort to change that in 2026. The exponential growth in the industrial markets throughout Arizona provides a platform for MMR to introduce and showcase the company for many firsttime clients and trade partners. This has been a driving factor for MMR’s campaign

to increase the operational capacity out of the Phoenix office. In doing so, MMR has relocated construction managers, project managers and key staff to meet those demands. In addition, the MMR Phoenix office is in the construction phase of a large-scale expansion to support the growth of local resources. Innovative acts: As a service-based company, MMR is committed to recruiting and training a best-in-class workforce. MMR University is MMR’s internal learning and development program focused on cultivating new talent while supporting its existing workforce. MMR University encompasses curriculum tailored to all career paths, including: • Internship programs • Professional staff development • Craft training center • In-production jobsite training Information: mmrgrp.com Contact: Lindsey Brist, Lindsey.Brist@mmrgrp.com

AZ BIG 100 Nox Group Background: Headquartered in Phoenix, Nox Group is a peoplefocused construction enterprise managing the full lifecycle of largescale industrial projects across the U.S. Specializing in data centers, manufacturing and water/wastewater treatment facilities, Nox Group comprises four operating companies: Corbins, an electrical subcontractor; RMCI, a self-perform general contractor; Nox Innovations, a fabrication, virtual design and virtual construction firm; and Construction Labels, a custom tagging solutions provider. Committed to being a fast and safe industrial builder nationwide, Nox Group leads the industry with best practices that support the evolving demands of modern construction. Its expanding footprint and specialized capabilities support communities, strengthen local workforces and power essential services across the region. Goals for 2026: In 2026 and beyond, Nox Group is strategically expanding into new territories that deliver immediate project impact while creating long-term opportunities for workforce growth and leadership. The industrial builder will strengthen its self-perform capabilities and leverage automation to enhance efficiency and accuracy across projects. Focused on humanizing construction through a people-first approach, workforce development remains a top priority, with continued investment in training, apprenticeships, and leadership programs designed to cultivate skilled, confident teams. (Photo provided by Nox Group)

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Learn more: noxgroup.us

EMPLOYEE OWNERS: Wespac Construction’s Tyler Mark, Kirk Jonovich, Glenn Leier, Jeff Elkins and Tom Schnorr. (Photo by Mike Mertes, AZRE, a publication of AZ Big Media)

Wespac Construction Background: Wespac is a Phoenix-based commercial builder known for disciplined execution and creative problem-solving. With a builder mindset, Wespac approaches every project with pragmatic intelligence, humble confidence and a collaborative spirit that keeps clients at the center. Celebrating 35 years and 100% employeeowned, Wespac continues to pursue the art of building through the technical execution of creative thought. Community impact: Giving back has always been part of who Wespac is. With the launch of Wespac Charities, the company is strengthening its commitment to meaningful community impact.

Outlook for 2026: Wespac enters 2026 focused on strengthening its position as a values-driven, 100% employee-owned builder committed to disciplined growth and best-in-class execution. Wespac’s priorities center on people, clients and performance — ensuring every team member is trained, supported and aligned with its “Builder, Driven, Integrity and Excellence” mindset. Wespac will continue expanding smartly across key market sectors in Metro Phoenix and Northern Arizona while deepening relationships with long-term partners and select emerging clients. Wespac is advancing its brand through a companywide rebrand, stronger digital presence and more intentional storytelling that reflects who the company is today. In short, 2026 is about alignment — people, execution, and clients driving Wespac’s next era of excellence. Learn more: wespacaz.com/

YEARS OF

IMPACT

BUILDER DRIVEN INTEGRITY EXCELLENCE

WESPACAZ.COM

AZ BIG 100 Primak Construction Group Primak Construction Group is a construction firm delivering commercial and industrial builds with a strong emphasis on craftsmanship, client service and delivering efficient, high-quality construction solutions across a diverse set of building types.

LEADER IN CONSTRUCTION: Lou Primak is the founder and principal of Primak Construction Group, a Scottsdale-based firm known for delivering high-quality commercial and retail construction projects with a strong emphasis on craftsmanship, integrity and client collaboration. (AZRE file photo)

P.B. Bell

Sundt Construction

P.B. Bell is a construction and development firm known for delivering industrial, commercial and specialized facility builds. Their value lies in disciplined project execution, costefficiency and a reputation for delivering quality on time and within budget.

Sundt is a major contractor delivering heavy‑civil, industrial and commercial construction across multiple sectors. Sundt is recognized for its engineering capabilities, safety culture and experience delivering large-scale infrastructure and complex builds on schedule.

PCL Construction

Sunstate Equipment

PCL is a top‑tier general contractor delivering large-scale commercial, infrastructure and industrial projects. PCL is known for robust project management, safety standards and its ability to execute complex developments with consistency and reliability.

Sunstate Equipment is a national equipment rental company providing construction, industrial and specialty equipment across the U.S. — notable for dependable service, broad equipment inventory and supporting contractors with reliable tools and logistical support during large‑scale projects.

Professional Piping Systems

Suntec Concrete

Professional Piping Systems is a mechanical and piping contractor specializing in industrial and infrastructure piping work. Its strength lies in technical expertise, reliable execution of complex industrial systems and adherence to rigorous safety and quality standards.

Suntec is a specialized concrete contractor delivering high‑quality concrete and structural work for commercial and industrial builds. Known for craftsmanship, consistency and ability to meet demanding schedules and project specifications.

Stevens‑Leinweber Construction

ViaWest Group

Stevens‑Leinweber is a general contracting firm delivering commercial and industrial construction services with attention to detail, client communication and efficient project delivery — known for flexibility and reliability in mid‑size contracting projects.

ViaWest is a full-service commercial real estate development and management firm delivering retail, mixed-use, industrial and master‑planned community projects. ViaWest stands out for integrated development strategies, mixed-use planning expertise and long‑term asset stewardship.

Sunbelt Investment Holdings Inc. (SIHI) SIHI is a real estate investment and holdings company focused on acquiring, managing and developing properties to maximize long-term value — known for strategic investment, disciplined management and targeted growth in real estate markets.

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NOMINATE TODAY AND RECOGNIZE EXCELLENCE! Do you know an Influential Woman? Help us celebrate and honor the Most Influential Women in Arizona by nominating someone you know. This award is only given to a woman once in her lifetime and honors women in real estate, business, education, nonprofits and other leadership roles.

NOMINATION IS EASY! Just scan the QR code or go to azbigmedia.com/awards-events Hurry nominations end March 27, 2026

MOST INFLUENTIAL

WOMEN

IN ARIZONA 2026

YOUR COMPLETE MULTIMEDIA SOLUTION!

TWO POWERHOUSE LEGACIES COMBINE FOR 120 YEARS OF CONSTRUCTION HISTORY: CHANEN CONSTRUCTION IS NOW A DICK ANDERSON CONSTRUCTION COMPANY.

WEST MEETS WEST

Great companies, like great cities, don’t just appear. They are built. A foundation is laid, a structure put in place. Nothing is rushed. With every decision, every contract, every new hire, every satisfied client, a story takes shape. This is the story of two American builders: one in Phoenix, Arizona, and the other in Helena, Montana. Two companies founded by young men chasing that entrepreneurial dream to build something great. Now, as Chanen Construction and Dick Anderson Construction join forces, they step into a new era:

TWO LEGACIES, ONE FUTURE. 2

HOW CHANEN SHAPED THE PHOENIX SKYLINE Phoenix, the miracle city. At first glance, a flat, sweltering desert might seem an unlikely place for the fifth-largest city in the United States. But Phoenix has always been home to people who make things happen. From the ancestors of the Salt River Pima-Maricopa who engineered 135 miles of irrigation canals, to Jack Swilling and the 1860s settlers who saw potential in the soil and climate. The suit-and-tie entrepreneurs of the mid-1900s, to today’s thriving technology and education leaders. Phoenix, and its industrious Phoenicians, are a modern marvel.

There was something electric about Phoenix’s boom in the 1960s—and Herman Chanen was right there at the center of it. After serving in the Navy at the end of World War II, he moved to Phoenix with dreams to start a business and fell in love with the desert city. His vision for its greatness was a driving force at the heart of Chanen Construction, which he founded in 1955. In 1962, he and his family were featured in the national publication Look magazine, in an article titled “Boom in the Desert.” In it, Herman predicted Phoenix would hit one million people. Not everyone shared Herman’s vision. When Chanen landed its first major project—building Terminal 2 at Phoenix Sky Harbor International Airport—Herman suggested elevating the terminal up one level so jets could connect directly to jetways. The aviation director reportedly replied, “Mr. Chanen, jets will never come to Phoenix, Arizona.”

“MR. CHANEN, JETS WILL NEVER COME TO PHOENIX, ARIZONA.” “That terminal was built at ground level, and for 50 years when jets arrived in Phoenix you had to exit and enter using a big stairway,” Steve Chanen, Herman’s 3

WEST MEETS WEST

son and former CEO of Chanen Construction, says. “The aviation director just did not have the same vision my father did.” Herman’s audacious vision for Phoenix placed Chanen Construction at the center of the desert boom. In addition to Sky Harbor airport, they went on to build the state’s first high-rise office structure, the Arizona Title Building. In the 70s, they helped construct Intel’s fabrication plants—a foreshadowing of Phoenix’s future as a semiconductor manufacturing hub. In 2010, they completed one of their largest projects to date, Talking Stick Resort, a $450M, 497-key, 15-story hotel, spa, and convention center. In 2023, Chanen was acquired by Dick Anderson Construction. Since then, they completed the $32 million expansion of the beloved Phoenix Theatre as well as increasing student housing for Midwestern University in Glendale, Arizona. Steve Chanen, who took over leadership of the company in 1991, says one of the greatest rewards is seeing Chanen Construction’s work woven into the very fabric that is Phoenix. “In my other careers, after working weeks and months on a really difficult project, all I had was a big stack of

paper when it was done,” Steve says. “As a builder, we have these fabulous buildings where people live and work and play. I can drive by them. I can show them to my children and to my grandchildren.”

