Issuu

JULY-AUGUST 2026

IN COMMERCIAL REAL ESTATE 2026 PAGE 18

Industry icons

he unmistakable signs of summer are here — the hum of AC units echo throughout the suburbs, snowbirds have taken flight for milder climates and schools have closed their doors. But at AZ Big Media, rising temperatures coincide with the build up to one of our favorite celebrations. This edition of AZRE honors the Most Influential Women in commercial real estate. These professionals have been selected by our panel of judges for being trailblazers who are shaping the future and culture of a traditionally male-dominated industry. As Arizona’s business landscape continues to change, women will continue to be critical contributors to the state’s growing economic might. Being named a Most Influential Woman merely acknowledges the reality of the impact they have already made on our dynamic state. But this recognition is also about spotlighting what inclusive success looks like, showing young professionals that their ambitions are valid and achievable — for women and men alike. Meet these groundbreaking leaders on the pages that follow. The balance of this issue dives into the workforce issues affecting the construction industry, the City of Phoenix’s push for advanced water purification, how mental health awareness is growing throughout the trades, the growth occurring in Pinal County and so much more. Fire up the barbecue, apply plenty of sunscreen and enjoy this issue of AZRE magazine.

President and CEO: Michael Atkinson Vice President/Publisher: Amy Lindsey EDITORIAL Editor in chief: Michael Gossie Associate editor: Kyle Backer Lifestyle editor: Christina Fuoco-Karasinski Contributing writers: Emma Braford | Kimberly Davids | Mackenzie Miller Interns: Andrew Evans | Char O’Neil | Oz Yangas 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 Office administrator: Jessica Tiller AZRE | PTK Director of sales: Ann McSherry AZ BUSINESS MAGAZINE | AZ BUSINESS LEADERS Sales manager: April Rice Account executive: Tom Allen | Maria Hansen | Lula Hunteman EXPERIENCE ARIZONA | PLAY BALL Director of sales: Tony Imperato RANKING ARIZONA Director of sales: Sheri King

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

2 | July - August 2026

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.

CONTENTS

FEATURES 06 Trendsetters 10 Breaking Ground 12 Big Deals 16 Executive Profile 17 After Hours

10 18 Most Influential Women 40 Arizona Escrow 45 Arizona Builders Alliance

40 78 Construction Technology 81 Pinal County Development

JULY-AUGUST 2026

81 IN COMMERCIAL REAL ESTATE 2026

ON THE COVER: The Most Influential Women in Commercial Real Estate were photographed at the Phoenix offices of Greenberg Traurig. (Photo by Bruce Andersen, AZRE, a publication of AZ Big Media) 4 | July - August 2026

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

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2026

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YOUR COMPLETE MULTIMEDIA SOLUTION! 5

TRENDSETTERS

A new way to city Why Greater Phoenix needs to share its success story

o grow awareness about the region’s advantages and triumphs, local leaders announced A New Way To City on April 21 — a regional brand platform focused on spreading Greater Phoenix’s accomplishments through stories of influencers in technology and innovation, lifestyle and culture, and the arts.

The concept for the initiative was based on the results from a 2025 survey conducted by GPEC that showed a widespread misunderstanding about Greater Phoenix’s economic strength. When asked for descriptors of the Valley, respondents offered contradicting sentiments — quiet vs. bustling; modern vs. western; creative, innovative and awesome vs. boring and lame.

OTHER SURVEY RESULTS Familiar with the Valley?

58% of executives 51% of public

Negative perception of Greater Phoenix?

8% of CEOs 7% of public

Rating the region from 1-5

3.68 from CEOs 3.51 from public

Describing the desert Top response: Hot/warm/dry 6 | July - August 2026

Notable descriptors: Creative Beautiful Innovative Up-and-coming Modern

Economic associations Arizona-based respondents: Technology, aerospace and defense Out-of-state respondents: Hospitality, renewable energy and distribution

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 HOSTING HISTORY: Opened in 2012, The McClelland Library houses a permanent exhibit on The Book of Kells along with 8,000 books from Irish authors, poets, and genealogical sources. Architect Paul Ahern modeled the three-story structure after a 12th century Norman Castle and is the largest library of its kind in the Western U.S. (Photo courtesy of Caruso Turley Scott)

On the map Why the Emerald Isle wandered the Silicon Desert

n 2023, Intel announced that it chose Magdeburg, Germany as the future home of its “megafab” project after a global site selection process. The company has since halted construction, but at the time, 78 locations competed to host the chip manufacturer. Ireland was Intel’s second choice, narrowly losing to its cousins on the Continent. That’s why Anne-Marie Tierney Le Roux, divisional manager for technology at IDA Ireland — the Irish government’s foreign direct investment agency — visited Phoenix in April to study the region’s successful semiconductor ecosystem. Here’s why Tierney Le Roux was “hugely impressed” by what she saw.

8 | July - August 2026

Eyeing AZ “Arizona had the vision and infrastructure that won the TSMC investment. So, we’re here to look at where our gaps are and learn how we can implement what Arizona got right,” Tierney Le Roux says.

Real partnerships are powerful “We’ve met with folks from industry, academia, stakeholders and others involved in the long-term vision for Arizona. It requires everyone to work together — this isn’t a walk-on kind of game,” Tierney Le Roux says.

Workforce pipelines are crucial “My biggest takeaway is how the community colleges and ASU created tailored courses and micro credentials to upskill existing talent or bring in new people. Arizona has worked really hard to win new investments, and growing the workforce helps retain them,” Tierney Le Roux says.

Economically entwined In 2024, the Arizona-Ireland Trade Commission was established within the Arizona Commerce Authority to advance bilateral trade and infrastructure investments, initiate joint action on policy issues, promote business and academic exchanges and encourage mutual economic support, according to a reference sheet published by the Arizona Legislature.

TRENDSETTERS

Leadership lessons From navigating market cycles to building trust and resilience, Arizona’s commercial real estate leaders reveal the insights that helped shape their careers and fuel their success

Lorraine Bergman president and CEO, Caliente Construction: “The most important leadership lesson I’ve learned is that success comes from building and empowering a strong team. Investing in people, fostering growth, and creating opportunities for leadership development has shaped my decision-making. By prioritizing mentorship and collaboration, I’ve helped cultivate experts who drive innovation, ensuring long-term success for our company.”

Molly Carson

Larry Downey

Andrew Geier

Jackie Orcutt

executive vice president, market leader, Ryan Companies US: “I remind myself to listen 50% more than you speak, you will learn a lot more this way. Also, hire people who are smarter than you, support and empower them to excel in their roles, and step aside. This will lead to a team full of smart and hardworking individuals.”

vice chairman, Cushman & Wakefield: “The most valuable leadership lesson learned is to ‘pay it forward’ by fostering collaboration and mentoring young professionals entering the challenging CRE industry. Guiding others has shaped my career by reinforcing the importance of teamwork, building strong relationships, and investing in the next generation driving future industry success.”

executive vice president, Layton Construction: “The most important leadership lesson I’ve learned is to be authentic. By staying true to myself, I can focus on the task ahead instead of performing for others, which has led to clearer decisionmaking and stronger, more genuine leadership throughout my career.”

executive vice president, CBRE: “At the start of my career, and still today, I think it’s imperative to listen to the needs of clients, teammates, and counterparts, and work collectively to develop strategic goals. I have learned a lot from mentors, but also from younger members of my team. Our world is continuously evolving; from the way we communicate, to the way we build and occupy workspace. Staying on the cutting edge of technology and business practices requires collaboration, detailed communication and collective strategy. All hands on deck.”

BREAKING GROUND

EVERY LAST DROP How the Cave Creek Water Reclamation Plant advances water stewardship By KYLE BACKER

n March, the City of Phoenix celebrated the progress made on the construction of its Cave Creek Water Reclamation Plant. Now 50% complete, the project is part of the Pure Water Phoenix plan — an initiative to deploy advanced water purification systems to shore up the municipality’s drinking water supply. “As we move into a period where we have less surface water available to the city — especially through the Colorado River, but maybe someday from the Salt and Verde River systems too — it’s critical that we get the most benefit possible out of every drop of water,” explains Max Wilson, water resources management advisor for the City of Phoenix.

Pure Water Phoenix Timeline 10 | July - August 2026

The technology coming to the Cave Creek Water Reclamation Plant enables the city to clean wastewater to the point where it is “as clean or cleaner” than all the water being sent to residents today, Wilson continues, adding that minerals have to be added back in to meet customer taste expectations and protect the pipes the water is delivered through. “We use a multistage filtration process, much like a reverse osmosis system you may have at home,” he says. “It’s the cleanest water available in our entire distribution system.” The plant will initially produce nearly 7 million gallons of purified drinking water each day — enough water to serve 25,000 households — and has the capacity to double that output as demand

2024 2026 Construction Design phase for begins on Cave North Gateway Creek Water Advanced Water Reclamation Plant Purification Facilty

increases. The Cave Creek facility is one of three water purification projects envisioned within the City of Phoenix. Construction on the plant is slated to complete at the end of 2027, followed by approximately one year of testing and verification procedures before the purified water can be delivered to homes. Wilson says residents in the area can anticipate receiving these supplies by early 2029. “I think all Phoenicians recognize that water is precious when you live in a desert,” he continues. “To me, advanced water purification is just the next logical step in ensuring we use our water as responsibly as humanly possible — and there’s nothing more responsible than using it multiple times.”

2027 Anticipated start of North Gateway Advanced Water Purification Facility Cave Creek Water Reclamation Plant completes construction

PURE WATER PHOENIX: Before being shuttered during the Great Recession, the Cave Creek Water Reclamation Plant delivered recycled water to parks and golf courses. But by 2027, the upgraded facility will initially produce nearly 7 million gallons of purified drinking water each day — enough water to serve 25,000 households. (Image courtesy of the City of Phoenix)

Max Wilson Old facility, new purpose Even though the Cave Creek Water Reclamation Plant just reached the halfway point on its construction schedule, the facility itself has been in the community for decades. Nazario Prieto, assistant water services director for the City of Phoenix, explains that municipal leadership planned for the site to eventually become the city’s first advanced water purification plant back in the late ‘90s. “At the time, advanced water purification was banned in Arizona, but city leaders knew that one day that would change and we’d need [this technology],” Prieto continues. But when the Great Recession hit, the decision was made to mothball the

2028 Design phase for 91st Ave. Advanced Water Purification Facility

plant after being operational for about 10 years. The site lay dormant until the city identified that the surrounding area was running out of conveyance capacity. “Around 2017, we brought in a design consultant,” Prieto says. “Advanced water purification was still prohibited, but we felt like that was going to change, and one year later it did. That allowed us to move forward with a plant design that incorporated the elements needed for us to do advanced water purification in the future.” Since the regulations around distributing advanced purified water to residents were still being written at that time, Prieto notes that the city had to make an educated guess on what the

2029 Cave Creek facility sends first delivery of advanced purified water

Nazario Prieto

requirements would be. “We went with a full reverse osmosis ultraviolet advanced oxidation process,” he continues. “Once the rules came out in 2025, we only needed to add a few little things.” Wilson acknowledges that the idea of drinking treated wastewater may sound off putting to some people but reiterates that the process is backed by science and produces the highest purity water in the municipality’s portfolio. “If that’s not enough for folks, consider that some of our most senior water executives and city leadership live [near the Cave Creek Water Reclamation Plant] — including myself,” he concludes. “We’ll be among the first people to actually drink this water.”

2030 North Gateway Advanced Water Purification Facility completes construction

2033 91st Ave. Advanced Water Purification Facility completes construction

Anticipated start of 91st Ave. Advanced Water Purification Facility 11

BIG DEALS THE BIGGEST COMMERCIAL REAL ESTATE DEALS in Metro Phoenix from April of 2026 Vineyard Towne Center $69,625,000 Address: 37666 N. Gantzel Rd., Queen Creek Property description: 232,626-square-foot shopping center Buyer: Fidelity Investments Seller: Vestar Property Management

BIG DEAL IN APRIL: Vineyard Towne Center is a dynamic open-air retail destination that has quickly become a cornerstone of Queen Creek’s continued economic expansion. (Photo provided by Vestar)

Arrowhead Summit

Wolff Scottsdale Senior Facility

$101,352,000

$47,200,000

Address: 18330 N. 79th Ave., Glendale Property description: 412-unit gated apartment complex Buyer: NALS Apartment Homes Seller: LivCor (Blackstone subsidiary)

Address: 8225 E. Indian Bend Rd., Scottsdale Property description: 175,659-square-foot , three-story senior facility Buyer: Ventas Inc. Seller: The Wolff Company

7400 West Buckeye Road

Grandstone at Sunrise Villas

$50,500,000

$45,850,000

Address: 7400 W. Buckeye Rd., Phoenix Property description: 325,800-square-foot distribution centerBuyer: Cohen Asset Management Seller: Cohen Asset Management

Address: 24701 N. Lake Pleasant Pkwy., Peoria Property description: 140-unit build-to-rent community Buyer: MetLife/MetLife Investment Management Seller: Thompson Thrift

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THE BIGGEST COMMERCIAL REAL ESTATE DEALS in Metro Phoenix from May of 2026 University of Phoenix - Riverpoint Center $103,000,000 Address: 4025, 4035, 4045, 4050 and 4055 S. Riverpoint Pkwy., Phoenix Property description: 628,192 square feet of office tower — one 10-story and two 6-story towers Buyer: LXP Industrial Trust Seller: Epic UK Ltd. Broker: Newmark