“WHEN ALL THE HARD WORK IS DONE, WE HAVE THESE FABULOUS BUILDINGS WHERE PEOPLE LIVE AND WORK AND PLAY.” As Chanen steps into a new era as a Dick Anderson Construction company, there is an energy in the air reminiscent of those early boom years. Phoenix is again making headlines for growth; it ranked second in the nation for construction work and is now home to the most advanced semiconductor facility on U.S. soil—the 1,100-acre TSMC plant, a $165 billion investment. With forward-thinking leadership and strong policymaking, Phoenix has firmly established itself as a hub for technology, aerospace, and higher education. Chanen Construction continues to help shape that growth. Look magazine’s 1962 headline rings as true today as it did then: the “Boom in the Desert” shows no signs of stopping. 4

WEST MEETS WEST

BUILT THE HARD WAY

THE 50-YEAR RISE OF DICK ANDERSON CONSTRUCTION One thousand, one hundred and forty-four miles north of Phoenix, around the same time Chanen Construction was building Intel fabs, twentyyear-old roofing contractor Dick Anderson was making a name for himself in Helena, MT as the guy who said yes to the toughest jobs. “We did the roofs that nobody else wanted to do,” Dick says. From hand-splitting cedar shingles to working through bitter cold, Dick and his team built a reputation for hard, quality work. In 1981, they took on their biggest project yet: the Old Faithful Inn at Yellowstone National Park (pictured left). Despite grueling winter conditions, they worked between snowstorms to completely reroof the historic lodge. These early projects set the course for what Dick Anderson Construction (DAC) is today: a premier construction firm with more than 520 employees and ten offices across Arizona, Montana, Wyoming, Idaho, and Illinois. Over the past 50 years, DAC has excelled in a wide range of work—including medical centers, wastewater treatment facilities, substations and electrical buildings, historic renovations, ranch infrastructure, educational facilities, and large residential projects. In 2013, DAC acquired High Tech Construction and expanded to Sheridan, Wyoming, and in 2023, it acquired Chanen Construction

and its offices in Phoenix, Arizona, and Downers Grove, Illinois. At every step of DAC’s growth, Dick and CEO Marty Schuma prioritized protecting the company’s defining culture over rapid expansion. “We could have grown a lot faster and bigger. But if we had, we would have lost who we are,” Dick says. “You have to grow within what’s going to work for you and your people, while still doing a great job for your clients.” The number of repeat clients make it clear this strategy worked. Jim Walter, President and Founder of Crystal Creek Capital, recently completed his fourth project with Dick Anderson Construction—the beautiful Mountain Modern Resort in Sedona. “It’s not just about quality construction,” Jim says. “They do what they say they’re going to do. When mistakes happen, they own them and they’re part of the solution. That’s why they’re our first call.”

What’s more—and what Dick is especially proud of—people love working at DAC. The company has an 80% retention rate, with many employees going on to celebrate 30- and 40-year anniversaries. Its award-winning safety program earned DAC the only OSHA VPP Star in the Denver region—OSHA’s highest level of recognition. Injury and illness rates are 50–60% below the industry average, and the Recordable Incident Rate is three times lower than the national norm. Now in a new era of growth, DAC continues to live by the same principles that built its reputation from the beginning: pay attention to detail, exceed client expectations, act with integrity, and always be part of the solution. “When I reflect on our accomplishments, one thing stands out—the dedication and attitude of our workforce and leaders,” Dick says. “Our success reflects the incredible people we work with every day. They set the tone and drive us forward.”

“WE CHOOSE DICK ANDERSON CONSTRUCTION BECAUSE THEY DO WHAT THEY SAY THEY’RE GOING TO DO.” Jim Walter, President & Founder, Crystal Creek Capital

WEST MEE Seventy years after Herman Chanen first

launched Chanen Construction in a burgeoning Phoenix, the legacy continues: Chanen Construction is entering a new era as a Dick Anderson Construction company. “My father and I always wanted Chanen to continue past our lifetimes,” Steve Chanen, former CEO of Chanen Construction, says. “Chanen being acquired by Dick Anderson Construction achieves that goal. I was very impressed with their stellar reputation.” Steve first met Marty Schuma, CEO and Chairman of Dick Anderson Construction, through the Young Presidents’ Organization, where he joined a subgroup of construction leaders from across the U.S. and Canada that shared insights about their businesses. Over five years together in that group, Steve developed a deep respect for Marty and his leadership. “I could see Marty’s inherent fairness in how he treats everyone. He’s always careful to be truthful and accurate,” Steve says. “And I noticed things like how

he spoke to the rest of our group, and the love and kindness he has for his children.”

“I NOTICED HIS FAIRNESS IN HOW HE TREATS EVERYONE. I SAW THE LOVE AND KINDNESS HE HAS FOR HIS CHILDREN.” Steve Chanen, Project Executive Chanen Construction

Steve, a husband, father of three, and grandfather to a baby girl, is now preparing for retirement after 34 years of leading Chanen Construction. Having seen the strength of character in the leadership at Dick Anderson Construction, he’s confident the company is in good hands. “Our companies share a similar vision. We build our relationships on respect for our employees and our clients,” he says. “We want to create a place where people can serve their entire career.”

1955

1975

1981

Chanen Construction Company founded

Chanen Completes Terminal 2 at Sky Harbor International Airport

Dick Anderson Construction founded

DAC Reroofs Old Faithful Inn at Yellowstone National Park

WEST MEETS WEST

ETS WEST With over 520 employees and expertise in Phoenix’s fastest growing markets—including healthcare, energy, water treatment, aviation, and hospitality— Dick Anderson Construction is prepared to answer the rising demands in the Arizona market. Today, Chanen Construction, a Dick Anderson Construction company, is a powerhouse that combines the Best of the West. 70 years of Arizona know-how. 50 years of Montana grit. At Chanen Construction, a Dick Anderson Construction company, we bring the same level of excellence to water treatment plants as we do to medical facilities. We build it well, we build it on deadline, and we build it in budget. We’re honest and we do good work, plain and simple. As we enter this new era, we’ve never been stronger.

Marty Schuma

CEO/Chairman Dick Anderson Construction

Steve Chanen

Project Executive Chanen Construction

1996

2001

2010

2013

2023

2025

Chanen Begins Work for Midwestern University in Arizona and Illinois

DAC Completes Award-Winning Renovation of Montana State Capitol

Chanen Completes $450-Million Talking Stick Resort in Scottsdale

DAC Acquires High Tech Construction in Billings, MT, and its KWN Construction office in Sheridan, WY

Chanen Acquired by Dick Anderson Construction

DAC Celebrates 50 Years, Chanen Construction Celebrates 70 Years

MEDICAL FACILITIES, MASTERFULLY BUILT

From designing spaces that enhance patient care to navigating renovations within fully operational hospitals, our expertise spans every stage of healthcare construction. Our team is proud to build places that impact the lives and health of our community. Benefis Health System Outpatient Women’s and Children’s Center – Great Falls, MT This 48,250-SF, three-story facility sits prominently in front of Benefis hospital, reinforcing continuity of care. The building features curved glass curtain walls, a two-story atrium, and daylight-filled waiting areas with views of the Rocky Mountain Front. Despite beginning construction during the COVID-19 outbreak, we delivered on time and absorbed all pandemic-related price escalations. Renovations of the existing hospital continue, carefully coordinated within an active medical environment. 48,250 SF | 3 Stories | On-Time Completion During COVID | No Price Escalations 9

WEST MEETS WEST

Sholdair Children’s Hospital – Helena, MT Shodair Children’s Hospital is a new three-story, 84bed, 134,000-square-foot behavioral health facility. The project represents our largest use of prefabrication to date, incorporating 104 fully prefabricated bathroom pods built offsite and installed after extensive BIM coordination, design collaboration, and full-scale mock-ups. The project required meticulous phasing and planning as it was constructed within an active campus. Every step of the way, our care for this project was so evident that Shodair CEO Craig Aasved later said, “I could see this project touched their lives like I’ve never seen before with another construction company.”

“I COULD TELL IN MY EARLY MEETINGS HOW PASSIONATE THEY ARE ABOUT THE PROJECTS THEY DO. THIS PROJECT TOUCHED THEIR LIVES LIKE I’VE NEVER SEEN BEFORE WITH ANOTHER CONSTRUCTION COMPANY.” Craig Aasved, CEO Shodair Children’s Hospital

Prickly Pear Dental – Helena, MT This 8,360-SF wood-framed dental office features a 6,500-SF main level, 1,860-SF basement, and crawlspace. DAC delivered structural framing, siding, roofing, millwork, medical gas, and minimal site work including a new parking lot, parking lot lighting, a smaller retention pond, and a modest landscaping package. Throughout the project, DAC was able to use value engineering to optimize costs without sacrificing quality—including material swaps for siding, flooring and masonry, using imported fill from a nearby jobsite, and landscaping adjustments—saving the developer $48,777. The 9-month project finished ahead of schedule and was completed January 19, 2024. 8,360 SF | 6,500 SF Main / 1,860 SF Basement | Completed Ahead of Schedule | $48,777 Saved in Value Engineering

BUILDING COMMON GROUND

Ask anyone in construction why we do it, and the answer is clear: we love seeing our work come to life. Whether you’re performing in a musical or going on an adventure, we’re proud to construct buildings that enrich the neighborhood and bring dreams to life. Because our teams don’t just build here, we live here, too—and the places we love deserve only the best.

Mountain Modern Sedona – Sedona, AZ This $8 million renovation transformed the former Sedona Real Inn & Suites into a high-end, adventurefocused Mountain Modern property. The project encompassed 8 buildings with 89 rooms, studios, and suites, plus a redesigned lobby, new bar, expanded kitchen, and outdoor pool. We partnered with local contractors to navigate Sedona’s dark sky ordinances and color requirements, incorporated custom artistic features—including 7-by-5-foot murals in each room—and executed phased construction to keep six buildings open throughout the renovation. The project was completed on time and with zero safety incidents.

WEST MEETS WEST

“WE ARE THANKFUL FOR THE PARTNERSHIP THAT DAC AND CHANEN BROUGHT TO THE PROJECT. ” Jamie Yarrow, President of Crystal Creek Hospitality

8 Buildings | 89 Rooms | $8M Budget | Zero Safety Incidents | Phased Construction to Maintain Hotel Operations

PHOTOS COURTESY OF MOUNTAIN MODERN

Midwestern Student Housing – Glendale, AZ

Phoenix Theatre – Phoenix, AZ

We are thrilled to be expanding Midwestern University’s campus with new housing for graduate medical students. The development covers 8 buildings on 13 acres, totaling 256 one-bedroom units. The phased construction plan ensured student housing opened at the start of the school year, with the remainder of the project scheduled for completion by February 2026. This project continues our long-standing partnership with Midwestern University, which began in 1977.

This renovation of Arizona’s oldest and most beloved theatre brings Broadway-sized productions to the desert. We expanded the theatre to a 500-seat capacity and enhanced the audience experience with ADA-accessible seating, a full fly loft, below-stage traps, an orchestra pit, and state-of-the-art lighting systems. Construction required working through Phoenix summers, with basement temperatures recorded up to 130 degrees, demanding early morning shifts and coordinated teamwork to meet the project’s goals.

8 Buildings | 256 Units | 13-Acre Site | $95M Development Cost | Completion Feb 2026

500-Seat Theatre | $35M Budget | 24-Month Timeline | Full Fly Loft & Orchestra Pit | ADA-Accessible Upgrades

THE BOOM IN THE DESERT NEVER STOPPED AS PHOENIX TRANSFORMS INTO A GLOBAL TECH HUB, CHANEN CONSTRUCTION IS STEPPING UP TO THE PLATE.

WEST MEETS WEST

Phoenix is in the midst of a tech surge that’s reshaping it from sunbelt city to true “Silicon Desert.” Massive semiconductor investments from companies like TSMC and Intel, breakthrough medical innovations at top-tier healthcare facilities like Mayo Clinic and Banner Health, and city leadership that’s open to testing new technology like drone delivery and autonomous vehicles, has cemented Phoenix as a hub for investment and innovation. “If you look at cities that end up becoming important technology hubs, there are four things that we

usually see—a favorable business environment, ecosystem of other companies, close proximity to a university with a strong engineering program, and availability of talent,” Anne Hoecker, Global Head of Technology at Bain & Company, says. “Phoenix really has all of them.” That wave of investment has created a sharp need for builders who understand high-tech environments—projects with complex MEP systems, nominal downtime, and demanding schedules. Chanen Construction, a Dick Anderson Construction

company, is uniquely positioned to answer that call. With decades of experience in Phoenix and a track record delivering large, complex projects, Chanen brings deep local knowledge and trusted relationships. Backed by Dick Anderson Construction’s broader expertise in advanced manufacturing, healthcare, education, and infrastructure, the combined team has the capacity, technical depth, and stability to keep pace with the region’s growth. As the Silicon Desert rises, we’re ready to help build spaces that will define Phoenix’s next chapter as a global technology hub.

“WE’RE A PART OF THIS COMMUNITY, WE’RE GOING TO BUILD FOR THIS COMMUNITY, AND WE’RE GOING TO BRING PHOENIX INTO THE FUTURE.” — Rivers Anderson

MEET RIVERS ANDERSON VICE PRESIDENT, PHOENIX MARKET

rivers.anderson@chanen.com

Rivers Anderson is now at the helm of Chanen Construction, a Dick Anderson Construction Company, and is enjoying life in the desert city. As the son of founder Dick Anderson, Rivers grew up in the construction world and has spent 14 years working on a variety of projects; he most recently led the Mountain Modern Resort in Sedona and the $35M Phoenix Theatre expansion. He’s now overseeing the final phases of student housing for medical students at Midwestern University Arizona. He lives in northern Phoenix with his wife Julia, their two dogs Bobby and Choco, and a baby girl on the way. On the weekends, catch them watching live bull riding at Buffalo Chip or cheering on the Cardinals and Sun Devils.

LET’S GET TO WORK. CALL US TODAY AT 406-422-6037 EMAIL RIVERS.ANDERSON@CHANEN.COM 3352 EAST CAMELBACK ROAD PHOENIX, AZ 85018

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EAST VALLEY UPDATE

Tempe’s time How Mill Avenue’s revitalization represents the city’s dynamism By SENNA JAMES

ettled in the East Valley, Tempe, a city lined with red bricks, bustling roads and a sparkling lake that borders its college campus, is seeing new developments and revitalization to its 131 years of history. Despite the restrictions Tempe Town Lake poses, the city continues to find different ways to expand within its

80 | January - February 2026

limits as its population increases and its lifestyle shifts to an urban-focused experience. “I’ve been here a little over a decade, and on 7th Street, there’s a whole lot of new high rises that have been built and new office developments that have gone up,” says Lori Foster, president and CEO of Downtown Tempe Authority.

“Residential has increased by a large amount, as have office tenants. You have some of the best Class A office space in the Valley here.” The Downtown Tempe Authority, a nonprofit organization formed in 1993, helps alongside the City of Tempe to keep Downtown Tempe thriving with history and culture. From college

“Mill Avenue’s identity is maturing. It’s still predominantly going to be college students, but I do think that more of the retail will focus on a customer base who want something more sophisticated and driven by wellness and experiences.” — Jared Cauffield, associate vice president at Western Retail Advisors

URBAN LIVING: Located just steps away from ASU’s main campus, Rambler Tempe was designed to meet the needs of the modern student. With a focus on balance, convenience and connection, this 15-story multifamily development features top-notch amenities such as a rooftop lounge and two-level fitness center. In addition, private study rooms and on-site coffee shop help students focus on coursework, and Rambler’s proximity to the light rail makes it easy to enjoy Tempe’s cultural offerings. (Rendering courtesy of Shepley Bulfinch)

students to the folks in a retirement home, Foster points out the different demographics of people who reside in Tempe that affect and influence the developments made in the city. Student living Over the years, Tempe has seen significant population growth, with

many coming to study at ASU. With about 55,500 ASU students in Tempe, several apartments and student housing projects began development in the downtown area. Rambler Tempe, a high-rise and student-orientated housing complex, started construction in March 2024 and plans to finish in May 2026. The building

emphasizes urban living that promotes healthy lifestyles, with several fitness areas within the complex. Located at 1020 E. Apache Blvd., the apartment is walking distance from ASU’s campus and the light rail. Most students who have packed schedules with work and classes need housing that is not far from the university. 81

EAST VALLEY UPDATE

BEYOND THE CUBICLE: Situated on the northern edge of Mill Avenue in Tempe, the Crest Insurance Group office features flexible workspaces that accommodate different work styles, including quiet areas for private conversations. Acoustic treatments are incorporated throughout the space, allowing employees to focus on their work while maintaining an open, communicative environment. (Photo courtesy of Phoenix Design One)

Moe Mougharbel, the senior project manager of Rambler Tempe, explains that less people want to commute to college these days, making student housing that is close to campus more popular than ever. “I actually attended ASU a long time ago, when Tempe had nothing but flat buildings that were one or two stories,” Mougharbel recalls. “The student population has grown [substantially] since the ‘80s, so there is quite a bit of demand for higher-end housing considering a lot of the [existing] apartments are fairly old.” Mougharbel says people will see more student housing developments go up along Lemon Street and even across the street from Rambler Tempe. “I feel like the community is very helpful and the City of Tempe is also supportive of this kind of construction that is really enhancing the landscape 82 | January - February 2026

that you see in Tempe,” he continues. Milling about Most residents of Tempe know about the iconic Mill Avenue, a district filled with bars, restaurants, stores and businesses. Over the years, however, the area has been reshaped. In April 2024, the City of Tempe kicked off its “Refresh Tempe” initiative, a project to revamp Mill Avenue from University Drive to Rio Salado Parkway — making it the street’s first renovation in nearly 40 years. Refresh Tempe will include more than 120 trees, new electric and irrigation lines, and improved sidewalk accessibility. Alongside the renovation, several businesses have also joined the Mill Avenue community. Ally Dykstra, the business liaison and placemaker of Downtown Tempe

Authority, explains how the street once had flourishing trees but, due to the old infrastructure under the street, the trees were unable to be properly taken care of. With upgraded irrigation systems, the new plants will be able to grow into large, vibrant trees that provide shade during the Arizona heat. Dykstra also explains how that sidewalks will be expanded for more pedestrian accessibility while preserving the historic red bricks. “It’s important to have the best urban experience because that means you’re in a safe, clean and lively place that makes people want to come back,” Dykstra says. Refresh Tempe will also expand parking opportunities with multispace lots instead of meters to allow for people to have easier access. “We always have to keep finding out what that next thing is going to be