BIGGEST DEAL IN MAY: The University of Phoenix - Riverpoint Center is a 37-acre campus that consists of three office buildings. (Photo provided by Carpenter Sellers Del Gatto Architects)

Longbow Luxury Apartments

3809 E. Watkins St., Phoenix

$95,250,000

$44,150,000

2950 N. Recker Rd., Mesa 339-unit apartment complex Buyer: Millburn and Company Seller: DR Horton

3809 E. Watkins St., Phoenix 129,528square-foot industrial property Buyer: Belkorp Seller: Oxford Properties Group Broker: Cushman & Wakefield

West Summit at Surprise - Building 1

1,260 agricultural acres in Gila Bend

$63,887,560

$38,943,172

13401 W. Sweetwater Ave., Surprise 453,960-square-foot distribution-intensive warehouse Buyer: US Merchants Seller: Mohr Capital

Gila Bend 1,260.27 acres of agricultural land Buyer: Arizona Public Service Company Sellers: Cheryl Banning & Robert L Van Hofwegen 13

BIG DEAL

OFF THE ICE

Abandoned North Phoenix project gets new life as $190 million sports complex By CHRISTINA FUOCO-KARASINSKI

250,000-square-foot, nearly $190 million multisport complex in North Phoenix is back on track, fulfilling the dream of SSS Partners CEO Shubham Pandey — and his neighbors. Fire ‘N Ice Arena, a nearby hotel and SSS Academy, its operator, will sit on 17.5 acres at 2727 W. Bronco Butte Trail — near the I-17 and Sonoran Desert Drive, adjacent to TSMC. The arena will have a capacity of 2,500 guests in full end-stage or inthe-round configurations. The arena sits on the “dry-court side,” ready for basketball, volleyball and pickleball. The space will be available for tournaments and multisport events. Pandey says the hotel, which he called a Hilton, will open within two months. A Hilton spokesperson says, however, “Hilton is committed to growing our presence and meeting our guests’ needs in the destinations where 14 | July - August 2026

they want to travel — with the right hotel in the right place at the right time. We recognize the opportunity for growth in Phoenix, but we have nothing to confirm at this time.” Meanwhile, the arena is tentatively set for Aug. 15, with a hard deadline of Sept. 1. “Fire ‘N Ice” refers to the complex’s duality. The ‘ice’ side features two NHL-style rinks; full Jumbotrons; locker rooms, coaches’ rooms and filmreview spaces; and seating designed for showcases, tournaments and junior level games. The ‘fire’ will be a restaurant with a ‘massive’ pizza oven,” according to Fire ‘N Ice’s Nicole Dabney. Earlier this year, SSS Academies forged a partnership with Entertainment Events Inc. (EEI) to “deliver a dynamic, year-round calendar of ticketed live events to the venue’s state-of-the-art multiuse arena.” The partnership launches with the venue’s grand opening in September.

According to the agreement, EEI will book and present ticketed live events, including major concerts by national touring artists, headlining comedians, tribute bands, full-scale Broadway and Off-Broadway productions, immersive theatrical experiences and family entertainment. “It’s a passion project,” says Pandey, whose three sons play hockey. “But it’s also a project that needed someone willing to take on the mess.” Frozen progress The development began as a privately funded arena hotel concept about a decade ago. Construction moved swiftly, however, the ownership changed, financing collapsed and the pandemic halted work. When Pandey stepped in, the building was a shell. “You don’t know what’s missing until you start opening walls,” he says.

Shubham Pandey

FIRED UP: Located near TSMC in the North Valley, the 250,000-square-foot Fire ‘N Ice Arena is set to open by Sept. The $190 million project has capacity for 2,500 guests in the arena, features two NHL-style ice rinks and will host major live events. A Hilton hotel is rumored to be part of the development, but a company spokesperson says, “we have nothing to confirm at this time.” (Rendering courtesy of SSS Academy)

The Phoenix Industrial Development Authority (Phoenix IDA) — a “public finance authority that issues private activity bonds to support projects serving the public good,” according to its website — participated in the following private activity bond transactions for these projects: $185 million in educational facilities revenue bonds for SSS Academy, and $15.2 million in hotel revenue bonds for the Fire ‘N Ice Hotel. Pandey’s team has done more than $1.5 billion in construction, according to Dabney. His team spent more than a year and close to $65 million untangling the project’s past. “It took me almost 18 months just to clean it up,” Pandey says. “There were broken pipelines everywhere — contracts, inventory, construction gaps. But the hockey component made it worth it.” Pandey has built dozens of sports education facilities nationwide — but none with ice. That was enough to pull him into a stalled, complicated, expensive project in a state that just lost its NHL team. “This one is personal,” he says. “I’ve built a lot of arenas, but never one with hockey. This is the one I’m most involved in.” Pandey says he is doing his best to keep the project on schedule, as construction crews are working double shifts to keep pace. More importantly, he is confident

the development will deliver what the community has been waiting for. “Every week, you see a big change,” he says. “It’s finally happening.” Pro player pipeline Pandey’s background is in education and construction, not hospitality. His company operates 62 schools across the country, serving more than 18,000 students, he says. He also founded Alpha One AI, an AI driven education platform used by schools and government agencies. His construction company, under usaeducationfund.com, has done more than $1.5 billion in construction. Sports academies became part of his portfolio in 2013 — basketball, volleyball, aquatics and other programs were built into K-12 schools. Fire ‘N Ice is the first to include hockey. The on-site SSS Academy will serve grades nine through 12, with in-person, hybrid and online classes. The goal is to create a pipeline for athletes aiming for Division I, II or III college programs. “We’re strong in education,” Pandey says. “We can give them an accredited pathway and the training they need daily. That combination is what makes this different.” Pandey says during school hours, the facility will function as a training

center. Evenings and weekends will be reserved for community use — house leagues, club teams, adult leagues and tournaments. Acknowledging the loss of the Arizona Coyotes, Pandey says Fire ‘N Ice will quell “hockey fever.” This August, the facility will launch Arizona’s first NA3HL (North American 3 Hockey League) junior team named the Phoenix Inferno — a Tier III program for players ages 18 to 21. Sanctioned by USA Hockey, the league has teams around the country. “Having junior teams helps establish the pathway,” Pandey says. “If you want an NHL team again someday, you need the infrastructure.” The academy team will be SSS Phoenix Academy, and the house team is the Phoenix Flames. Before construction restarted, the site drew attention. According to Pandey, drivers gawked, and some inquired at the temporary office. He attributes the reaction to two things: the long wait and the lack of ice sheets in the Valley. Hockey demand has outpaced supply for years, especially in the North Phoenix corridor. “People were waiting for this,” he concludes. “They thought it was coming, then it wasn’t, then it stalled. Now it’s real.” 15

EXECUTIVE PROFILE LAP OF LUXURY: Developed by Statesman and designed by ABLA, The Luxe at Desert Ridge is a premier luxury condominium development backing up to the JW Marriott Phoenix Desert Ridge Resort, with views of the Jack Nicklaus and Nick Faldo golf courses adjacent to High Street, City North and Desert Ridge Marketplace. The homes themselves are spacious and stylish, boasting expansive patios that offer breathtaking, unobstructed views of the surrounding golf course and the majestic Pinnacle Peak Mountains. (Photo courtesy of Statesman)

All according to plan How Brian Rogers designs comprehensive communities

Brian Rogers

By EMMA BRADFORD

uccessful projects do not happen by accident — they’re the result of a clear vision backed by meticulous planning. At ABLA, an architectural and design firm, this strategy starts with an understanding that no two developments are the same and each requires a flexible, nuanced approach for it to flourish. ABLA Vice President Brian Rogers has spent nearly two decades working on large-scale master-planned communities across the Southwest. Rogers approaches design both creatively and strategically disciplined, focusing on how early planning decisions shape how communities’ function, phase and perform over time. AZRE magazine sat down with Rogers to learn more about his experience, how he approaches projects and how he sees large-scale planning shifting. The following responses have been edited for clarity and length.

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AZRE: What has your two decades of experience working on large-scale master-planned communities across Arizona, Texas and California taught you? Brian Rogers: It has required a level of adaptability, as each region brings its own context, challenges and expectations. That’s pushed me to grow in how I approach both planning and design. Over time, that experience has helped me develop a broader perspective. I’ve had the opportunity to operate at multiple scales — from large master-planned communities down to more intimate spaces where detail and materiality come to life. AZRE: How do you approach each project? BR: It comes down to three core ideas. First is being original by design — we focus on understanding the land, context and client vision to create something authentic that defines identity. Second is being

adaptable; every project has variables — site conditions, market shifts, stakeholder input — and we use that complexity to refine and elevate the outcome. Third is being intentional; every decision, from early planning through execution, is made with purpose and tied to the long-term success of the community. AZRE: What shifts are you seeing in how large-scale communities are being planned and delivered across Arizona? BR: We’re seeing a shift toward more experience-driven planning. Buyers are focused on the full community — arrival, amenities, connectivity — not just the home. At the same time, expectations have risen, so developers are placing more emphasis on identity and differentiation. Environmental factors are also becoming central to planning decisions. With longer timelines, there’s a greater need for flexibility.

AFTER HOURS ENDURING SUCCESS: Taylor Earl is the managing partner at Earl & Curley, a law firm that focuses exclusively and zoning and land use. Earl explains that his father — who passed in 2020 — helped found the practice, adding that he feels honored to “fill his shoes.” Earl says his goal is to continue the pursuit of excellence rather than resting on the laurels of the firm’s established reputation. (Photo by Bruce Andersen, AZRE magazine, a publication of AZ Big Media)

The Ironman attorney How Taylor Earl goes the distance on and off the clock By KYLE BACKER

very year, people across the world test their mettle in Ironman triathlons. Each race consists of three sections — a 2.4-mile swim, 112mile bike ride and 26.2-mile run — and earning the right to be called an Ironman is considered by many to be the crowning achievement for an endurance athlete. Taylor Earl, managing partner at Earl & Curley, is among the few who have conquered the 140.6-mile gauntlet. AZRE magazine sat down with Earl to learn more about his legal practice, how developers can set themselves up for success and how the Ironman mindset helps him professionally. This interview originally appeared on the AZ Big Podcast with Michael & Amy. The following responses have been edited for clarity and length. AZRE: For those who don’t know, what does land use and zoning work entail? Taylor Earl: If a developer sees a piece of dirt and wants to put apartments there, it’s not as simple as getting a building permit. That land may only be allowed to have one home on it, so you have to go to the municipality and ask for permission. That means working with the planning department, city council

and neighbors. I tell people I’m really a land development consultant. I do things people consider lawyerly like draft contracts, but I usually don’t go to court. AZRE: Is Arizona’s land use and zoning environment difficult to work in? TE: Our firm works exclusively in Arizona, and in many ways, this state is pro-development. We see ourselves as a relatively young place with lots of opportunity, and we don’t have the same regulatory issues that California has. A project that takes two years here might take five in California. Even here, people get development fatigue, but I think there’s a general understanding that it’s good to grow. AZRE: What can developers do to help make the process go smoothly? TE: Candidly, we’ve found that having early conversations with decision makers to be the most helpful. That doesn’t mean only talking with elected officials — city staff are the first people you meet with and need to get buy in from. They’re the ones who will make a recommendation in most zoning cases. We meet everyone and tell them what we’re proposing and ask if it’s something

they’d support. The goal isn’t to get a hard commitment from them but to try to understand if they have any concerns or if there are groups they’d like us to talk to. Getting as many data points early serves as a guide and helps us understand if a deal is possible before we get too deep into it. AZRE: You’re an Ironman triathlete. Did you learn any lessons through the training process that have been useful for your career? TE: When you’re on a long training run, your body’s telling you, ‘I’d really rather be done,’ but you know what you need to do. In an Ironman Triathlon, you do all this mileage before running a marathon at the end. It’s a long slog, but you have to turn the part of your brain off that’s telling you how great it’d be to stop and just get it done. It’s not that dissimilar to when I’m trying to get something out to a client and it’s 1 a.m. Sometimes you just have to stay in the trenches because the deal is important to the client. And at the end of the day, we’re a service industry, and people need to feel like they’re getting good customer service.

MOST INFLUENTIAL WOMEN

BUILDING SOMETHING

THAT LASTS Arizona’s Most Influential Women in Commercial Real Estate for 2026 look to inspire and elevate others

By MICHAEL GOSSIE

n commercial real estate, success is often measured in square footage, skyline-changing developments and transactions that reshape communities. But for many of Arizona’s Most Influential Women in Commercial Real Estate for 2026 — selected from a field of more than 2,200 women under consideration — legacy means something far more enduring: people. Ask these leaders what they hope to leave behind, and their answers reveal a shared vision rooted not simply in professional achievement, but in mentorship, opportunity, resilience and purpose. Their aspirations reflect an industry evolving beyond deals and developments into one focused on lasting human impact. For Suzanne Fallender, vice president of Global Impact & Sustainability at Prologis, legacy begins with responsibility — proving that sustainability is not just an environmental ideal, but a business imperative. “I hope to demonstrate that integrating sustainability strategies into core business operations not only creates positive environmental and social impact but also drives longterm business value and resilience,” Fallender says. Her vision extends beyond buildings and balance sheets. She is equally passionate about helping professionals across finance, development, construction, leasing and operations integrate sustainability into their own careers, creating pathways for the

18 | July - August 2026

next generation of leaders to make meaningful contributions. Others define legacy through relationships and trust. Emily Currie, associate vice president at Colliers, hopes to be remembered as someone who elevated the commercial real estate experience itself — helping clients make decisions that not only strengthened businesses and investments but also improved communities. “I hope to be remembered not only as a top-producing broker, but as a trusted advisor who opened doors for others,” Currie says. For Currie, perseverance, authenticity and hard work are not just personal values — they are the blueprint for creating influence that lasts long after a deal closes. That people-first mindset resonates deeply with Anna Madrid, co-owner and executive vice president of Derek Builders, who sees leadership as something measured by growth — not only organizational growth, but personal growth. “I want to be remembered as a leader who built more than successful businesses,” Madrid says. “I want to be known for creating opportunities, empowering others to reach their potential, and leading with integrity, energy, and purpose.” Her vision of success centers on building stronger teams, cultivating lasting relationships and creating workplaces where people feel valued, challenged and inspired. For Madrid, the most important structures leaders

build are often invisible — trust, culture and confidence. Mentorship also sits at the center of Carol Schillne’s aspirations. The senior vice president at Orion Investment Real Estate hopes her legacy will be defined by encouragement and helping others recognize what is possible for themselves. “We spend so much of our lives working, so it’s important to build a career that brings purpose, energy and fulfillment,” Schillne says. She hopes to create opportunities not only for future professionals, but also for her two sons, building a business where others can grow, succeed and thrive. For Jennifer Villalobos, senior associate at Cushman & Wakefield, legacy means removing barriers. “I hope to be remembered as someone who opened doors rather than guarded them,” Villalobos says. Her goal is to create opportunities for minority professionals in industries that have historically lacked diversity and inclusion, proving that leadership can be rooted in authenticity, compassion and service. Together, these women reflect a powerful truth about leadership in commercial real estate: While buildings may define skylines, people define legacies. The most influential leaders are not remembered solely for what they built, but for whom they empowered, inspired and elevated along the way.

THE MOST INFLUENTIAL WOMEN OF 2026

From a field of more than 2,200 women under consideration, here are the Most Influential Women in Commercial Real Estate for 2026, as selected by the editorial board of AZRE magazine and a panel of 12 former Most Influential Women. The Most Influential Women in Commercial Real Estate for 2026 will be honored at a celebratory dinner on Aug. 20, 2026, at Chateau Luxe in Phoenix. To learn more, visit azbigmedia.com.

Annette Anderson Arizona Escrow & Financial Corporation

Valerie Granger Suntec Engineering & Design

Anna Madrid Derek Builders

Lynne Orlowski Ware Malcomb

Emily Currie Colliers

Amy Hawkins Clayco

Lisa Murphy GCON

Kelly Royle JLL

Tara Ereth Barendrick Lincoln Property Company

Tamara Jamison CORE Construction

Wendy Odom ADM Group

Carol Schillne Orion Investment Real Estate

Suzanne Fallender Prologis

Jennifer Villalobos Cushman & Wakefield

Alissa Franconi RSP Architects

Jennifer Wallace-Sasek McCarthy Nordburg

MOST INFLUENTIAL WOMEN

Annette Anderson

President // Arizona Escrow & Financial Corporation Background: Anderson’s career with Arizona Escrow & Financial Corporation began in 1991 as the receptionist, quickly rising through the ranks to become an escrow officer specializing in business and commercial real estate transactions. After expanding her expertise in Southern California’s residential real estate market and construction industry from 2000-2009, Anderson returned to Arizona and opened a successful restaurant in 2013 with her husband in Gilbert. Anderson was asked return to AEF in 2020. In 2022, she was promoted to vice president of escrow operations and in 2023, she was appointed president of the company. Advice to younger self: “Don’t change who you are just to make others comfortable. Your responsibility is to be authentic, even when it feels difficult or unpopular. The right people will appreciate you as you are, not as a version of you that’s been edited for their approval. It’s not your job to manage everyone else’s comfort, that belongs to them.” Surprising fact: “I was born in Arizona but raised in Tennessee, so I grew up with a strong Southern accent. When I moved back to Arizona my junior year of high school, I actually retrained myself to speak without it after getting teased. Most people would never guess it now, but every once in a while, that Southern charm sneaks back in. I guess you can take the girl out of the South, but you can’t take the South out of the girl!”

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THE ART & SCIENCE OF BUILDING 21

MOST INFLUENTIAL WOMEN

Tara Ereth Alissa Barendrick Franconi

Kelly Royle

Director // Lincoln Property Company

Principal // RSP Architects

Vice president // JLL

Background: Barendrick has over 20 years of experience in commercial real estate. As director for Lincoln Property Company, Barendrick oversees property management operations for a 24-million-square-foot portfolio of Class A office and industrial assets across Arizona, Nevada, and New Mexico. Barendrick’s responsibilities include oversight of administration, personnel management, strategic planning, budgeting, capital project management and tenant and client relations.

Background: Franconi is an award-winning designer who specializes in creating dynamic workplaces that support employee engagement. The first woman principal in RSP’s Phoenix office, Franconi leads the Interior Design Studio, acting as a key client relationship holder as well as design leader and mentor.

Background: Royle specializes in industrial agency and tenant representation with a focus in the West Valley. In 2025, Royle was involved in 10.5 million square feet of leasing and sales, and 715 acres sold, with a total of $10.8 billion in transactional volume.

Advice to younger self: “Invest in relationships to strengthen your network. I’ve learned that investing in relationships is one of the most effective ways to strengthen your professional network. Networking doesn’t have to mean overly socializing or working a room; it can be as simple as building genuine, one‑on‑one connections.” 22 | July - August 2026

Advice to younger self: “I would tell myself to trust her instincts and stop secondguessing the things you already know deep down. Not everything needs to be rushed — life has a way of unfolding exactly when its meant to, even when it feels uncertain.” Surprising fact: “I’m equally obsessed with building intricate Lego creations and screaming every word to a Taylor Swift song — I’m basically either in my creative zone or my concert era, no in-between.”

Desire for legacy: “I hope my professional legacy is not only about the deals and jobs I’ve helped bring to Arizona, but also the path I’ve helped to widen for women in commercial real estate. I want future female brokers to look at our industry and think, ‘There’s a place for me here.’ If I can inspire even one woman to pursue commercial real estate, that would be a legacy worth having.”

MOST INFLUENTIAL WOMEN

Emily Currie Associate vice president // Colliers Background: Currie is an Arizona-born native and commercial real estate professional specializing in office and healthcare properties across Arizona. As an associate vice president at Colliers, she represents both landlords and tenants in leasing, investment sales, and strategic real estate advisory services. Since beginning her career in 2008, she has been involved in transactions totaling more than 2.5 million square feet and over $300 million in consideration. Advice to younger self: “You do not need to have everything figured out to get started or to be successful. The moments that challenge you most will ultimately shape your resilience, work ethic and character. Keep betting on yourself, find a good mentor, never stop learning, and never underestimate the power of relationships, authenticity, and determination.” Surprising fact: “I love music and have played multiple instruments, starting with guitar when I was 5 years old. I’ve also played drums, saxophone and taught myself piano. While attending the University of Arizona, I had gigs playing guitar and singing in bars and restaurants. After college, I even wrote and produced an original song.” Learn more: colliers.com/arizona

A Stronger Arizona is Built Together Behind every thriving community are people willing to roll up their sleeves and invest in something bigger than themselves. During Prologis’ IMPACT Day, the Phoenix team partnered with Habitat for Humanity to help support stronger futures for Arizona families and communities—one project, one neighborhood and one act of service at a time. Prologis – Phoenix 2525 E. Camelback Road, Suite 400 Phoenix, AZ 85016 Main: +1 602 474 8350 prologis.com

24 | July - August 2026

Building Tomorrow Together

Suzanne Fallender Vice president, Global Impact & Sustainability // Prologis

Background: Fallender leads Prologis’ global impact and sustainability strategy, data and reporting and strategic initiatives that advance the company’s leadership in sustainable logistics real estate. She partners across Prologis to scale sustainability and community impact initiatives, including progress toward Prologis’ net-zero goals and investments in resilient supply chain infrastructure. She also serves on the board of the Prologis Foundation. Advice to younger self: “Don’t be afraid to take bold leaps toward new opportunities. After spending many years in the technology sector, I was initially unsure about transitioning into commercial real estate, but joining Prologis was one of the best decisions I’ve made. Being part of a global company that is helping shape the future of sustainable logistics while also making meaningful investments in local communities — including throughout Arizona — has been incredibly rewarding, professionally and personally.” Surprising fact: “I was a music major in college and recently had the opportunity to play electric guitar and keyboards in a band with several of my Prologis colleagues.” Learn more: prologis.com

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MOST INFLUENTIAL WOMEN

Valerie Granger Director of engineering // Suntec Engineering & Design

Background: Granger is a structural engineer with over 20 years of experience designing buildings of various scales and types. As the engineer of record for over 100 major projects, Granger has expertise in ensuring project success from conception through completion. Her commitment to integrating engineering with construction practices minimizes rework and enhances cost certainty, underscoring the value of design build projects. Granger provides designs aligned with architectural concepts and recognizes the value gained in incorporating input from construction experts to ensure efficient and constructable designs. As a part of the Suntec team, Granger continues to be instrumental in shaping skylines. Advice to younger self: “Don’t worry about anything other than the main goal, which is doing whatever is best for the building you’re trying to design and construct. And don’t sign a non-compete agreement.” Surprising fact: “I began working at a young age. By 16, I was managing our family’s farm store. One of my former employees is now my husband, which gave me early, practical experience in supervising challenging staff.” Learn more: suntecconcrete.com/engineering-design

JULY-AUGUST 2026

COMING NEXT ISSUE FEATURED TOPICS INCLUDE:

IN COMMERCIAL REAL ESTATE 2026

• The new 9-5: Ofﬁce trends to watch heading into 2027 • A deep dive into the Commercial Real Estate Development Association (CREDA) • The coolest ofﬁces in Arizona for 2026 • What are the challenges and opportunities shaping the multifamily sector? • A look at the trends shaping Northern Arizona development

For additional information call 602.277.6045 or visit azbigmedia.com

26 | July - August 2026

Carol Schillne Senior vice president // Orion Investment Real Estate

Background: Schillne is principal of the Schillne Retail Team at Orion Investment Real Estate, where she leads a nationally connected commercial real estate brokerage specializing in retail tenant representation, landlord leasing and investment sales. With more than 35 years of experience, she is recognized for helping retailers, franchise brands, landlords and developers strategically expand across Arizona and nationwide through the Retail Brokers Network. A respected industry leader and speaker, she serves in leadership roles with AZCREW and the Retail Brokers Network and serves on the advisory board for the Colangelo College of Business at Grand Canyon University. Surprising fact: “Before brokerage, I spent my days chasing black lines at the bottom of a swimming pool. I was an All-American scholar athlete and team captain at the University of Southern California. Competitive swimming taught me discipline, resilience and how to stay calm under pressure — skills that still come in handy during real estate negotiations today.”

Jennifer Villalobos

Senior associate // Cushman & Wakefield Background: Villalobos is a first-generation Mexican American breaking barriers in commercial real estate and beyond. Since transitioning to brokerage in 2024, she has completed nearly 50 transactions entirely through referrals, closing over 20 deals in her first year, and securing a 30,000-square-foot, five-year office lease in her second year. She was selected as one of only four recipients across North America for the 2025 NAIOP Developing Leaders Award. Advice to younger self: “I would tell myself to give myself grace and trust that everything will fall into place exactly as it’s meant to. Stop trying to fit a mold that was never made for you. The moment you show up authentically, bringing your full self, your color, personality and heart into your work, that is when everything starts to click. You don’t need to do business like anyone else to be successful. People will be drawn to you because you genuinely care. Lean into that. Si se pudo!”

MOST INFLUENTIAL WOMEN

Amy Hawkins

Vice president of operations // Clayco Phoenix Construction Background: Hawkins is a distinguished construction executive with more than three decades of experience. Hawkins has spent the last four years successfully delivering mission-critical infrastructure projects for the world’s most influential hyperscale technology companies. As vice president of operations for Clayco Phoenix, she oversees a portfolio of more than $3 billion in data center construction, helping drive Arizona’s growth as a national technology hub. Known for her commitment to safety, operational excellence and team development, Hawkins has earned a reputation as a trusted leader and mentor. Her ability to navigate complex challenges while cultivating strong relationships has made her an influential figure in the construction industry and a role model for emerging professionals. Advice to younger self: “If I could give advice to my younger self, I would say: take more chances and trust yourself sooner. Don’t wait for someone else to validate your opinion before sharing it. Speak up in the meeting, pursue the opportunity that feels just beyond your reach, and don’t be afraid to challenge conventional thinking.” Professional legacy: “My professional legacy won’t be defined by the buildings I helped construct, no matter how complex, iconic or challenging they were. It will be defined by the people. I was fortunate to learn from some of the best leaders in our industry, and the greatest privilege of my career has been paying that forward. If I’ve helped someone believe in themselves, grow as a leader, advance their career, or realize their potential, then that’s the legacy I’m most proud of leaving behind.” Surprising fact: “A fun fact about me is that I’m a descendant of Massasoit, the great Wampanoag leader whose alliance with the Pilgrims became part of American history. As a construction executive, I like to think leadership runs in the family. Although, if we’re being honest, my ancestors probably deserve credit for the original Thanksgiving project — and we’re still reviewing the lessons learned 400 years later.” Learn more: claycorp.com

28 | July - August 2026

MOST INFLUENTIAL WOMEN

Tamara Jamison

Regional vice president // CORE Construction Background: Jamison is regional vice president at CORE Construction, where she leads civic and public safety initiatives across Arizona. Known for building trusted partnerships with civic leaders, she is a passionate advocate for innovative public safety design and champions CORE’s Clean Public Safety Building (CleanPSB) initiative, supporting the health and readiness of first responders. Beyond her professional leadership, Jamison is deeply committed to community service, supporting charitable organizations across the state and serving on the boards of the Spring Training Sundancers, Honor Dance and the PHX East Valley Partnership. Advice to younger self: “I would tell my younger self to stop worrying so much about what other people think. Stop questioning whether you belong in the room, whether you’re experienced enough, or whether your voice matters. Most of the time, those doubts exist only in your own head. I would also tell her to listen a little more closely to the advice from the people who love you. I probably should have listened to my mom when she told me not to quit piano lessons, and I definitely wish I had started golf sooner. Focus on serving others, leading with integrity, and doing the work. Your voice, your character, and your results will earn their place.” Surprising fact: “A surprising fact about me is that Pocahontas is my 11th great-grandmother. My grandmother spent nearly 20 years doing genealogy research every Wednesday, tracing our family history because she loved it. It’s definitely a fun conversation starter and something most people don’t expect. For me, though, the best part of the story is the dedication my grandmother had to preserving our family’s history.”