EAST VALLEY UPDATE

Lori Foster

Moe Mougharbel

for Downtown Tempe, as well as what community members want and what businesses can provide,” Dykstra says. Multipurpose placemaking As Mill Avenue continues to upgrade its environment, new businesses and developments add to the bustling atmosphere. For example, Phoenix Design One (PDO), recently completed the Crest Insurance Group office at 100 S. Mill Ave., a mixed-use building. Sophia Humphrey, the principal of PDO who specializes in corporate spaces, has watched Mill Avenue’s evolution over the last 18 years as the new Tempe Streetcar became operational, younger companies started to fill spaces in the district and several other buildings go vertical. “It’s really about collaboration, community and getting employees to the office space, and being excited about having great amenities around you,” Humphrey says. “That is really the huge push we’re seeing right now.” Historically, Mill Avenue consisted of financial businesses yet a large influx of tech companies has started to shift that dynamic — and existing tenants are taking note. “I think a lot of the financial companies are looking for a younger, more energetic vibe as they mold or 84 | January - February 2026

Ally Dykstra

Sophia Humphrey

chase talent,” Humphrey says. Unlike older offices, newer buildings incorporate richer, darker tones and reflect trends seen in the hospitality sector. Both Hayden Ferry Lakeside and Gateway at Tempe refreshed their lobbies and added new amenities, such as a coffee shop, which Humphrey says has helped that section of Mill Avenue come “back to life.” “Another thing we’re seeing pop up on that corner that we didn’t see much of in the past are spec suites thanks to the amenities,” Humphrey explains. Owners are more willing to pay a premium for a move-in ready office space, resulting in PDO working on a greater number of spec suites, Humphrey adds. Changing preferences Along with the overall revitalization, many retail shops have landed on Mill Avenue thanks to the proximity of ASU, Humphrey explains. Even though the university itself isn’t on Mill Avenue, it has brought in restaurants such as Postino and Snooze A.M. Eatery, which have been popular among students. Considering how many ASU students flood into Tempe every year, they weild significant influence over Mill Avenue’s culture and businesses. Jared Cauffield, associate vice

Jared Cauffield

president at Western Retail Advisors, explains that people have long viewed Mill Avenue as a bar-heavy party scene — but now that image is starting to change. Alcohol consumption has decreased across the U.S., and the student consumer demographic has a growing emphasis on health. “Mill Avenue’s identity is maturing,” Cauffield explains. “It’s still predominantly going to be college students, but I do think that more of the retail will focus on a customer base who want something more sophisticated and driven by wellness and experiences.” The street has also gone through a recent change in tenants. Mellow Mushroom, P.F. Chang’s and Starbucks have left Mill Avenue and been replaced with restaurants such as Filthy Animal. Cauffield says there is a trend of chainbased concepts being pushed and filled by local businesses. “They’re unique and interesting,” Cauffield says. “People are yearning for those kinds of places.” The city’s diversity creates a broad client base for retailers and a compelling case for brands to locate on Mill Avenue or Tempe more broadly. “A major strength for Mill Avenue is all the high energy urban retail,” Cauffield concludes. “You can’t really get that in many other places across the Valley.”

Local Roots. Lasting Impact. Built to Last.

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•Learn about the ﬁnalists for the 2026 RED Awards — the Academy Awards of commercial real estate • The trends you should be watching in real estate law • A look at the people and projects shaping the West Valley’s booming economy • How hospitality development will redeﬁne the Arizona tourism sector

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ACEC (AMERICAN COUNCIL OF ENGINEERING

The road ahead ACEC Arizona’s Executive Director Chris Bridges talks about his first year in the role By KYLE BACKER

ehind every light switch, skyscraper and freeway is an engineer who crunched the numbers to ensure safety and reliability. Despite their critical contributions to society, the work done by these professionals often goes unnoticed. Most people don’t think twice when an offramp is banked, even though an engineer carefully designed it that way to help cars navigate curves at high speeds. That’s why the American Council of Engineering Companies Arizona (ACEC Arizona) works to build solidarity within the profession, supporting engineers with the training they need and advocating on their behalf at the state capitol so legislators don’t overlook the industry’s impact. AZRE magazine sat down with Chris Bridges, executive director of ACEC Arizona, to learn more about his background, why he took on this role and how the association supports its members. The following responses have been edited for clarity and length.

AZRE: Chris, can you tell us about your background? Chris Bridges: I spent about 27 years in either land use or transportation planning, meaning I worked with local governments a lot. I was the executive director of the Central Yavapai Metropolitan Planning Organization for about 11 years and loved it. My wife and I lived in Prescott for about 22 years before she got a job in Avondale right before the pandemic — she was in the office for about a week before everything shut down. 86 | January - February 2026

AZRE: Is that when you moved to Greater Phoenix? CB: At first, the plan was to keep our house in Prescott and just have an apartment here. But I got a job with Gilbert and ended up being down in the Valley all the time. Our son had graduated high school, so we decided to live here full time. AZRE: When did you make the move to ACEC Arizona? CB: After working for Gilbert, I ended up running the transportation division for the City of Goodyear. I’ve been in the state retirement system for a long time, and I figured I’d stay with the city until it was time to enter that part of my life. But then I got an email about the executive director role for ACEC Arizona. I didn’t think much of it at first, but then another email popped up a few weeks later. This time, I decided to read the job description just to see what it was about and thought, “This is right up my alley!” That was October of 2024, and after taking some time to consider it, I decided I’d be bored if I stopped working. I knew this opportunity would be different from anything I’ve done before, so I applied and was hired. I started on January 21, 2025 — just a couple weeks after I could’ve retired. AZRE: You mentioned that leading ACEC Arizona is unlike any job you’ve had before. How has your previous experience helped you in this new role? CB: At first glance, transportation planning and association management

are totally different things. But at their core, both are about building relationships — something I’m really good at. For example, as a transportation planner, you might have to go in front of the Arizona State Transportation Board and ask for hundreds of millions of dollars to build a road. You’ll have a lot more success when you know the decision makers. Now, instead of convincing people to allocate huge sums of money, I’m asking members of ACEC Arizona about how we can help. What can I do to make sure our members are taking advantage of the benefits we offer? How can we help you with training? It all boils down to relationships. AZRE: Sounds like more fun than retirement! CB: It’s so much better. My wife told me, “It seems like you just talk to people and go to lunch.” I replied, “Yeah, that’s why I signed up.” Obviously, there’s a lot more to it than that, but I do get to go to a lot of lunches. AZRE: For readers who may be unaware, what is ACEC Arizona? CB: The American Council of Engineering Companies is a national organization with 51 different state representatives. Rather than having chapters like other associations, ACEC is structured as a federation, and ACEC Arizona advocates on behalf of our 120 or so member companies. By being involved, companies can attend conferences, go to monthly

COMPANIES) ARIZONA LEADING THE WAY: Chris Bridges is executive director of American Council of Engineering Companies (ACEC) Arizona. (Photo by Mike Mertes, AZRE, a publication of AZ Big Media)

meetings with the City of Phoenix and the Arizona Department of Transportation and participate in trainings. The majority of our members are small businesses, and a big benefit for them is access to our business, health and life insurance, as well as the ACEC Retirement Trust. AZRE: One of the premier events the association hosts each year is the Arizona Conference on Roads and Streets. Can you tell us a bit about that? CB: 2025 marked the 75th anniversary of the conference, which originally started at the University of Arizona. A few different organizations ran it for some time before ACEC took it over entirely. It has grown into a huge event, with about 1,700 people attending this year. We had panels on all sorts of topics, but the big one was about transportation funding. I moderated the opening session with a panel of long-time transportation professionals — folks from MAG, Dorn Policy Group, a [Metropolitan Planning Organization] director, a state board member and an engineering company. The whole point of the conference is to get engineers, contractors and all levels of government together to talk about solving transportation issues. We also have some fun too. This year’s theme was “Back to the Future” to coincide with the film’s 40th anniversary. There was a DeLorean on site, people dressed up in costumes and we had a pinewood derby. It’s a great way to build community, and I can’t wait for next year. 87

ENGINEERING INNOVATION ST R U CT U R A L I N T EG R I T Y C O L L A B O R AT I V E S O LU T I O N S

The Pier and Shorehaven Five Towers Moving towards Completion

The Astria (foreground) & The Samuel (background) Two more Towers coming out of the ground

Phoenix Sky Harbor International Airport T3N2 New Concourse and Node currently In Construction

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Setting standards and creating innovative ideas the industry tries to follow

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Benefits That Work as Hard as You Do. The Value of ACEC Membership: National Strength, Local Impact Membership in ACEC connects your firm to a powerful network of advocacy, resources, and business growth opportunities. Together, ACEC Arizona and ACEC National deliver tangible value that strengthens your firm, your employees, and the engineering industry as a whole. Membership in ACEC Arizona includes full access to ACEC National.

National-Level Beneﬁts Advocacy and Inﬂuence on

infrastructure funding, tax policy, QBS, FAR/ DFAR issues, and regulatory matters.

ACEC Trusts delivering premier business insurance, health, life, and retirement beneﬁts tailored to engineering ﬁrms. ACEC Research Institute is your

trusted source for economic reports, workforce studies, and future-of-engineering insights.