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MOST INFLUENTIAL WOMEN

Anna Madrid Executive vice president // Derek Builders

Background: Madrid is an Arizona native whose professional career began 30 years ago with Westcor Partners, a commercial real estate developer specializing in the ground-up construction of retail shopping centers. Leveraging her expertise in leasing and business development, she transitioned from the developer side into tenant representation, where she led strategic growth initiatives and expanded her clients’ national brand presence. In 2019, she joined Derek Builders, where she applied her extensive experience in launching and scaling business divisions, driving organizational growth, and leading high-performing teams. Advice to younger self: “Believe in yourself sooner. Stop worrying about having everything figured out already. Understand that career paths rarely unfold exactly as planned, and growth often comes from unexpected opportunities and challenges.” Surprising fact: “One fact about me that most people don’t expect is that I’m a singer/songwriter. While much of my career has centered around business leadership and strategic growth, my creative side has always played an important role in shaping how I think and connect with others.” Learn more: derekbuilders.com

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Wendy Odom CEO // ADM Group

Background: As CEO of ADM Group, Odom brings more than 25 years of experience leading teams and managing projects across architecture, interior design and education. A native of Arizona, she graduated summa cum laude from Arizona State University’s College of Architecture with a bachelor of science in design. Advice to younger self: “If I could give my younger self one piece of advice, it would be that building a meaningful career takes hard work and periods of deep focus, but it should also include intentional time for the people who matter most. I have learned that while early sacrifices in education and career can open doors to greater stability and freedom later in life, balance still matters throughout the journey. It is OK not to pursue perfection in every phase of life, to take time for myself, to be present with family and to release the pressure of always meeting every demand flawlessly.” Learn more: admgroupinc.com

Accelerate your success. Transform your workplace and increase productivity. Colliers stands ready to guide you to increased savings in your business portfolio, a leveraged workplace that attracts and retains talent, and a refined global workforce plan. Let’s discuss solutions that can help you plan and execute on your goals.

colliers.com/arizona

Accelerating success.

MOST INFLUENTIAL WOMEN

Lisa Murphy Chief financial officer // GCON Background: Murphy is GCON’s CFO. She earned a bachelor’s in accounting from the University of Arizona, an MBA from ASU, and is a CPA licensed in the State of Arizona. Murphy began her career in Arizona’s Office of the Auditor General, then the City of Scottsdale, leading the accounting department. She expanded into nonprofits with the Frank Lloyd Wright Foundation as vice president of finance, then COO. Murphy joined GCON in 2019, now in the role of CFO. She leads the company’s financial trajectory, strengthening GCON’s position as a national contractor, preparing the organization for the next chapter of growth. Advice to younger self: “You can be an introvert and a successful leader. You can be driven and empathetic. You can be a mom, wife and leader. But don’t be afraid to seek what you need to be successful. If you need time for your family or your own health, find a way, but give 110% when you are able. No matter how much our companies are like family, your job is at its very essence an exchange transaction — your service for their payment, always look for ways to add value.” Defining legacy: “I want to leave a legacy of valued and honorable service along with helping to encourage and create the next set of leaders.” Surprising fact: “I love studying music, art and architecture. I studied piano for 12 years, played clarinet in a band, sang in choirs, and was an assistant drum major of my high school marching band. I was fortunate to be able to work at the Frank Lloyd Wright Foundation and School of Architecture for nine years, where I was surrounded by Frank Lloyd Wright’s architecture, world-class architects and architecture students.” Learn more: gconinc.com

34 | July - August 2026

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Lynne Orlowski Principal // Ware Malcomb Background: Orlowski has built a standout career at Ware Malcomb since joining the firm in 2015, earning five promotions on her path to principal of the Phoenix Interior Architecture & Design Studio. With more than 15 years of industry experience, she leads projects across the office, healthcare, manufacturing and industrial sectors. Known for her collaborative leadership style and creative problem-solving, Orlowski has guided multiple award-winning projects that not only bring clients’ visions to life, but also create meaningful experiences for the people and communities they serve. Advice to younger self: “I would tell my younger self to give herself a little more grace. Early in my career, I felt like I had to prove myself by doing everything perfectly and always having the right answers. Over time, I learned that the best work comes from collaboration, trusting your team, and being willing to ask questions and grow through challenges. You do not have to have everything figured out right away — growth comes from experience, learning, and being open to the process along the way.” Surprising fact: “Most people don’t know that I danced from the time I was 3 years old through college.” Learn more: waremalcomb.com

The future of construction is shaped by people who lead with purpose and create opportunity for others. That’s how we build stronger teams and stronger communities.

OPEN DOORS. HOLD THEM OPEN. BUILD WHAT’S NEXT.

36 | July - August 2026

MOST INFLUENTIAL WOMEN

Jennifer Wallace-Sasek President // McCarthy Nordburg

Background: Wallace-Sasek is president of McCarthy Nordburg, a Phoenix-based interior architecture firm now in its fifth decade. She has spent more than 30 years designing workplace environments for clients across corporate, legal, financial, medical and higher education sectors. Under her leadership, the firm has planned millions of square feet of commercial space for organizations including Gammage & Burnham, DoorDash, PXG and Nationwide Realty. Advice to younger self: “Trust the process and trust yourself. Early in my career, I spent a lot of energy worrying about whether I was ready for the next challenge. The truth is, you’re never completely ready. You learn by stepping into it.” Surprising fact: “I’ve completed five marathons, including the New York City Marathon. I also compete in triathlons. People who know me primarily through my work are usually surprised to hear that, but endurance sports have been part of my life for years. There’s a discipline to long-distance training that translates to how I approach design projects and running a business: you plan, you pace yourself, you keep going when it gets hard, and you don’t skip the preparation.” Learn more: mnia.design

Driven by Experience. Defined by Results.

Derek Builders | 623.248.6638 DerekBuilders.com | AZ ROC 360523

38 | July - August 2026

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BUILDING 2026

TOMORROW As Arizona’s growth accelerates, the Arizona Builders Alliance makes moves to strengthen its workforce pipeline and close a looming skilled labor gap

(Image licensed from ©Adobe Stock)

ARIZONA BUILDERS ALLIANCE

Building community How the Arizona Builders Alliance advances the industry

rizona’s construction industry is defined by growth, resilience and a constant drive to build what is next. At the Arizona Builders Alliance (ABA), we see that momentum every day not just in the projects shaping our skyline, but in the people and partnerships behind them. As we introduce this special supplement, it is an exciting time for our organization and the industry we serve. This year marks a key milestone for ABA with our move into a new 20,000 square foot headquarters at SkySong, the ASU Scottsdale Innovation Center. More than an office space, this reflects a strategic investment in the future of construction in Arizona. It expands our capacity for education, collaboration, and innovation, bringing more professionals together for training, networking, and the conversations that move our industry forward. A major part of this transition is the expansion of our educational offerings. Workforce development remains one of the industry’s most critical challenges and opportunities. In response, ABA is strengthening its commitment to training by enhancing curriculum, increasing course availability, and aligning programs with evolving industry needs. We are also hosting career fairs that connect companies seeking talent with young professionals pursuing careers in construction. Central to this effort is the integration of our in-house electrical apprenticeship program and the return of a mechanical apprenticeship program this fall. Together, these efforts create a stronger, more direct pathway for skilled trades entering the workforce. Beyond education, we are elevating how we bring our community together. ABA events remain a cornerstone of our organization, and we are enhancing them to deliver greater value, stronger connections, and 46 | July - August 2026

CREATING CONNECTIONS: In 2025, the ABA moved its operations to a 20,000-squarefoot office within the SkySong project, with approximately 75% of the space dedicated to educational programming. In a press release, ABA CEO Kim Davids explains that “SkySong offers an ideal setting for us to better serve our members with its focus on innovation and collaboration.” (Photo courtesy of Plaza Companies)

more meaningful experiences. From industry forums to signature gatherings, we are creating spaces where ideas are shared, partnerships are built, and leaders are inspired. This evolution also Kim Davids extends to how we present ourselves. With a new website and refreshed brand identity, ABA is embracing a more modern, accessible presence. These updates go beyond appearance and reflect who we are today and where we are headed. A stronger digital platform ensures members and partners can easily

access resources, stay informed, and stay connected. As you explore this supplement, you will see the innovation, expertise, and collaboration that define Arizona’s construction industry. ABA is proud to support that progress by investing in people, strengthening connections, and creating opportunities for growth. The future of construction in Arizona is not only bright but is also being built every day by the individuals and companies featured in these pages. As the industry evolves, ABA remains committed to delivering the tools, resources, and opportunities our community needs so we can build a stronger, more connected future together. Kim Davids is president and CEO of the ABA

ARIZONA BUILDERS ALLIANCE LEARNING AND EARNING: On May 29, the ABA celebrated 35 electrical apprentices who committed to a structured four-year, 8,000-hour indentured electrical apprentice program covering electrical construction, OSHA 10 certification, and National Electrical Code training. Upon completion, graduates receive a certificate and journey-level status, opening doors to career opportunities across Arizona and beyond. (Photo courtesy of the Arizona Builders Alliance)

WORKFORCE REINFORCEMENT

How the Arizona Builders Alliance is investing in the industry’s future By KYLE BACKER

he construction sector’s talent pipeline is straining under the pace of Arizona’s current economic boom. Even before the state’s recent growth spurt began, the industry was grappling with a concerning trend — increasing numbers of the workforce reaching retirement age coupled with fewer young people entering the profession. This combination threatens to lengthen construction schedules and reduces the capacity for firms to take on projects at a time of historic expansion. According to the Arizona Office of Economic Opportunity, the state needs to build its construction workforce to support an additional 20,000 jobs by 2030. Marion Hughes, business manager for Critical Air Technologies, is a member of the Arizona Builders Alliance’s Workforce Outreach Committee, which focuses

48 | July - August 2026

on connecting the association with schools, career fairs and community events. “I’ve heard the same story for 10 years — there’s a skilled labor shortage. We all knew this was coming,” she explains. “The reason I joined the committee was because the ABA said, ‘We’re going to approach this problem differently.’” The goal is to move past acknowledging the workforce issue and take concrete steps to fix it. Hughes says that partnerships are crucial for this effort, so each member of the committee is assigned a community stakeholder to build relationships with. “We’ll meet with directors of different programs to find out what they need and how we can help each other address this problem that affects the entire industry,” Hughes says. As committee members make

Marion Hughes

connections with different groups, they share information about hiring and training opportunities with the broader ABA membership. The ABA also offers educational training for industry professionals, whether they’re on the jobsite or in the boardroom. On the following pages, learn more about the impact these courses had on four ABA members’ careers.

ARIZONA BUILDERS ALLIANCE

Mike Ornoski Commercial inspections lead

City of Phoenix Lead instructor ABA AZRE: When did you first get involved in the ABA? Mike Ornoski: I’m actually a product of the ABA. I graduated from the association’s electrical apprenticeship program in 1997. By the time I finished, I was an electrical foreman before I started my own business. I did that for almost six years and put three of my employees through the same ABA apprenticeship I was in. Fast forward a bit, and I wanted to give back to the ABA, so I decided to become their lead instructor. AZRE: How has your experience been in the classroom? MO: Once you become a supervisor out in the field, you’re basically training and mentoring everybody around you. So I’ve been doing it a long time, even now as an inspector for the City of Phoenix. I started teaching some compliance classes there, and then in 2018, I took over an apprenticeship class through the Independent Electrical Contractors. Eventually, this opportunity at the ABA opened up, and I jumped at it. AZRE: What does the apprenticeship entail? MO: The apprentices work for a member contractor to complete 8,000 hours of on-the-job training over four years. During that time, they come into to the classroom twice a week for two and a half hours to learn more of the technical skills and the National Electric Code, which is the building code adopted for all your jurisdictions. 50 | July - August 2026

The main purpose for code is to protect people and buildings from electrical hazards that may exist, so we’re teaching our apprentices that when you’re installing, your role is to make sure that you’re installing a code compliant electric system, because everyone will assume that you did.

my No. 1 focus is helping them understand why they do what they do in the field. We want to make sure our apprentices understand that their job is essential and is very impactful. Electricians are in a high position of trust, and I want them to understand the legacy side of it.