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Together, We’re Building the Future of Engineering. Join Today! ACEC Arizona | 3550 N. Central Ave. Suite 1140, Phoenix, AZ 85021 | 480-843-7030 | acecaz.org

ACEC ARIZONA

IN THE LOOP: Many of the Valley’s freeways were built using revenue generated by the half-cent tax first implemented in 1985 and recently continued in 2024. Next year, Pima County voters will decide whether to continue a similar tax that will raise $2.67 billion for transportation infrastructure over 20 years. (Image licensed from Adobe Stock)

Paving the way Why ACEC Arizona advocates for infrastructure investments across the state By KYLE BACKER

awmakers are tasked with the difficult responsibility of balancing the interests of their various constituencies when evaluating the hundreds of bills introduced in each legislative session. Many elected officials are intelligent individuals, but no single person can be an expert on every issue brought before them. To help legislators understand the priorities of their industry, associations like ACEC Arizona advocate on behalf of its members at the Capitol. “Out of the 90 lawmakers in the Arizona legislature, none are engineers,” notes Alejandro Angel, corporate director of engineering at Psomas. “People take it for granted that

90 | January - February 2026

water will flow from the taps and the transportation system will be efficient. As engineers, we haven’t done enough to highlight our work so it can get the support we need from our state and local governments.” Angel, an ACEC Arizona board member and chair of the government affairs committee, explains that the primary function of the committee is to assess bills under consideration and pinpoint what consequences they might have on the industry. “Once we understand the implications of a piece of legislation, we determine whether it’s something we can support as is, or if we should reach out to lawmakers and offer suggestions

to make it better,” he continues. “We don’t want to just say ‘no’ to everything — our goal is to build partnerships with as many people as we can.” By working with other organizations such as the American Society of Civil Engineers and the American Public Works Association, ACEC Arizona can accurately demonstrate to elected officials the industry’s support or concerns regarding a proposal. “We periodically hold partnership meetings with more than 20 associations so we can represent a united front and speak with one voice,” Angel continues. The lawmaking process is complex and requires expertise to navigate

efficiently, which is why the association works with Dorn Policy Group to ensure legislators understand the industry’s perspectives on legislative matters. “Our lobbyists are down at the Capitol all the time, so they reach out to us as things pop up,” explains Chris Bridges, executive director for ACEC Arizona. “We have weekly meetings during the legislative session to review bills and determine what position we should take, if any.” Finding funding As an association of engineering professionals, the state’s transportation system is of great importance to ACEC Arizona. For example, Bridges points to a bill brought forward last session looking at ways to have owners of electric vehicles help fund road infrastructure since they aren’t paying taxes at the pump. “The funding mechanism was based on what user fees an electric vehicle would generate if it was a gas-powered car,” he continues. “The measure didn’t go far, and I don’t know if it’ll get reintroduced, but we’re willing to support another tool in the toolbox.” A related ballot measure will be presented to voters in 2026 ballot prohibits the use of vehicle miles traveled as away to collect revenue. Under this structure, drivers would report to the government their mileage for the year and then be taxed based on that number instead of paying while filling their cars. “We’re going to oppose that,” Bridges says. “People are framing it like the government will track where you’re going, and that’s not how it works. Multiple states use it, and some allow people to voluntarily put a device in their vehicles that records how far they drive but not their location.” That said, Bridges adds that the industry doesn’t necessarily think vehicle miles traveled is the best way forward but prohibiting it would eliminate a potential solution. “It’s an easier and fairer funding mechanism, but now voters will decide if

the option will even be available to us,” he continues. Infrastructure investments In 2024, voters in Maricopa County passed Prop 479 with nearly 60% approval, extending the transportation sales tax that funds freeways, public transportation and arterial streets for another 20 years. The money collected from the previous two iterations of the proposition, Bridges adds, built the majority of the Valley’s highway infrastructure. “Over the last four decades, Phoenix has completely transformed. The Loop 101, Loop 202 and SR-51 wouldn’t exist without this funding source,” he continues. “These investments have led to so much growth and prosperity in the region.” ACEC Arizona, along with many other business groups and associations, supported Prop 479 through campaign contributions and advocacy at the legislature. Even though the measure was decided by Maricopa County voters, Bridges notes that the impacts of these investments ripple throughout the state. “The Arizona Department of Transportation has to maintain a massive number of roadways, and if there wasn’t money coming from Phoenix to support the system, it would need to come from somewhere else,” he continues. “As a former Prescott resident, it was hard enough to get our roads maintained, let alone new lanes. Thankfully, Prop 479 got passed, and we’re hoping to do the same in Pima County.” On March 10, 2026, Pima County voters will weigh in on two propositions regarding how their transportation network will develop over the next two decades. The first, Prop 418, moves and updates seven projects identified in the Regional Transportation Authority’s (RTA’s) initial plan to its next iteration to better address current traffic needs and pricing trends. Prop 419 continues the half-cent sales tax first approved by voters in 2006 to fund these

infrastructure investments for another 20 years. “That’s what the two propositions are, but the bigger story is what regional planning does,” explains Joe Wolf, owner of Fillmore Partners. “It enables growth and increases the quality of life for residents. These investments will make it so people can get their kids from school or themselves to work with less time spent in their cars — and doing so in a safer, more efficient way.” If successful, the RTA will use the $2.67 billion raised not just for freeway expansion and surface street improvements, but expanding bus hours, paratransit service, streetcar operations and more. “The other thing to keep in mind is there are matching funds provided by the state and federal government [approximately $1.2 billion] in addition to the $2.67 billion raised from the tax extension,” Wolf adds. Should the propositions fail to pass, the current half-cent sales tax would lapse on March 31, 2026, which would immediately impact transit services. The next opportunity to put the issue before voters would be during the November 2026 election — though that would bring additional challenges. “At that point, it’s no longer a continuation but a brand-new tax,” Wolf explains. “That has implications in terms of the legal structure and how it can be messaged to voters.” Without this funding source, not only would the region’s transportation system be impacted, but its growth potential. “For example, TSMC told MAG that if Prop 479 didn’t get implemented, they wouldn’t expand,” Wolf says. “The additional $100 billion investment was a direct result of knowing that the infrastructure around their plant would be continuously improved.” Lessons learned Wolf’s consulting firm ran the campaign for Prop 479, which is one of the reasons he’s working with ACEC Arizona to pass this similar measure 91

ACEC ARIZONA

Chris Bridges

in Pima County. The association’s members were big funders of Prop 479, Wolf says, and are also supportive of the RTA’s new plan. “As you can imagine, [ACEC Arizona] has a vested interest in [Prop 418 and 419] because this is the work they thrive off of,” he continues. “Our partnership is a good fit since they know how to work with a campaign, and I learned a lot with Prop 479 — lessons we hope to apply in Pima County.” One of the takeaways is that assuming voters will identify that the propositions call for an extension of an existing tax is unwise — they must be

Joe Wolf

Alejandro Angel

informed. Even though infrastructure itself is simple to understand, it’s important to educate residents on the benefits these investments will bring. “We can’t just talk about roads or highways generally, we have to show how specific projects will improve the community and residents’ quality of life,” Wolf says. Even though high-quality transportation networks often attract new companies, Wolf discovered highlighting how businesses may expand into the region can be tricky while campaigning for Prop 479. “People don’t always differentiate population and economic growth,”

he continues. “Many voters have a negative connotation with more people coming to the state because they see that as why the cost of living has increased.” Considering that inflation has been persistent and living expenses have increased since the vote on Prop 479, Wolf believes that the perception of growth has only deteriorated. “The angst is universal,” he concludes. “That’s why we need to be blunt and honest with voters that this is not a new tax. Once you show them how their dollars were used during the first plan and what it will create in the future, it all starts to make sense.”

GATEWAY TO GROWTH: With the passage of Prop 479 in Maricopa County, freeway and road investments will be made around TSMC’s $165 semiconductor campus in North Phoenix. “TSMC told MAG that if Prop 479 didn’t get implemented, they wouldn’t expand. The additional $100 billion investment was a direct result of knowing that the infrastructure around their plant would be continuously improved,” says Joe Wolf, owner of Fillmore Partners. (Photo by Mike Mertes, AZRE magazine, a publication of AZ Big Media.) 92 | January - February 2026

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ACEC ARIZONA

APPLIED ENGINEERING: During ACEC Arizona’s STEM Game Day, nearly 1,800 fifth through eighth graders convened at ASU, NAU and U of A’s football stadiums to learn more about engineering through tours and hands-on activities. (Photo provided by ACEC Arizona)

Proof of concept How ACEC Arizona shows students engineering’s unseen impact By KYLE BACKER

abor shortages in the construction industry are a well-documented issue — and for good reason. Talent Ready AZ, a strategic initiative created by Gov. Katie Hobbs, estimates that 20,000 construction jobs need to be filled by 2030. While it is critical to close the skills gap in the trades, other related sectors, such as engineering, are also struggling with a lack of qualified candidates. That’s why ACEC Arizona is prioritizing workforce development to bring more students into the profession and ensure early career engineers receive the necessary support. “I’ve been doing this for 18 years, and we’ve had some speed bumps over that time,” explains Nicolai Oliden, Southwest highways group leader for Jacobs. “I was lucky to get a job in 2008. Many of the people I graduated with left the industry since they couldn’t get hired because of the Great Recession. Finding engineers with 15 to 20 years of experience is the hardest position to staff right now. They’re like unicorns.”

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Beyond the economic turmoil caused by the financial crisis, Oliden thinks the industry’s lax attitude towards recruitment is partly to blame. “We assumed students would always want to be engineers when they grow up. When I was young, engineers would go to schools and talk about their profession, but a lot of that has stopped,” he continues. Meanwhile, Oliden notes that contractors have put in a lot of effort to advertise their field, which has led to higher enrollment in construction management programs as less young people choose to study engineering. There’s also more competition over the demographic of students who would thrive in the profession. “If you look at what different kinds of engineers get paid, civil is on the lower end,” Oliden continues. “We do really well, but when you show an 18-year-old that they can graduate earning $150,000 with a computer science degree, it’s hard to convince

them that making $50,000 right out of school as a civil engineer is worth it.” Amerigo Berdeski, director of programming and operations for ACEC Arizona, adds that ancillary fields such as software engineering, game design and AI are often more appealing to high school students than building roads and wastewater treatment plants. “Without civil engineers, we wouldn’t have a society,” she continues. “There’s something tangible about the work, but it’s difficult to communicate that to students when Google and other tech companies are out there talking about how wonderful it is to be in that industry.” Engineers also have an image in the cultural imagination as being softspoken number-crunchers sporting pocket protectors. Being concerned about what others think of their profession often fades as people get older, but Berdeski says that perception matters when trying to catch the eye of a high school student.