AZRE: How has the apprenticeship changed since you were involved? MO: We all know there’s a major worfkorce shortage and we have the older generation retiring from the trades and the next generation coming in. When I was an apprentice, we had to go to the library to read up on code, then learn how to do something handson in the lab. Now, everything is at your fingertips and that’s what they’re used to. So,

AZRE: What do you mean by that? MO: Being an electrician isn’t about showing up and putting a widget together. Everything you touch has a lifelong impact. Think about the fire alarm systems in the buildings. If there’s an emergency situation and the building loses power, it’s important that there’s backup power so first responders can come in and save people. Every project you touch, you leave a legacy.

ARIZONA BUILDERS ALLIANCE

Julia Young Director of business development Tempe Mechanical AZRE: Can you talk about your career path and how you got involved with the ABA? Julia Young: I’ve been in the construction industry for 12 years now, but my dad worked in HVAC, so I was exposed to the industry from an early age. When I started working at Tempe Mechanical, they didn’t have a person dedicated to marketing and business development, so I helped build up those functions. That’s when I enrolled in some of the ABA’s continuous education courses, so I could learn more about the

52 | July - August 2026

industry itself and build relationships. Putting yourself out there can be intimidating when you’re just starting out, but I discovered the Young Builders Council and thought I should give it a try. AZRE: What drew you to the Young Builders Council? JY: It was a welcoming group of people who were all my age, so it felt like the right place to be. I ended up joining the membership committee, eventually serving as its chair and now I’m the chair for the whole YBC. I’m happy to report that over the last 8 years I’ve been involved with the YBC, we’ve gone from about 100 members to 200 and counting. We’ve improved the branding and put a lot of effort into telling people what opportunities are available, like working on public speaking and touring different job sites. AZRE: What are your biggest takeaways from your involvement with the YBC? JY: Learning how to organize people, run meetings and delegate tasks had a big impact on me because those are all skills needed to be an effective leader. We ran the committee like its own little business where everyone had a role, which made it a more rewarding experience for all involved.

The other thing was meeting people who are further along in their careers. When you’re young, it means a lot when a leader encourages you to take on an opportunity you may not think you’re ready for. That really helped build up my confidence. If you’re trying to become a leader, the YBC will give you the tools and at least exposure to some of those opportunities, and it’ll also put you around people who are doing exactly what you’re doing. AZRE: Did you meet any mentors through the YBC? JY: I’ve had many, but Julia Staten was a huge mentor to me within YBC. She was one of our previous chairs and she encouraged me to take that next step. Her and Eric Espinosa were instrumental in the YBC. Eric helped us move into a more structured committee environment, which gave everyone a sense of direction. It’s funny because Eric and I ended up being in the Leadership Development Forum together as well. You build this synergy with people through the ABA, and when you get everyone in the same room with all these different skill sets, each of you get to play to your strengths. By doing that, you’re making the association a better place.

ARIZONA BUILDERS ALLIANCE

Jon Bohlken Personnel director Delta Diversified AZRE: Tell us about your career path. Jon Bohlken: I work for the electrical contractor Delta Diversified, and I started the same way most of our employees do — bending pipe and pulling wire, as we say in the business. Being a merit-based contractor, your ability to move up the ranks is determined by your own initiative, which always hit home for me. Our company is in a position where our supervisory personnel all started at the same level, and through their own ambition, were given additional responsibility. I moved from doing installation to running smaller crews, before becoming a general foreman. I eventually took over as a project superintendent, and that’s where I started to make these personnel decisions. I was trying to figure out who would work best together on a crew to accomplish our goal. AZRE: How are you able to make those determinations? JB: Honestly, it was just a matter of getting to know the strengths and weaknesses of each member of the crew. Once I talked with them, I wanted to put them in a position to succeed, and everything just seemed to click for us on certain projects. Through that, I developed a reputation as someone who could put crews together that have the right chemistry. Really, there’s no shortcut to it — you have to take the time to get to know your people. 54 | July - August 2026

After several years of running projects, I took over for the previous personnel manager. The executives recognized that I have a talent for putting crews together, so they decided to bring me into the corporate office to do that for all the company’s jobs. AZRE: How are you involved with the ABA? JB: The association has an Education Trust Fund, and I chair that board. Basically, we go over budgetary issues for the electrical apprenticeship and pay the bills. It’s an invaluable program for the industry. As a company, Delta Diversified sponsors all eight semesters of tuition for everyone who gets accepted into the apprenticeship. It’s not easy — a

lot of times, they’re working 10hour shifts and then going to class two nights a week. We try to be as accommodating as possible for these people who are making sacrifices to improve themselves and get to a point where they can take on more responsibility. The apprenticeship provides people with the knowledge that will separate them from someone that just knows how to perform installation. When you have that code knowledge, you can take your career in a lot of different directions. We have whole crews who come in after the installation is done to ensure everything is up to code, so quality control is just one other path the apprenticeship opens up.

ARIZONA BUILDERS ALLIANCE

Paul Pena General manager Lloyd Construction AZRE: When did you get involved with the ABA? Paul Pena: I’ve been with Lloyd Construction down here in Tucson going on 16 years, and the company has always been a key stakeholder in Southern Arizona part of the ABA. We hold the association in high regard, especially what they do on the advocacy side — what laws are changing, who the pro-construction candidates are and how to support a favorable piece of legislation being considered. The ABA is the glue that holds the building community

We believe education is so important that we privately fund our own school and apprenticeship, Phoenix Electrical Training Alliance. To find out more about a career as an electrical professional, contact us at poweringaz.org

TRAINING ELECTRICIANS SINCE 1943

56 | July - August 2026

together. When I go to an event, the room is full of our competitors, subcontractors and their competitors, which allows us to build camaraderie around our collective interest in the construction industry. AZRE: Have you attended any of the association’s training classes? PP: I’m currently enrolled in the Senior Executive Program, which is for people who have been in a leadership role for a while. Most of my cohort are project directors or higher within their companies. AZRE: You mentioned before that one of the benefits of the ABA is bringing competitors into the same room. Does that hold true in the Senior Executive Program? PP: Definitely. Overall, the program focuses more on the individuals in the room and less on the companies, so you’re getting to know your classmates on a personal level. Everyone has different struggles because the range of positions people have, but having the chance to learn together is the beginning of building those relationships.

AZRE: What are some takeaways you’ve had from the program? PP: One of the big things was taking the time to learn how I operate and the influence that has on the team. Having more self-awareness within your leaderships role is a big theme of the course. From a more tactical perspective, one thing that jumps out is the importance of meeting with not just your direct reports, but the people who report to them. That might look like connecting with the project engineer to see how their doing and how you can help them out. Taking that servant leadership approach shows people you’re there to support them even though they’re a couple positions separated from you. A check-in like that goes a long way in making people more excited about their work. AZRE: Anything else you’d like to leave readers with? PP: I’d just add that the quality of speakers in the Senior Executive Program is impressive. I’ve been through a lot of leadership courses, and there’s always a bit of skepticism on the first day — will this be a wise use of my time? But I’ve walked away from every class with plenty of insights that I can put to use immediately.

ARIZONA BUILDERS ALLIANCE

LEARNING LEADERSHIP How Rudy Garcia Jr. found success on the jobsite and in the boardroom

or Rudy Garcia Jr., president at RG & Sons Plumbing and chairman of the Arizona Builders Alliance (ABA), construction has been part of his life since childhood. When he was 9 years old, Garcia Jr.’s father started the family business. “My mom was his first bookkeeper, so I grew up in the industry. It was a different time, so I was out on job sites from a young age — my dad got a lot

58 | July - August 2026

of free labor out of me,” he recalls. “I enjoyed working with my hands, so I had a lot of fun working for him, but I didn’t plan on plumbing being my career choice.” AZRE magazine sat down with Garcia Jr. to learn more about his start in the trades, how the ABA’s education programs helped grow his leadership skills and his priorities for the association.

The following responses have been edited for clarity and length. AZRE: When did you decide that construction was the career you wanted to pursue? RGJ: Candidly, I wasn’t a great student, so I started my plumbing apprenticeship right after high school because I knew it was something I enjoyed. I continued to work for

STRONG FOUNDATION: The Arizona Builders Alliance is a member-driven trade alliance and one of only two chapters nationwide with a dual affiliation to both the Associated Builders and Contractors (ABC) and the Associated General Contractors of America (AGC). The association’s three pillars guide its work — advocating on behalf of the industry on legislative matters, offering education to members at all stages of their career and connecting professionals to build a stronger construction community. (Photo licensed from Adobe Stock)

my father’s company and became a journeyman, and through that time, I learned from a lot of dynamic leaders. That made me realize that I wanted to become one of those people, and I had the opportunity to become a foreman and lead crews in the field. When there was a slowdown in the industry, I helped out with estimating, but I didn’t like being stuck in the office full time. So, I started focusing on how we could be more strategic with our resources in the field, and that type of thinking put me on a path that eventually led to me becoming the president of the company.

AZRE: Did you take any AZRE: What are your priorities leadership development as board chair? coursework once you decided RGJ: The ABA has three on that path? pillars that we’ll continue to RGJ: Definitely. In the trades, focus on — education, advocacy you’re trained on the craft, not and connection. Those are three supervisory skills. Mentoring very strong pillars, but what I’m happens on job sites, but this planning to dive deep on the is where the ABA steps in by membership experience and offering leadership classes. making sure that we continue One of the first courses I took Rudy Garcia Jr. to be the gold standard for was the Supervisory Training Program. construction associations. The instructors guided us through different scenarios that might come AZRE: Why is it important for the up when you are leading a team. The association to weigh in on legislative instructors were great, and two of them matters? became my mentors. RGJ: I’ll be the first to tell you that advocacy isn’t one of my strong suits, but AZRE: What lesson stands out to you? everyone in the construction industry RGJ: The importance of being open— regardless of ABA membership — is minded and realizing that construction impacted by what happens at the state is a team sport. Hearing your people legislature. The ABA has a PAC and a out is extremely important because lobbyist who makes sure legislators sometimes they have a better way understand how their votes could impact to approach a problem than you do. our industry positively or negatively. I’ve always tried to surround myself with folks who are better than me at AZRE: What are you hearing from something and lean on them. members about the challenges their businesses face in 2026? AZRE: How did you go from taking RGJ: It’s not a new issue, but it’s still some ABA courses to leading the affecting every business I talk to — association as its chair? having enough qualified people. The RGJ: I live in Tucson, and the Southern labor shortage is real, but companies also Arizona part of the organization has its struggle retaining them as well. own chairman. After I went through some classes, I started learning more about how AZRE: Any last thoughts you’d like to the association is structured and got into share with readers? the leadership path from there. RGJ: The ABA was the bridge that In 2019, I became chairman for Southern took me to the next stage of my career. Arizona, which has a board seat at the It’s an incredible opportunity for our state level, so I went to those meetings and membership to have access to. I still feel learned how everything worked behind the more comfortable in a job trailer than a scenes. Later on, I was asked to consider boardroom, but the ABA has taught me leadership of the association. how to be successful in both. 59

ARIZONA BUILDERS ALLIANCE

BREAKING THE SILENCE

Why understanding mental health is crucial for the construction industry By KYLE BACKER

he construction industry is often thought of as having a macho culture with tough men doing hard work. Even as more women have entered the workforce and older perceptions of the sector have faded, construction is not the first sector most

would point to as being attuned to mental health issues. But the numbers tell a different story. Nearly two-thirds of U.S. construction workers reported anxiety or depression in the last year, up from 54% just a year ago, according

to the National Alliance on Mental Illness (NAMI). Arizona’s booming construction industry means more workers, more pressure and more people who need support. “With safety, we’re always looking at leading indicators. What are the

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IS PRICELESS We have a lot on our mind, and your experience is one of them.

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AB EF PR

MIS CR SION ITIC AL

AD CAR VA EE HEA NC R EM LTH EN CA T R E PRO AC SA TIVE FET Y ED NC RING A V AD ACTU F U N MA

BUILDING PRESSURE: A 2025 survey conducted by Clayco shows anxiety and depression are widespread, with 64% of U.S. construction workers said they experienced anxiety or depression in the previous 12 months. According to OSHA, the suicide rate for construction workers is four times higher than the general population, underscoring the need for mental health awareness and crisis training. (Photo licensed from Adobe Stock)

causes? What can I help fix or prevent?” explains Sidney Hawkins, director of apprenticeship for the ABA. “Mental health has become the No. 1 topic. People don’t realize that the death by suicide rate is four times higher in the construction industry than the national

average. It’s not just the people in the field either — it’s the whole industry, top to bottom.” When Hawkins first started working in construction, it was common to be told to “walk it off” or “leave your problems at home.” But today, he says the

industry has started to understand the everyone is human and has struggles. “I’m not just talking about diagnosable conditions. It could be that someone had an argument with their spouse the night before, and they’re carrying that weight with them the next day

ARIZONA BUILDERS ALLIANCE at work,” Hawkins says. “If you’re a crane operator, you’re in a hazardous situation where you can accidently kill people in a matter of seconds. If your mind is focused on that fight at home, it’s easy to see how mental health challenges equate to safety problems.” That’s why the ABA offers a mental health first aid course to help prepare individuals to help when acting quickly is crucial. “The class teaches you how to engage with someone who is prepared to die by suicide,” Sidney explains. “Just like CPR training teaches you how to perform compressions to keep someone alive until the medical professionals arrive, this course helps you recognize the signs, how to help someone in crisis and how to manage your own mental health in those situations.” Participants also learn to recognize the signs of mental health issues before they become a crisis. The key is to create a culture where mental health

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can be discussed without shame. “I believe there are people, especially old school guys, just waiting for someone to ask how we’re doing,” Hawkins says. “We’re not going to volunteer, but if someone walks up and says, ‘Hey, you seem edgy today, everything going alright?’ Opening the door for someone to share their struggles with you won’t fix the problem, but it gives people the opportunity to get it off their chests.” Creating this environment of openness, Hawkins continues, requires buy-in from company leadership and workers. That can be a challenge, but he does see a reason to be hopeful. “When I look at the new generation, they’ve really embraced mental health awareness,” he says. “It’s reassuring to know we’re leaving this industry in good hands, because if we can address a mental health challenge before it becomes a worsening or crisis condition, it could save a life.”