Chris Bridges

“You have to dig deeper and help them understand that civil engineering is a great career that can support a family,” she says. “There is stability and longevity — we’ll always need roads. We have to communicate how it is more tangible or perhaps practical than the shiny new toy.” STEM Game Day To address the need for more civil engineers, ACEC Arizona created a Workforce Development Committee 3 years ago as a convening place to brainstorm ideas and kickstart new initiatives. Berdeski explains that the association first reached out to other industry groups to discuss how they can support each other. “We don’t want to step on anybody’s toes, and we certainly don’t need to reinvent the wheel,” she says. “If [another association] is doing something great, we can provide volunteers, donations or whatever support might be necessary. The committee is more than just member firms — it’s an industry coalition all working towards the same end goal.” A few years ago, ACEC Arizona hosted a panel at its Conference on Roads and Streets with the three state universities focused on the challenges these institutions face in their engineering programs. “It was a great opportunity to hear what’s happening straight from the horse’s mouth,” Berdeski recalls. “Through that discussion, we learned that waiting until high school to start talking with students about engineering isn’t early enough — they might’ve already made up their mind about their career by then.”

Amerigo Berdeski

Nicolai Oliden

Oliden, who chairs the Workforce Development Committee, says that one idea floated early on was to create an event to educate students about the impact engineering has on the world around them. Since the benefits of engineering are so pervasive, they typically go unnoticed and underappreciated. And, as so often is the case, showing is far better than telling. With that in mind, it was decided that a college football stadium would be an appropriate venue to host what would become ACEC Arizona’s STEM Game Day. “We created an event where fifth, sixth, seventh and eighth graders head out to the stadiums at ASU, NAU and U of A,” Berdeski says. “They’re not watching a football game, but they have the experience of seeing the stadium through the eyes of an engineer.” The first iteration of the STEM Game Day was a walking tour where ACEC Arizona volunteers explained what engineers must consider when working on a stadium to ensure players can safely take the field on Saturdays. Even though it was successful, Oliden notes that attention spans of students in this age range are short, so the committee decided to add activities to help illustrate the points being made by the guides. “I don’t want students to come to the event and say, ‘That was cool,’ and not remember anything,” he continues. “We wanted to give them something to interact with and form a memory.” In addition to the tour, four stations were created, each focused on a different topic.

One of these covers career information for engineers, such as the schooling needed and common starting salaries. “Something that always shocks the kids is when we tell them that the No. 1 skill you need as an engineer is to be a good communicator,” Oliden says. “They always think it’s math, but I tell them while I’m decent at it, I don’t enjoy it. The communication skills I’ve built over many years is how I’ve created a nice career for myself.” By sharing that someone doesn’t need to be a math virtuoso to find success in engineering, Oliden hopes students who would otherwise shy away from the profession see it in a new light. Chris Bridges, executive director of ACEC Arizona, joined the organization in January 2025 just a few months before the event. When the day came, Bridges helped with registration — a difficult task considering nearly 600 students attended STEM Game Day at each university. After the chaos of check-in duty, Bridges had the opportunity to walk around and see how students were responding to the activities. At one station, participants were tasked with building a boat out of aluminum foil before seeing how many pinto beans it could hold before it sank. “I saw a kid holding his boat with two hands and I asked him, ‘How’d it do?’” Bridges recalls. “He said, ‘I put the entire cup of beans in it!’ You could see the pride on his face, and I felt like we might’ve just changed the course of his life. That’s what STEM Game Day is all about.” 95

RETAIL TRENDS

Stayin’ Alive

How brick-and-mortar retail defied the dour predictions By LUX BUTLER

ot long ago, some pundits, market observers and so-called gurus forewarned the inevitable death of physical retail. Headlines were littered with announcements of the biggest retailers closing, the rise of online commerce and a steep decline in foot traffic in the busiest box stores. Yet these prophecies of doom turned out to be all smoke and no fire — the 2026 landscape tells a very different story, one where retail has proved to be a hot commodity. Instead of withering away, it has evolved into something digital cannot replicate: experiences, community and emotion.

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Across the Valley, developers and brokers agree, retail is no longer merely a place to buy. It’s a place to be. From transactional to transformational Since the end of pandemic-era stay-athome orders, communities have been searching for ways to create the “new normal.” Amazon and other online marketplaces further entrenched themselves as household staples, while Target, Walmart and the local shopping mall became once-in-a-while trips. But as the years tick by since those “unprecedented times” what many people feel is missing isn’t just the

act of shopping, it’s the environment where the shopping happened. Sociologists have a name for what vanished. They describe three types of spaces: first spaces, like home; second spaces, like work or school; and third spaces, the environments where people can hang out without obligation. It’s the coffee shop you stop at without planning, the market where you bump into neighbors, the shopping center where you browse, grab a bite or simply exist among other people. During the pandemic, those third spaces fractured. Now, communities are actively searching for them again.

ALL GROWN UP: As retail centers age, so do shoppers. Patrick McGinley, president of management services at Vestar, notes that Desert Ridge started as an entertainment hub for kids. Two decades later, those children are adults, and the center now leans into speakeasies, upscale dining, bars and a more mature aesthetic. (Photo courtesy of Vestar)

Industry professionals recognize this shift, and they’re designing retail spaces specifically to fill that void. More than ever, they say, consumers aren’t just looking for places to make purchases. “People want to spend money on an experience,” says Bryan Babits, executive vice president and principal at Western Retail Advisors, “not just go out to spend money.” That shift is reshaping everything from tenant mixes to architectural design. Retail centers that once relied solely on anchor tenants now compete on ambience. Everything from lighting, to landscaping, to music, to placemaking,

the entire picture matters now more than ever. Emma Barreca, associate broker and project manager at Diversified Partners specializing in Phoenix’s urban retail, has witnessed this realignment firsthand. “Everything is more tailored to the user’s experience. Everyone wants the Instagrammable moment, the thing that makes people want to come back,” she says. Social media and physical retail have developed a symbiotic relationship. A photo-friendly backdrop can measurably elevate a business. Retail and dining marketing is no longer nice words or pretty pictures manufactured by the

business, it’s visual appeal and first person experience. Restaurants and stores are now designed as sensory moments and shopping centers are the new space for people of all ages. As Patrick McGinley, president of management services at Vestar, explains, “As soon as you drive into our shopping centers, we want you to feel, ‘Oh, wow, this is the best center. I want to stay here.’” Memory-making as strategy If the old goal of retail was to drive foot traffic, the new goal is to keep people onsite, and keep them returning. 97

RETAIL TRENDS

UNMISSABLE MOMENTS: Experiences have become critical drivers for retail centers, both to attract shoppers and keep them returning. Social media friendly events aren’t gimmicks, they translate into foot traffic and dollars spent — a Hello Kitty pop up drew 2,000 guests to Tempe Marketplace. (Photo courtesy of Vestar)

Vestar has become the poster child in this approach. At Desert Ridge Marketplace, the company runs concerts, seasonal block parties, dog rescue events, tree lightings, immersive pop-ups, charitable car washes and the now-famous sip-and-stroll program. “We constantly keep it fresh,” McGinley says. “Diversity of experience is important.” These activations aren’t gimmicks, they’re ROI drivers. A Hello Kitty pop-up drew 2,000 guests to a Vestar property. Philanthropic events raised hundreds of thousands of dollars. Most importantly, they elevate tenant sales and loyalty. Smaller centers are embracing the concept too. Babits points to projects like North Side at SanTan, where curated dining clusters share walkable paseos and draw day-to-night traffic. Even micro-developments now include greenspace, fitness tenants or 98 | January - February 2026

entertainment-driven concepts like Electric Pickle and Puttshack. As the newer, more experiencedriven retail destinations grow in popularity, traditional big-box tenants will still remain essential. Their dynamic however, has changed. These traditional stores now thrive thanks to, not in spite of, their neighbors. “They benefit from the increased traffic we are working to provide,” McGinley adds. The developer’s role now extends beyond leasing: creating safe, welllit, aesthetically elevated spaces that support both national anchors and emerging regional concepts. “Customers visit for family-friendly activations, then they can stop at Target or do a curbside pickup. It’s a nice blend,” he continues. This trend of more thoughtful curation has become non-negotiable. “It’s not just about plugging in a tenant

to pay rent,” Babits says. “It’s about how it benefits the entire lineup.” This change in mindset and rethinking of retail has made waves in redevelopment strategies across the Valley. With legacy malls struggling to adapt to the new demands of guests, many projects are being rebuilt from the ground up. “Trying to redevelop without starting over is extremely challenging,” Barreca notes. “The best way is either new development or complete remodeling.” From the tear-down-and-rebuild approach at Paradise Valley Mall to the full rebirth of Metrocenter, developers are prioritizing cohesive, futureready environments with adaptable footprints, generous parking and integrated dining and entertainment. The demand driving these changes is rooted in demographics. Phoenix’s explosive population growth continues

to shape retail strategy. “We’re getting people from California, the Midwest, the Pacific Northwest,” Babits points out. “They come with more discretionary income.” Scottsdale alone is seeing restaurants gross $18 to $22 million annually — numbers once rare in the Valley. As McGinley notes, communities evolve, so shopping centers must evolve too. Desert Ridge started as an entertainment hub for kids. Two decades later, those kids are adults, and the center now leans into speakeasies, upscale dining, bars and a more mature aesthetic. “We have to grow up with the community.” Measuring success Sales per square foot still matter, but experiential retail demands new metrics: -Dwell time -Visit frequency -Traffic lift after events -Tenant sales improvements -Community engagement -Tenant turnover To track all of this, more companies are relying on tools like Placer.ai. The platform uses anonymous cell phone location data to show how people move through real-world spaces like shopping centers, restaurants or stores. It doesn’t just know how many people visited, also known as “events,” it tracks where those people likely live or work, how long they stayed, how often they come back and what other places they visit in the same trip. It also provides general estimates about who those people are, including things like age range, income level or whether they’re families or individuals. All of this gives developers and retailers a much clearer picture of who their visitors are and how they use a space — not just for one visit, but over time. “Every event is evaluated for dollars spent, traffic generated and tenant feedback,” McGinley explains. Babits adds that tools like Placer.ai are becoming indispensable: “How long are they staying? How often are they coming back? That’s how we measure success now.”

Bryan Babits

Patrick McGinley

Emma Barreca

A NEW LEGACY: At the end of 2024, demolition began on Metrocenter Mall to make way for The Metropolitan, a mixed-use destination with easy access to the light rail. Withing the urban village, Diversified Partners and Concord Willshire are developing The Loop — an experience-driven retail and entertainment district which will feature 116,000 square feet of curated boutique retail, rooftop restaurants and event center, activated park plaza, live music venues, a splash pad, and a weekly farmers market. (Rendering courtesy of Phoenix IG)

Looking ahead All three experts agree that the future of retail is about curation, community and customization. Barreca sees a move toward less “cookie-cutter” centers, built for people who want to linger and gather. McGinley notes that retailers must keep opening stores, and with little new supply built in the past decade, “retail development is a huge opportunity.” Vestar alone expects to deliver four to five million square feet in the next five to seven years, including Verrado Marketplace and several East Valley lifestyle centers.

Babits anticipates that more is to come: More micro-experiential centers, live-work-play vertical developments, VR and interactive entertainment, fitness/entertainment hybrids and more convenience-driven retail supported by tech. “It’s been busy, it’s been good, and demand is outpacing supply,” he says. The Valley proves that retail hasn’t died, it’s transforming into a social, sensory, community-driven ecosystem. As McGinley sums it up: “It’s a corporate mandate for us — be the community gathering place, bring people together.” In 2026, community is what retail is all about. 99

BUILD YOUR FUTURE

Not just a man’s world How the construction industry is recruiting more women

WORKING WOMEN: Arizona’s economy has grown significantly in recent years, with cranes dotting the Valley’s landscape. The construction industry is struggling to keep pace with the volume of work as less people choose to enter the trades, with nearly 2 million construction jobs projected to go unfilled by 2031. To help meet the demand, organizations are reaching out to more women to show that a career in construction is fulfilling, lucrative and attainable for all, regardless of gender. (Photo licensed from Adobe Stock)

By CHRISTINA FUOCO-KARASINSKI

onstruction jobs have long been pigeonholed as a man’s industry. But organizations around the Valley are working to change that. The slick quarterly magazine, Move Over Bob, shares with upbeat stories and sources with girls. The Greater Phoenix Chamber Foundation champions two programs — Build Your Future Arizona and ElevateEdAZ — to encourage more people to enter the industry, and companies such as Wespac Construction and Valley Roofing & Repair are actively recruiting women to their teams. Move Over Bob Tradeswomen truly keep the construction world going. To further promote the craft, Kate Glantz and Angie Cacace created Move Over Bob, a glossy magazine with a quirky name, to encourage young women to consider a construction career. “Bob,” Glantz explains, is a general term for men in

100 | January - February 2026

the workforce. “Their stories are real, raw and inspiring,” Glantz says. “With each issue, our goal is simple: any girl who picks up the magazine should see someone she can relate to, and someone who shows her what’s possible.” Glatz’s resume is rich. Formerly in the Peace Corps, she traveled to Tanzania and Senegal, before working in government, startups and Hollywood over the last 15 years. Cacace spent a decade each as a barber and carpenter, and the two joined forces in 2024, after Glantz completed a carpentry preapprenticeship and was exploring her own path into the trades. Despite having different paths into the trades, their mission was the same: show women that a career in construction is possible, fulfilling and lucrative. The answer: a trendy magazine made by women, for women.

“We knew that if we wanted girls to consider these careers genuinely, we needed to reach them where they already were, and through the people who shape their days — teachers and counselors,” Glantz says. The timing was perfect. Gen Z has “this unexpected love affair with nostalgia for times they actually never lived through,” Glantz continues. She cited Polaroids, record players and ’90s fashion as examples. The magazine is delivered through classrooms, so it can reach girls directly and provided to educators. The duo planned to place a print order for 5,000 copies in March 2025, but demand kept growing as word spread, so they kept increasing their estimates. “We ultimately printed 20,000 copies of our first issue that debuted in August (2025). We are printing 25,000 copies of issue two,” she says. “Before we knew it, magazines were sitting in my dad’s construction

Over the past five years, there’s been a noticeable increase in female candidates pursuing construction management and civil engineering degrees. — Cassie Van Ess, vice president of business development Wespac Construction

warehouse, waiting to be delivered to 400-plus schools and nonprofits around Arizona.” She says girls who feel curious, confident and capable should explore the trade. “I want them to see that construction and skilled trades aren’t a last resort. They’re creative, technical, high-paying career paths that can open doors for decades,” Gantz says. “Equally important: I want them to feel part of a community who is cheering them on.” Providing pathways The Greater Phoenix Chamber Foundation has worked to attract girls to consider a construction career through Build Your Future Arizona and ElevateEdAZ. “We launched it about five or six years ago, at a time when construction jobs were really looked down upon but were in critical demand and critical to our expanding economy,” says Jennifer Mellor, the foundation’s chief innovation officer. “We’ve done a lot of things over the last few years to really try to find new pathways for young women to enter into the construction trade.” ElevateEdAZ provides students with work-based experiences and empowers educators to reimagine classroom learning through educator externships. “What resonates most with young people is people who look like them,” says Mellor, adding that nationally, 10% of the construction workforce are women. “It’s really important to have panels of women focused on those opportunities. We have to be able to build those

buildings for the TSMCs of the world to be successful.” Mellor says Arizona boasts women who inspire girls. Women-owned or -managed companies include Hayden Construction, DP Electric and Concord General Contracting. “Companies are changing the way that they approach their workforce. They recognize the value that women bring to the industry, and they recognize the need,” she adds. Over the past several years, Mellor has witnessed a “huge uptick in the number of students enrolling at the community college and construction trade programs.” Companies who want to encourage more women to join their ranks should consider the importance of workplace culture. “We need to have a more welcoming approach to this work,” Mellor continues. “I was actually with one of our school partners recently. We had a young woman who was interning with Rummel Construction. She explained that it’s predominantly male, but they are so kind and respectful of her as a woman in the workforce. That was really inspiring to hear because I don’t think women have always been treated that way in the past.” A growing cohort Cassie Van Ess, vice president of business development for Wespac Construction, has witnessed an upward trend in women pursuing careers in construction since she began recruiting for the company in 2018. “Over the past five years, there’s been a

noticeable increase in female candidates pursuing construction management and civil engineering degrees,” she says. Van Ess has employed several female summer interns, “some of whom take on roles such as project engineer and estimator,” she says. “Out in the field, our job sites have also seen more women working in the trades including drywall, painting, electrical, welding, concrete, roofing, metal panels, glass and glazing, and site maintenance/cleaning.” Career and technical education programs at schools like EVIT and WestMEC have played a key role in this shift (for men as well). Many women choose these programs as a cost-effective alternative to traditional college, allowing them to enter the workforce sooner through expedited apprenticeships. “They’re not only gaining hands-on experience earlier but also building successful, well-paying careers soon after high school graduation,” Van Ess says. “Pay equity is an important part of this conversation. At Wespac, gender does not influence compensation — period. We compensate based on experience, performance and responsibility, and we remain committed to fairness and transparency, even as we acknowledge that broader industry trends still have room to improve.” The company actively supports Arizona State University’s Advancing Women in Construction forum held every February, and she encourages female employees to attend, participate and connect with other professionals in the industry. 101

BUILD YOUR FUTURE Women’s ability to balance technical precision with creative problem-solving elevates the quality of work and strengthens team dynamics. — Kevin Lawler, co-founder Valley Roofing & Repair

Kate Glantz

“We also take pride in fostering an inclusive environment within our company,” Van Ess continues. “Whenever we have female candidates interested in opportunities at Wespac, we make a point to provide encouragement, mentorship and support to help them grow and succeed in their construction careers. In addition to traditional roles such as trades, project management, estimating and engineering, Wespac also highlights career paths for women in management, finance, risk management and marketing, demonstrating that construction offers diverse opportunities both on and beyond the jobsite.” Building a better workforce Kevin Lawler, co-founder of Valley Roofing & Repair, knows the secret behind successful business: diversity, dedication and talent of its people. “For too long, the roofing industry has been viewed as a male-dominated field, but times are changing, and for 102 | January - February 2026

Jennifer Mellor

Cassie Van Ess

the better,” Lawler says. “Recruiting and retaining women in roofing is not only vital for workforce growth, but also essential for driving innovation, improving client relationships and ensuring the long-term success of the industry.” Lawler and his team feel strongly that women bring fresh perspectives, strong attention to detail and exceptional communication skills that enhance everything from estimating and project management to field leadership and client engagement. “Their ability to balance technical precision with creative problemsolving elevates the quality of work and strengthens team dynamics,” he continues. “In fact, we have found that mixed-gender crews often outperform homogeneous teams in both productivity and collaboration, creating safer and more efficient job sites.” According to Lawler, attracting more women to roofing also helps address one of the industry’s most pressing challenges: the skilled labor shortage.