Stopping the stigma The growing importance of mental health and its impact on safety is why the ABA has established a Mental Health Committee to host events and informational sessions about the topic. Laurie Arnold, owner of Temporary Wall Systems and a family therapist, explains that there is a growing recognition that mental health impacts safety, employee retention and overall performance, but many struggle with moving beyond awareness alone and into practical action. In April, the ABA hosted a workshop focusing on how mental health challenges surface through absenteeism, disengagement, conflict and turnover. Arnold says that after the event, she was approached by two participants. “They told me, ‘I love these talks, but I still don’t know what to do about it,’” she recalls. “That’s great feedback, because clearly, we’ve been too

Sidney Hawkins

conceptual and need to focus on practical applications. How do we actually change company culture?” Jake Herblan, safety manager for Hensel Phelps, says that hanging banners and posters about mental health awareness can help people access information, but the biggest change maker is having peer-to-peer support. “People feel more comfortable talking to someone they trust rather than going

Laurie Arnold

Jake Herblan

to a professional,” Herblan says. “A single check-in can change someone’s mindset, so it’s important to create a positive environment where people feel like they can talk about their issues without fear of somehow getting in trouble or being embarrassed.” Even though mental health issues can grow into life threatening situations, Herblan says establishing that it’s okay to speak about life problems even if they

don’t constitute a crisis helps chip away at the stigma. “You don’t want to start the conversation with, ‘Hey buddy, are you having mental health problems?’ Just ask about how things are going so they feel comfortable speaking to you,” Herblan concludes. “Maybe they don’t open up to you right then and there, but a few days later they might. You never know what impact that may have.”

ARIZONA BUILDERS ALLIANCE

ABA MEMBER

PROJECTS TO KNOW Arizona Builders Alliance (ABA) member companies have helped deliver some of the most impactful projects across the state. Here are 23 noteworthy developments made possible by ABA’s membership.

Arizona Science Center Dorrance DOME General contractor: Ryan Companies US Architect: DLR Group Owner: Arizona Science Center Subcontractors: Integrity Electrical Services, JF Ellis Corporation, Dickens Quality Demolition, Design Drywall West, American Sound City: Phoenix Size: 2,464 square feet Details: The Dorrance DOME renovation project features an 18-meter dome with 8K resolution and over 44 million LED lights. This space delivers a world-class visual experience while accommodating 205 seats with both fixed and removable options. 64 | July - August 2026

ASU West Academic and Office Building General contractor: CORE Construction Architect: Todd & Associates Owner: Arizona State University Subcontractors: Sun Valley Masonry, Pete King Construction, Artcraft Tile & Granite, Kearney Electric & Communications, AZ Verde Fire Protection City: Glendale Size: 52,314 square feet Details: Completed as a three-story, 52,314-square-foot LEED Silver facility, the West Academic and Office Building at Arizona State University supports a wide range of general education, data research and interdisciplinary academic programs.

ARIZONA BUILDERS ALLIANCE

Denu Hotel and Spa

Developer: Mortenson Development General contractor: Mortenson Architect: Gensler City: Phoenix Size: 185,000 square feet Details: Denū Hotel and Spa is a 17-story luxury hotel bringing 236 rooms to Downtown Phoenix. With interiors inspired by the Arizona desert, additional features include a full spa, 22,500 square feet of meeting and banquet space, a ground-level restaurant, and a rooftop bar, pool and lounge.

Clarence Wesley Health Center

Developer: San Carlos Apache Healthcare Corporation General contractor: Willmeng Construction Architect: Cuningham Group Owner: San Carlos Apache Healthcare Corporation City: Bylas Size: 36,000 square feet Details: The facility significantly expands the range of healthcare services available locally. Notable features include a medical wing with 13 exam rooms, a dental area with five chairs, and dedicated spaces for optometry, physical therapy and laboratory services. 66 | July - August 2026

C|303 Phase I

Developer: Merit Partners General contractor: Stevens-Leinweber Construction Architect: Butler Design Group Subcontractors: Suntec Concrete, Denny Clark Masonry and Concrete, Universal Piping, Brown & Sons Electrical Contracting, Adobe Drywall City: Litchfield Park Size: 1,750,000 square feet Details: C|303 Phase I delivers the first three buildings across a range of sizes for all types of industrial users: Building A is 375,600 square feet, Building B is 420,536 square feet and Building C is 958,847 square feet.

Desert Diamond Casino White Tanks at San Lucy

Developer: Tohono O’odham Nation General contractor: The PENTA Building Group and AECOM Hunt Architect: JCJ Architecture Owner: Tohono O’odham Nation Subcontractors: Desimone Engineering, Dowl, EXP, Suntec Concrete, Arok City: Waddell Size: 184,000 square feet Details: This ground-up build marks the fifth Desert Diamond Casino owned by Tohono O’odham Nation, featuring 900 slot machines, 36 table games, a 12-table poker room and a sportsbook.

Biltmore Preparatory Academy Rebuild

General contractor: McCarthy Building Companies Architect: SPS+ Architects Owner: Creighton School District Subcontractors: Stone Cold Masonry, Procon Concrete, AZ Specialty Demo, Rummel Construction, B&F Underground City: Phoenix Size: 75,000 square feet Details: The campus redevelopment will create a modern learning environment for kindergarten through eighth grade

students. Nearly doubling the student population, the finished campus will feature 86,000 square feet of reimagined learning space, complete with a new administration and cafeteria building and a two-story elementary classroom building with modernized K-5 classrooms. The two-story middle school building will house all sixth through eighth grade classes, featuring a stateof-the-art media and learning center, hands-on STEM labs, a maker space, and dedicated rooms for music and the arts.

ARIZONA BUILDERS ALLIANCE

Dutch Bros Headquarters

General contractor: Wespac Construction Architect: Corgan Owner: Dutch Bros Subcontractors: Walters & Wolf, Barrett Homes, T-Bar-H, Airpark, Forward Tilt City: Tempe Size: 146,000 square feet Details: More than just a new corporate office, the space is a bold manifestation of Dutch Bros’ community-driven brand. Dutch Bros sought a headquarters that would reflect its company culture — a workplace that energizes employees and inspires creativity.

Dwell @ 5th and Farmer

Developer: Holualoa Companies General contractor: A.R. Mays Construction Architect: WORKSBUREAU City: Tempe Size: 125,098 square feet Details: This 129-unit apartment community integrates work and living environments, with each unit incorporating dedicated office space as a separate room, nook desk area or built-in desk depending on the floorplan.

GCON Headquarters

Developer: GCON General contractor: GCON Architect: McCarthy Nordburg Subcontractors: 3 Phase Electric, Forward Tilt, Transact, Alpine Mechanical, Silver Star City: Phoenix Size: 30,000 square feet Details: GCON’s new office utilizes raw, authentic materials — concrete, exposed structure, metal and stone — to convey the idea of building a foundation, paired with collaborative zones that support connection, growth, teamwork and relationship-building. 68 | July - August 2026

ARIZONA BUILDERS ALLIANCE

Mesa Gateway Library

General contractor: Willmeng Construction Architect: Richärd Kennedy Architects Owner: City of Mesa Subcontractors: Kimley-Horn, Dibble, Energy Systems Design, Dig Studio, Knot Studio City: Mesa Size: 28,146 square feet Details: Situated in the Eastmark master-planned community, the project represents Mesa’s first new fullservice library in more than 25 years.

Goodyear AirPark Phase I

Marana Aquatic and Recreation Center

Developer: Lincoln Property Company General contractor: Stevens-Leinweber Construction Architect: Butler Design Group Subcontractors: Suntec Concrete, Integrity Electric, The Structures Group, Olympic West Fire Protection, Raven Concrete City: Goodyear Size: 1,600,000 square feet Details: Sitting on 565 acres and slated to bring up to 7 million square feet and 20 buildings at build out, Goodyear AirPark is the largest industrial park ever to break ground in Goodyear.

General contractor: CHASSE Building Team Architect: Architekton Owner: Town of Marana Subcontractors: Shasta Industries, Stark Electric, Sun Mechanical Contracting, Parsons Steel Builders, Universal Wallboard City: Marana Size: 126,832 square feet Details: Built to serve a fast-growing region, the project brings together a full suite of indoor and outdoor amenities that encourage movement, gathering and community connection.

70 | July - August 2026

Mountain Modern Sedona

Developer: Crystal Creek Capital Real Estate Advisors General contractor: Chanen, a Dick Anderson Construction Company Architect: RSP Architects Owner: Crystal Creek Capital Real Estate Advisors Subcontractors: IMEG, PK Associates, Berghoff Art Consultants, RaederWhaler, Sheets Studios City: Sedona Size: 43,100 square feet Details: With 89 oversized rooms, studios and suites spanning eight buildings, Mountain Modern Sedona welcomes travelers looking to connect with Sedona’s quirky appeal and undeniable natural beauty.

ARIZONA BUILDERS ALLIANCE

Queen Creek Recreation & Aquatics Center

General contractor: Haydon Architect: DWL Architects + Planners Owner: Town of Queen Creek Subcontractors: Shasta Industries, M.A.G. Construction, Division 3 Structures, Western Building Group, Wholesale Flooring City: Queen Creek Size: 68,672 square feet Details: Encompassing 92 acres and representing a $130 million investment, the complex was forms a comprehensive community destination designed to support wellness, play, connection and lifelong learning for residents of all ages and abilities.

Phoenix Children’s Arrowhead Campus

General contractor: Kitchell Architect: HKS Owner: Phoenix Children’s Hospital Subcontractors: Progressive Commercial Interiors, DP Electric, Western Millwork, Gen3 AZ, Integrated Masonry City: Glendale Size: 225,000 square feet Details: As one of the most significant pediatric healthcare expansions in the region’s history, the $132 million Phoenix Children’s Arrowhead campus brings world-class, specialized care directly to families who previously traveled long distances for treatment.

Phoenix QTS Data Centers

General contractor: Clayco Architect: Jacobs Owner: QTS Data Centers Subcontractors: TLD Design Consulting, Concrete Strategies, Bel-Aire Mechanical, MKB Drywall, Helix Electric City: Phoenix Size: 108,000 square feet Details: Located just minutes from Phoenix Sky Harbor International Airport, this latest phase continues to drive the QTS Data Centers campus toward becoming a major hub for data infrastructure in the region. 72 | July - August 2026

CapRock West 202 Logistics

General contractor: Willmeng Construction Architect: CAA Architects Owner: CapRock Partners City: Phoenix Size: 3.4 million square feet Details: Completed in December 2025, CapRock West 202 Logistics spans 183 acres and eight buildings, making it the largest speculative industrial development completed within the City of Phoenix and the first major industrial campus to front the South Mountain Freeway. Industrial projects exceeding 3 million square feet typically exist around the edges of metropolitan areas where land is more readily available. CapRock instead assembled and transformed a rare infill site in Southwest Phoenix, creating a campus with immediate access to one of the region’s most robust labor pools and some of the Southwest’s most critical transportation infrastructure.

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ARIZONA BUILDERS ALLIANCE

Ray Phoenix

Developer: VeLa General contractor: Clayco Architect: Lamar Johnson Collaborative City: Phoenix Size: 523,000 square feet Details: Ray Phoenix offers 401 units — including studio, one-, and twobedroom residences — in a 26-story tower shaped by a modernist form and a textured green façade, offering a visually striking addition to Downtown Phoenix’s skyline.

Tempe Municipal Operations Center

General contractor: Haydon Companies Architect: DWL Architects + Planners Owner: City of Tempe Subcontractors: Kimley-Horn, SCL Consulting, LSW Engineers, Castle Steel, M.A.G. Construction City: Tempe Size: 119,847 square feet Details: By consolidating three dispersed operation yards totaling 52-acres into one high-performance campus, the Tempe Municipal Operations Center enhances operational efficiency and service reliability.

74 | July - August 2026

Dr. Stacie J. and Richard J. Stephenson Theatre Renovation

General contractor: Chanen, a Dick Anderson Construction Company Architect: RSP Architects Owner: The Phoenix Theatre Company Subcontractors: The Ruzika Company, Henderson Engineers, Meyer Borgman Johnson, McKay Conant Hoover, Dibble City: Phoenix Size: 30,000 square feet Details: Located at the Phoenix Theatre Company’s iconic campus next to the Phoenix Art Museum, the new venue adds technical capabilities that will attract more complex productions while improving the guest experience.

XNRGY Manufacturing 1 & Headquarters Facility Developer: The Boyer Company General contractor: Wespac Construction Architect: Gensler Owner: XNRGY Subcontractors: IMEG, Suntec Concrete, Colwell Shelor, HACI, Next Level Steel City: Mesa Size: 550,000 square feet Details: The project was delivered in multiple phases, allowing production to begin while construction continued, which was a feat of coordination and precision across the multi-disciplinary project team.

West-MEC Southeast Campus Phase II

General contractor: CHASSE Building Team Architect: DLR Group Owner: West-MEC Subcontractors: Progressive Roofing, LR Cowan Concrete, S&H Steel, Pete King Construction, Western Acoustics City: Phoenix Size: 79,500 square feet Details: The project’s tight schedule will be managed through innovative approaches such as leveraging city allowances to begin earthwork ahead of permitting and developing detailed build plans. These plans will break the project into manageable components, allowing the team to analyze each space’s requirements in advance and maintain efficiency. Additionally, the building will be strategically designed to accommodate future expansion, with removable exterior envelope sections and structural tie-ins for upcoming phases.

76 | July - August 2026

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CONSTRUCTION TECHNOLOGY

HISTORICAL

MOVEMENT

How technology is helping preserve a storied structure

ARIZONA AGRICULTURE: Originally built in the early 1950s, the Big Tin Cotton Gin was a mainstay of Queen Creek’s agricultural economy long before the municipality experienced its recent spurt of suburban growth. For decades, local farmers brought cotton there to be processed, including the Schnepf and Sossaman families. (Photo licensed from Adobe Stock)

By MACKENZIE MILLER

s rapid growth continues across Arizona, sometimes older structures must be torn down to make way for local expansion. But when an iconic building is slated for demolition, it can feel like losing a piece of Arizona’s architectural history. That’s why a community partnership has formed to utilize construction technology to relocate and reconstruct the Big Tin Cotton Gin. Originally built in the early 1950s, the Big Tin Cotton Gin was a mainstay of Queen Creek’s agricultural economy long before the municipality experienced its recent spurt of suburban growth. For decades, local farmers brought cotton there to be processed, including the Schnepf and Sossaman families. As the Valley’s agricultural sector began to recede, the Big Tin Cotton Gin was converted into a wedding and event venue operated by MOSO Events. Recently, the land was sold, prompting Jim Ballentyne, the former operator of the Big Tin Cotton Gin, to find a way to preserve this Arizona landmark. 78 | July - August 2026

Ballentyne was at “square one” when a co-worker suggested that he would need to get the building scanned so he could produce a set of blueprints that would be acceptable to a town or a municipality for planning approval. He made a call for Ballentyne to Origin Design & Technology, who turned out to be the perfect partner for the cotton gin project. The long-term goal is to relocate and reconstruct the gin, potentially in the new Town of San Tan Valley, where municipal leaders are interested in preserving agricultural identity while developing a new downtown district. He says his effort is about more than saving a building — it’s about keeping Arizona’s cultural heritage alive. “Nobody cares about history or architecture anymore, but it’s the story of how you got here — it’s what your grandpa did, and your great-grandpa did,” Ballentyne says. “I feel it’s my duty … to save a little bit of history in a world where we are really good at bulldozing things into the dirt.”

Digital lifeline Origin Design & Technology, an Arizona-based construction technology company, is using LiDAR scanning and 3D modeling to digitally preserve the massive agricultural structure before it is dismantled and relocated. The project combines historic preservation with advanced construction technology, allowing engineers and developers to recreate the building with remarkable precision. Kyle Taylor, managing partner of Origin Design & Technology, explained that the company uses a terrestrial LiDAR scanner called the Leica RTC 360, which is mounted on a tripod and captures millions of highly accurate data points throughout the structure. “We did a 3D scan of the entire interior and exterior of the building,” he says. “We’ll more or less be able to have the building in a virtual world without ever having to go back out to the building.” The digital model allows engineers to identify beam sizes, bolt locations

and structural materials with extreme accuracy before the building is deconstructed. The plans are not just for the future building process but also help to facilitate deconstruction. One of the biggest remaining challenges is ensuring the reconstructed building meets modern engineering and municipal code requirements. Because the project team still does not know the final relocation site, engineers cannot yet determine exactly what modifications may be required. “We’re kind of holding our breath until whenever that day comes where they say, ‘Okay, here’s the standards you need to meet,’” Taylor says. Still, the digital model provides flexibility. Engineers can test structural changes virtually before construction begins. The blueprints can also be edited based on the requirements of whatever town or municipality it will be built in, which is a possibility with this project. “We’ll be able to make those modifications to the model and the drawings to do whatever we need to do,” he says. The team hopes to preserve as much of the original appearance and character of the gin as possible during reconstruction. “You don’t want to have to make so many modifications to the building where it no longer is recognizable,” Taylor says. As the project has gained visibility online and throughout the construction industry, more contractors and community members have offered support to Ballantyne for his effort to preserve the gin. Taylor says the project has become more than a job for him, but a way to be involved in preserving the structure that many people care about locally. “It’s crazy how many people I’ve met recently who know about the project,” he says. Ballentyne says multiple construction companies have already volunteered equipment and labor to assist with the dismantling process once demolition begins. “We’ve got a lot of really sharp, kind people who are willing to spend some time and effort trying to get this building saved,” he concludes. “The passion of the project becomes contagious when you get out there and you see it.”

Jim Ballentyne

Kyle Taylor

“

He says his effort is about more than saving a building — it’s about keeping Arizona’s cultural heritage alive. — Jim Ballentyne

”

PRESERVATION PLANS: Origin Design & Technology, an Arizona-based construction technology company, is using LiDAR scanning and 3D modeling to digitally preserve the Big Tin Cotton Gin before it is dismantled and relocated. The project combines historic preservation with advanced construction technology, allowing engineers and developers to recreate the building with remarkable precision. (Rendering courtesy of Origin Technologies) 79

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LAND OF OPPORTUNITY

As Opportunity Zones evolve, Pinal County and Arizona communities position themselves for the next wave of strategic investment and long-term growth

82 | July - August 2026

PINAL COUNTY DEVELOPMENT

OPPORTUNITY RISING How Pinal County can benefit from the revamped Opportunity Zones program By KYLE BACKER

he Tax Cuts and Jobs Act of 2017 was signed into law December of that year, creating a new benefit for investors. Called Opportunity Zones, the initiative’s purpose is to steer investment into areas that struggle with attracting development by allowing capital gains to be redirected into qualified projects, earning investors federal tax advantages. The program is being overhauled, opening the door for places such as Pinal County to take greater advantage of this economic

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development tool. “It was about 4:30 p.m. on the Friday before Christmas when the Tax Cuts and Jobs Act passed,” recalls Shawn Neidorf, chief opportunity and research officer for the Arizona Commerce Authority (ACA). “Our CEO Sandra Watson came over to the research team and said, ‘Oh good, you’re all still here,’ which isn’t what you want to hear on the last day before going into a holiday. But the bill had created Opportunity Zones, and we were asked to figure out what they were

and where they could go in the state.” Neidorf and her colleagues began to reach out to cities, counties and tribes across the state to hear their thoughts on where Opportunity Zones should be placed. After receiving feedback from local partners, the ACA sent a list of recommendations to then-Gov. Doug Ducey. Once the process was finished, Arizona designated 168 Opportunity Zones, which brought more than $2.65 billion in investment to the state. “The idea here was to get people who are passively holding investments

COMMUNITY IMPACT: The Pinal County Courthouse serves as the center of the county’s judicial system, housing court operations that support one of Arizona’s fastest-growing regions. Designed to meet expanding community needs, the courthouse reflects Pinal County’s commitment to efficient public service, safety and modern civic infrastructure. (Provided photo)

to sell them and reinvest them in places they might otherwise very much overlook,” Neidorf explains. “It’s about supporting communities that have struggled growing in the 21st century.” How it works As with most government incentives, the particulars of Opportunity Zones can be esoteric to outside observers, but Neidorf says the whole process starts with census tracts. These subdivisions typically have anywhere from 1,200 to 8,000 people within them and function as an administrative unit for the U.S. Census Bureau. The agency uses them for

a variety of purposes, including building congressional districts. “Census tracts don’t cross state or county lines, but they wash right over municipal and tribal boundaries,” Neidorf explains. “They generally follow identifiable features. In urban areas, that’s generally roads, but in rural areas, it could be a mountain range, wash or a river. But [the Census Bureau] is looking for clusters of people who naturally live together.” Because of those restrictions, census tracts tend to be small squares or rectangles in denser regions and large, irregular shapes in rural areas.

Pinal County: 10 numbers defining the future • More than 514,000 residents: Pinal County is among Arizona’s fastest-growing counties, positioned between Phoenix and Tucson. • 3rd-largest county in Arizona: Covering more than 5,300 square miles, Pinal County offers vast room for residential and industrial expansion. • The nation’s next megaregion? Positioned between Phoenix and Tucson, Pinal County sits at the heart of the emerging Sun Corridor, home to more than 6 million people. • More than 1,000 new residents monthly: Population growth continues to fuel housing, retail and infrastructure demand. • More than 100 miles: Pinal County spans key transportation corridors connecting Arizona’s two largest metros. • Major manufacturing boom: Billions in investment tied to semiconductors, advanced manufacturing and supplier ecosystems are reshaping the economy. • Top employers: Healthcare, education, logistics, government and manufacturing lead job creation. • SR 24 expansion: Infrastructure projects are helping support growth in communities such as San Tan Valley and Queen Creek. • Historic agriculture roots: Pinal County remains one of Arizona’s top agricultural producers while rapidly urbanizing. • One county, many communities: Cities and towns including Casa Grande, Maricopa, Apache Junction, Florence, Eloy, Coolidge and San Tan Valley drive diverse economic growth.

PINAL COUNTY DEVELOPMENT Success strategies Only 125 eligible census tracts can be nominated by the governor to be designated as an Opportunity Zone by the U.S. Department of Treasury, so competition will be fierce. Here are some best practices from Shawn Neidorf, chief opportunity and research officer for the ACA. • “Opportunity Zones make a promising deal even better for investors, but it can’t make a losing proposition worth it. It’s a tool to attract investment, not a grant program.” • “Investors want to deploy capital quickly, so tracts that have power, water, sewer and zoning and entitlements are what they’re looking for.” IN THE ZONE: In 2025, Congress passed the One Big Beautiful Bill Act, which • “If a tract is too remote, it’s difficult to build housing, retail or industrial projects because it won’t have the customers, workers and residents it needs.”

make Opportunity Zone incentives a permanent part of the Internal Revenue Code. Pinal County can recommend two tracts to Gov. Katie Hobbs as potential Opportunity Zones and the following municipalities in the region can recommend one tract each: Apache Junction, Casa Grande, Eloy, Coolidge and Florence. (Photo licensed from Adobe Stock)

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Regardless of the size, a census tract can only become an Opportunity Zone if it meets the statutory criteria — having a low median family income or a high poverty rate. “To qualify as an Opportunity Zone in the [first version of the program], a tract needed a median family income of no more than 80% of the state’s median household income, or 80% of the nearby metro area if in a denser region,” Neidorf says. “The other way to qualify was having a poverty rate of 20% or more, even if the tract had a higher family income. But the standards are much more strict now.” Update 2.0 The latest iteration of Opportunity Zones offers regions across Arizona another chance to bring a powerful economic engine into their communities, but with a catch — the median family income target dropped to 70%, and a ceiling of 125% was put in place.

“The 20% poverty rate option remains, but tracts are now income capped. That means an area can’t be well off besides a little pocket of poverty,” Neidorf explains. “The goal is for Opportunity Zones to go to much more distressed communities this time.” To that end, a new mechanism was created to encourage development in rural areas. Investors who put money in funds focused on rural Opportunity Zones receive an additional incentive. “Say you sold a business and got $10 million in capital gains. If you put that into an Opportunity Zone fund, you would put off paying taxes on the sale for five years, then would only be taxed on $9 million,” Neidorf says. “In a rural Opportunity Zone, the exclusion grows to 30%, meaning only $7 million is taxed.” When the program was originally established, the state had 1,526 census tracts, 44% of which qualified as Opportunity Zones under the original

Shawn Neidorf

criteria. Arizona’s recent population growth, however, is reflected in additional tracts being drawn, bringing the new total to 1,756. With the new rules in place, only 28.5% qualify. “There’s a smaller number of eligible tracts today than in 2018, despite there being 200 more of them,” Neidorf concludes. “We simply have fewer places in economic distress — which is what we’ve all been working for.”