Kevin Lawler

“By opening doors in a smarter and more effective way to female talent, we expand the pool of qualified candidates and bring in individuals who might not have considered this rewarding trade,” he says. “That means taking an intentional approach to recruitment, including partnering with trade schools, community colleges and workforce programs to highlight roofing as a viable, high-paying and fulfilling career path for women.” However, recruitment is only the first step. In a tight labor market, keeping employees in the fold is crucial. “Retention requires a supportive culture where women feel valued, respected and given opportunities to advance,” Lawler concludes. “That means offering mentorship, leadership development, flexible schedules when possible, and a workplace free from bias or barriers. Celebrating the success stories of women in roofing — whether they are estimators, safety directors or project managers — shows the next generation what is possible.”

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BUILD YOUR FUTURE

Building tomorrow’s workforce

Here’s how contractors and developers can attract — and keep — the next generation of tradesmen

rizona’s industrial boom of semiconductor, manufacturing and data center megaprojects is reshaping the desert horizon as well as testing the limits of the workforce that built it. As seasoned tradesmen retire faster than new talent enters, contractors and developers are feeling the pressure to reach younger generations amid projections that construction will need more than 380,000 additional workers by 2033, according to the Bureau of Labor Statistics. Companies must rethink what it means to build — not just structures, but cultures, training programs and career ladders. The strategies they implement now will determine who attracts and retains the next generation of construction talent needed to sustain this momentum. Build diverse entry points that move talent forward Recruitment today can’t rely on a single pipeline. To fill roles across every level — from the field to the office — employers need a strategy that develops talent across all levels of education and experience. Companies gaining traction are offering multiple ways in, spanning high school, college and career transitions. And these pathways should 104 | January - February 2026

Jon-Paul (“JP”) Jaramill Construction connect the field and office, giving people room to move between them and helping build a stronger, more adaptable workforce. Attracting and keeping the next generation of workers means building up every avenue that keeps the pipeline growing, including: • Early outreach and awareness: Exposure at the high school level is vital for students who have never seen construction as a respected, highearning option. The companies treating this stage as pipeline-building instead of basic promotion are the ones creating interest past graduation. Offering safe demonstrations, site tours or classroom workshops helps students picture a real future in the industry. • Training that converts interest into experience: Partnering with or sponsoring free pre-apprenticeship

programs gives students a chance to explore their aptitude and gain hands-on exposure. These initiatives often reach students in underserved communities and help transition them directly into full apprenticeships, building a stronger pipeline and readying recruits who’ve already experienced life on the job. • College and professional entry points: Not every new hire enters through the field. Many young professionals come from college programs or related industries and discover the trades through internships or early career rotations. These pathways open doors for a different segment of talent that is drawn to technology, management or design — who might not have considered construction otherwise. Companies that invest in these systems and expand routes for people to enter and grow maintain a steady flow of talent ready to shape the state’s next industrial chapter for years to come. Leverage peer referrals to build trust and better fit Referrals can be an effective strategy for bringing in younger workers who are more likely to stay. When someone already on the crew recommends a new hire, it usually means they believe that person can handle the work, match the

pace and carry the right attitude to fit the culture. That built-in trust works as an early filter, which matters for first-time entrants who often rely on friends or peers to help them decide whether a company is a good place to build a career. Well-designed referral systems are still rare in the trades, but they’re proving their value. Some companies reward employees with hourly pay bumps once a referred apprentice reaches a milestone. Others use one-time bonuses, extra time off or other rewards. Referred workers often arrive with a clearer understanding of the job because someone they trust has explained how it operates. That familiarity helps them settle in faster and stay longer — a key advantage for younger workers still deciding whether the trades are the right fit. Open the door wider through tech and support roles Many new entrants are starting through technology and operations rather than traditional fieldwork. Roles in prefabrication, virtual construction, modeling coordination and project support introduce them to the industry while giving them a clear view of how complex builds come together. These pathways create options for people balancing different life stages or responsibilities and allow employees

to cross-train between digital and field environments. That adaptability builds stronger teams, supports retention through high and low cycles, and gives workers a clear path to grow into operational or leadership roles over time. Broadening entry routes beyond the traditional field helps contractors attract people with different strengths. It also solidifies long-term retention, giving new talent a way into the industry that aligns with how they learn, work and see themselves progressing over time. Humanize culture for loyalty and retention to follow A strong reputation has the ability to travel faster than any job posting. Younger workers talk, ask around and pay attention to which companies are known for developing people instead of burning them out. Culture plays a major role in that decision. In fact, a 2025 Deloitte survey found that 44% of Gen Z workers cite toxic workplace culture as their top source of stress — a sign of how much this generation values a supportive environment. And no, culture is neither slogans nor pizza Fridays. It’s built through leadership that’s direct, fair and invested in its people. They want mentors who teach, explain the vision, tell the truth about challenges and connect the work to

something that matters to them. They also expect to be heard. Construction hasn’t always made speaking up easy, and for a more reserved generation, that environment can feel intimidating. Field leaders who listen and give feedback build trust that inspires younger generations to keep showing up. And to make that culture last even longer, it has to keep growing. Many contractors now bring continued learning directly to the field through mobile training trailers and onsite modules where crews can refine skills without leaving the jobsite. Building the workforce that builds what’s next Arizona’s industrial growth shows no signs of slowing — and neither can the effort to strengthen the skilled workforce behind it. The next generation is looking beyond a paycheck toward purpose, connection and growth. Companies that align their recruitment and retention strategies around those values will be the ones shaping what the state’s future looks like next. Jon-Paul (“JP”) Jaramillo is vice president of talent acquisition at Nox Group, an industrial construction company specializing in hyper-scale, missioncritical infrastructure like data centers and semiconductor facilities across the U.S. 105

BUILD YOUR FUTURE

Jump starting education How Grand Canyon University and Rosendin are supercharging student’s careers By LUX BUTLER

rizona’s employers are addressing the ever widening gap in skilled labor, currently being accelerated by the retirement of Baby Boomers, by turning to the next generation. Combined with the explosion of major construction projects in the Valley, educators alongside employers are building new ways to introduce young people to the trades. From high school dual-credit

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John Loukusa

programs to university-led preapprenticeships, a growing network of pathways is helping students earn college credit, industry exposure, and hours toward certification long

before they enter the workforce. A key example in the Valley is the partnership between Grand Canyon University (GCU) and Rosendin, the country’s largest employee-owned electrical contractor. According to John Loukusa, Vice President of Field Operations at Rosendin, the Pre-Apprenticeship for Electricians Pathway is creating meaningful opportunities for students to

(Photo licensed from Adobe Stock)

understand both the technical and human sides of the electrical trade. A pre-apprenticeship that opens doors Rosendin works with GCU’s Center for Workforce Development PreApprenticeship for Electricians Pathway program to offer students valuable realworld experience. “We’ve been working with Grand Canyon University over the last few years,” Loukusa explains.

“It provides kids or young adults an opportunity to pre-apprenticeship and get some college credits.” In 2022, GCU and Rosendin created the four-course, Pre-Apprenticeship pathway that prepares students for an Employer Apprenticeship Program in the State of Arizona. Since the 16-credit program was introduced hundreds of students have started careers in the commercial construction industry.

At Rosendin’s training center, students get more than a classroom overview, they’re exposed to the tools and environment that define electrical work. During field days, students handle conduit, wire, and other components while learning basic electrical theory from experienced professionals. Loukusa says the intent is simple: give young people a real look at the 109

BUILD YOUR FUTURE craft early. Students who complete GCU’s program can apply to Rosendin’s full apprenticeship, which is run jointly with the International Brotherhood of Electrical Workers (IBEW) and the National Electrical Contractors Association (NECA). “They’re able to apply through our apprenticeship program,” Loukusa notes how streamlined entering the workforce can be after going through Rosendin’s program. Teaching communication and confidence “There has been a big emphasis on the soft skills side,” Loukusa says. “How do you interact with people? How do you receive directions? How do you ask questions?” While technical skills

are crucial, Loukusa emphasizes that Rosendin puts equal weight on soft skills, especially communication and safety awareness. Because construction work can be dangerous, Rosendin wants students to know how to speak up when something isn’t clear. “Are they comfortable asking the question when they don’t understand what they’re being asked to do? Or when they’re not proficient in the task and need additional information?” Loukusa says. This emphasis on well-rounded education extends beyond the university program. Rosendin regularly engages with similar high school programs across the state, including West-MEC and EVIT, and typically participates in Arizona Construction Career Days, an event that draws

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thousands of students. This year’s event was canceled due to the government shutdown, but the company continues to seek ways to reach young learners. “We’re just trying to raise awareness in every opportunity we can,” Loukusa says. Challenging outdated narratives about college Loukusa believes that one of the biggest hurdles is shifting outdated mindsets about what success looks like after high school. Over the past several decades, he says, the educational system has emphasized college enrollment above all else. “If we look at the history of the 80s, 90s, and early 2000s, there was this huge push that college was the only path forward,” he says. “And

we’re saying, ‘Hey, college isn’t the path for everyone.’” High school counselors, he adds, are often measured by college enrollment numbers, not long-term career outcomes. “It kind of works against society as a whole,” says Loukusa, “where we’re measuring the wrong things instead of saying, ‘Are they advancing into society in a good way?’” Partnerships, like the one between GCU and Rosendin, offer an alternative, students can gain exposure to the trades, develop hands-on skills and still pursue higher education if they choose. “It gives them this awareness, and they’re also attending college during this time as well,” Loukusa says. A path to many careers, not just one While the focus is on the trades,

“It provides kids or young adults an opportunity to pre-apprenticeship and get some college credits.” — John Loukusa

Loukusa emphasizes that an electrical apprenticeship can be the starting point for many different careers within Rosendin. “We have a lot of careers outside of the trades,” he adds. “This may be their entry path but we have folks who come through on the trade side that become project managers, move into safety, learning

and development or workforce development.” Regardless of where students land, early exposure and hands-on experience can be transformative and is the end goal. “There’s all kinds of paths they can take along the way,” Loukusa says. “It’s about opening those doors.”t

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