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PINAL COUNTY DEVELOPMENT

PARTNER CONTENT

ON A ROLL

Florence keeps Pinal County moving while saving taxpayers millions By THE TOWN OF FLORENCE

or thousands of drivers traveling between the East Valley and central Pinal County each day, the intersection of Hunt Highway and Attaway Road had become a familiar bottleneck. Each day, commuters from Queen Creek, San Tan Valley and surrounding communities use Hunt Highway to reach jobs, schools, businesses and regional destinations in Florence, Coolidge, Casa Grande and Eloy. As one of Florence’s most important transportation corridors, Hunt Highway carried approximately 14,600 vehicles per day in 2022. That number is projected to exceed 17,000 vehicles daily by 2026. But at Attaway Road, that regional movement slowed. With only one lane in each direction and no dedicated turn lanes, the intersection struggled to keep pace with growing traffic demand. Drivers experienced daily delays, businesses and freight traffic faced added travel time, and a key connection through Florence was no longer moving as efficiently as the region needed. As traffic volumes increased and delays became more pronounced, improving the intersection became a top priority for the Florence Town Council. The challenge was not just to fix the problem, but to deliver a solution that made sense for the community, the corridor and the taxpayers funding it. The original solution would have relocated and rebuilt the intersection at a cost exceeding $16 million, not including rightof-way acquisition. It also would have taken approximately 18 months to complete. Florence chose a different path. Rather than pursue the largest and most expensive option, the Town focused on delivering the greatest impact with the least disruption. By using existing Town-owned right-of-way and improving the current intersection configuration, Florence was

BEFORE

able to add dedicated turn lanes, improve traffic flow and maintain a Level of Service C rating. The project was completed in approximately three months for less than $3.8 million. That decision saved taxpayers more than $12 million compared to the original design concept, while delivering the needed improvements much sooner for residents, commuters, businesses and freight traffic. The result was more than a traffic improvement. It strengthened a key transportation link connecting communities across central Pinal County. Today, the Hunt Highway and Attaway Road improvements help move people, goods and services more efficiently through Florence and central Pinal County. The project supports access between growing residential areas, employment centers and commercial destinations, while improving daily quality of life for the drivers who rely on this corridor. It also showed the power of practical, responsive government. Residents had long identified this intersection as a source of frustration. Florence listened, acted and delivered a visible improvement that produced immediate results. The positive public response following completion reflected just how meaningful the project was to those who travel the corridor every day. As growth continues across Pinal County, reliable transportation infrastructure will remain critical to connecting residents with jobs, supporting commerce and maintaining mobility throughout the region. The Hunt Highway and Attaway Road improvements ensure that one of Florence’s most important transportation corridors is better equipped to serve the thousands of drivers who rely on it every day.

AFTER

CLEARING CONGESTION: The Town of Florence’s improvements at Hunt Highway and Attaway Road enhanced traffic flow along one of Pinal County’s primary transportation corridors, improving mobility while saving taxpayers more than $12 million. The intersection prior to construction is pictured on the left, and the completed project is shown on the right. (Photo courtesy of the Town of Florence) 90 | July - August 2026

PINAL COUNTY DEVELOPMENT

ENTERING ITS PRIME Pinal County’s economic development director charts the region’s progress By KYLE BACKER

ast August, voters in San Tan Valley weighed in on whether the community should incorporate as Arizona’s 92nd municipality, with 66% casting their ballots in favor of becoming a town. With the proposition passed, San Tan Valley is empowered to create a town government, pass legislation, supply public works and other civic functions. AZRE magazine sat down with Joel Millman, director of workforce and economic development for Pinal County, to learn more about what this change in status means for the region’s growth, what industries are showing interest in Pinal and how the county

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Joel Millman is supporting workforce development efforts. The following responses have been edited for clarity and length.

AZRE: Will San Tan Valley’s recent incorporation change its relationship with Pinal County’s Economic and Workforce Development Department? Joel Millman: Before it became a town, we were responsible for San Tan Valley’s economic growth strategies. Now, we’re talking with town leadership about their vision and how we can support them. I’d like to think that we coordinate very well with all the communities in the county, and we’ll use those best practices to support San Tan Valley. It’ll take some time for them to hire their own economic development director and establish a planning and

NEW TO TOWN: Proposition 495 offered San Tan Valley the choice to formally become a town or remain as an unincorporated part of Pinal County. After multiple similar efforts failed over the last two decades, the measure passed with two-thirds of the vote share, transitioning the community of more than 100,000 residents into one of Arizona’s largest municipalities. (Photo licensed from Adobe Stock.)

zoning department, but in the meantime, we’ll provide any assistance needed for attracting businesses to the area. AZRE: It sounds like even though San Tan Valley now has greater control over how it develops, the town will still have a partnership with your department. JM: Correct, and a lot of the folks that are now working for San Tan Valley are former Pinal County employees who bring that experience with them. The town is in great shape to chart its own course, whether that’s building upon the decisions made when it was under the county or shifting gears. The way I see it, San Tan Valley is in charge of its destiny now, and our role is to work with them to meet their goals. AZRE: Resolution Copper just hit a milestone on its way to becoming fully operational. What affect will that have on development in Superior? JM: It’s a major step not only for Resolution Copper but for the entire county. We have the largest copper deposit in the country, and the recent court ruling allows the mine project to move forward. It feels like everyone has been on the edge of their seats for years waiting for this to get resolved, and now we can stand up and start doing things. The Town of Superior will certainly benefit from Resolution Copper being there, but also from the ancillary industries it brings. There’s going to be an increase in the workforce, which will drive housing development and bring more amenities to the community to support that growth. AZRE: Can you talk about the revival of Pinal County’s mining industry more broadly? JM: It was dormant for years, but it has seen a lot of activity as the semiconductor industry and electric vehicles has driven demand for copper

nationally. We’re the Copper State after all, so now we have an opportunity to stand in the limelight — not just Arizona, but Pinal County itself. It opens the door for support and supply chains coming here, which creates a diverse economy and workforce — everyone from geologists to engineers to heavy equipment operators. AZRE: Semiconductors and electric vehicles will be critical components to the whole country’s economic future — as will AI. Are data center developers looking to build within Pinal County? JM: They are, but we don’t have any data centers here now. It’s part of the conversation, but we’re moving cautiously. The Pinal County Board of Supervisors is taking a measured approach, ensuring that they’re well educated about the pros and cons of bringing data centers to the community. Recently, the first zoning case for a data center in Pinal was heard by the board, who opted to issue a continuance. They’re not saying yes or no, but the board doesn’t want to rush into a decision. We’ll have to wait and see what the future holds. AZRE: What types of development are popular in the county right now? JM: We focus on attracting high wage jobs, and that invariably falls into advanced manufacturing and supply chain projects. We’re open to the aerospace and defense industry, so long as it’s in the right place at the right time, like anything else. I’ll add that there’s an emphasis on tourism and hospitality right now, too. Building a manufacturing facility that employs 1,000 people is great — but what will they do when they’re off the clock? It’s a question we hear from companies interested in Pinal, so we’re actively promoting tourism and lifestyle amenities in the county.

AZRE: I imagine that companies are not only interested in what leisure options would be available to employees, but if there’s the labor pool needed to support their operations. Can you talk about the county’s workforce development efforts? JM: ARIZONA@WORK is the state brand for the public workforce system under the current Workforce Innovation and Opportunity Act. Pinal County is one of 12 areas in Arizona that’s allocated federal funds to serve both job seekers and employers. There are about 15 separate federal programs all bundled into ARIZONA@WORK, but that can be confusing for people to wrap their heads around. I like to use Home Depot as an analogy. Their stores have a bunch of different products, but they’re all related to home improvement. ARIZONA@ WORK is like the Home Depot of the workforce development system — when someone comes through our doors, we lead them to the aisle that has the product they need. AZRE: What does that look like in practice? JM: Most job seekers are people with some sort of barrier to employment. They could be looking for a career pivot but haven’t been on the job hunt for a few decades, someone who was just laid off or a veteran transitioning back to civilian life. In a nutshell, ARIZONA@WORK Pinal County enacts the workforce strategies laid out by the workforce board to make sure we meet the needs of industry. And we’re not just supporting new growth — we also want our existing employers to have the people needed to stay here or even expand. We’re not the only game in town, but we are part of this massive effort to support everything we just talked about. 93

PINAL COUNTY DEVELOPMENT

MAP TO THE FUTURE

Here is a look at how Pinal County — with the help of its five districts — has positioned itself as a power player By KYLE BACKER

ocated between the Phoenix and Tucson metros, Pinal County is the third-most populous in the state with its boundaries stretching nearly 5,400 square miles. As its neighbors to the north and south have seen economic expansion, so too has Pinal County, providing a place for businesses to locate where land and operational costs are lower. Water supply secured In March, Pinal County District 3 Supervisor Stephen Miller joined Gov. Katie Hobbs and other regional leaders to celebrate the county’s first Alternative Designation of Assured Water Supply (ADAWS) in Pinal

PINAL COUNTY BY THE NUMBERS Population

502,071

Unemployment rate

4.9%

Poverty level

11.1%

Median yearly wage

$48,602

Workforce

226,376

EDUCATION High school or higher

89.2%

Some college or Associate degree

36.7%

Bachelor’s degree or higher

22.5%

SHORING UP SUPPLIES: Gov. Katie Hobbs celebrates Pinal County’s first Alternative Designation of Assured Water Supply, which helps support housing growth in water-constrained areas while abiding by the state’s 100-year water supply standard. Local leaders say the milestone represents a long-awaited solution following years of regional discussions around water supply and growth in central Pinal County. (Photo courtesy of Pinal County) 94 | July - August 2026

County. The designation marks the culmination of a decade of work by Pinal County leaders to secure a water supply, conserve groundwater and support responsible growth. The designation will extend longterm water supply protections across Arizona Water Company’s service area and make it possible to support the development of more than 80,000 new homes in one of Arizona’s fastestgrowing regions. “This marks a historic moment for Pinal County and the culmination of ten years of hard work,” said Supervisor Stephen Miller. “The ADAWS program is the result of extensive collaboration among stakeholders and a shared understanding that complex water challenges require creative solutions. This 100-year designation gives our communities the certainty they need to move forward, supporting new housing, strengthening our economy, and ensuring reliable water resources for generations to come.” Pinal County districts The Pinal County Board of Supervisors is responsible for crafting a budget that provides revenue for individual departments and elected offices, and also has the authority to fill vacancies in the county and legislative offices, other boards and commissions, pass resolutions, and enact ordinances and regulations. All five supervisor seats are elected every four years during the presidential election cycle. In the following pages, see what’s new in each of the county’s five districts as it continues to grow.

PINAL COUNTY DEVELOPMENT

DISTRICT 1

Supervisor: Rich Vitiello

itiello is the newly elected Pinal County Supervisor for District 1, encompassing the City of Maricopa, surrounding areas and parts of Coolidge, San Tan, Queen Creek, Stanfield, Gila River and Ak-Chin reservations and areas in between. Ralston Bridge project opens three months early On April 2, Vitiello, along with representatives from Sunland Asphalt and the Hidden Valley community, cut the ribbon on the Ralston Road Bridge at the Vekol Wash. This project addresses important safety concerns that have arisen due to flooding during the monsoon season,

which often causes road closures and limits access for local residents and travelers. “This district has been underserved,” said Vitiello in a press release. “And I want to make sure that if there’s a project in the area, we are going to work hard to get it done quickly and affordably. The taxpayer’s dollar is very important to me.” Construction on the project began in July of 2025 and it was scheduled to last a full year. This project required a quarter-mile closure of Ralston which is a main thoroughfare of Hidden Valley in the western part of the county. Due to newer construction techniques, such as

using prefabricated, modular parts for the culverts, construction was able to finish three months ahead of schedule. New in City of Maricopa: Mike Ingram Heritage Park Located within the Heritage District, upgrades to the park include an expanded performance stage, amphitheater-style seating, new landscaping and a railroad-themed playground. The owner of the project is the City of Maricopa, the general contractor is Willmeng Construction and architects are Dibble Engineering and Terracon Consultants.

NEW IN MARICOPA: Alto Apartments delivers 200 units across 12 residential buildings and was designed to provide attainable housing paired with modern amenities to help meet the region’s growing demand for quality housing. The project presented several notable challenges, including the lack of permanent water service across the site at the start of construction. The project was ultimately turned over six weeks ahead of schedule while maintaining a high standard of construction. The developer is Roers Companies, general contractor is Ironmark Building Company and the architect is Kaas Wilson Architects. (Photo provided by Roers Companies) 96 | July - August 2026

PINAL COUNTY DEVELOPMENT DISTRICT 2

Supervisor: Mike Goodman

anuary 2025 marks the start of Goodman’s third term as Pinal County Supervisor for District 2. His district has a smaller geographical footprint in comparison to others across the county, but is the most densely populated, with close to 100,000 residents. Over the past year, District 2 has experienced unprecedented growth and historic milestones that will shape the future of the region for generations. Town of Queen Creek year in review LG Energy Solution’s advanced

battery manufacturing facility is preparing to begin operations, representing one of the largest private investments in Arizona history. The project is expected to create thousands of jobs and further strengthen Arizona’s position as a national leader in advanced manufacturing, energy storage technology, and semiconductorrelated supply chains. The facility is anticipated to begin operations later this year, bringing new employment opportunities and economic activity to District 2 and the broader region.

What’s new in San Tan Valley In August 2025, voters approved Prop 495, making San Tan Valley Arizona’s 92nd municipality and one of the largest incorporations in state history. This success marks the culmination of decades of communityled efforts and positions the Town of San Tan Valley to guide its own future through local governance, economic development, infrastructure investment and community planning. Tecoma Square Developer: Real Estate Equities General contractor: Big-D Construction Architect: Kaas Wilson Architect Project description: This 252-unit affordable multifamily community expands housing options in an area where single-family homes are the dominant product type. The project is situated near retail spaces along a busy intersection, creating a buffer from the roadway while being close to desirable amenities.

BUILDING AMERICA'S COPPER SUPPLY. BOOSTING ARIZONA'S ECONOMY.

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PINAL COUNTY DEVELOPMENT

DISTRICT 3

Supervisor: Stephen Miller

n Arizona native and resident of Pinal County for more than 50 years, Supervisor Stephen Miller took office in January 2013 as Supervisor of District 3, representing the Casa Grande region. Miller was nominated by his peers on the board to be the first chairman of the now five-member Pinal County Board of Supervisors. KPPC Advanced Chemicals breaks ground in Casa Grande In December, KPPC Advanced Chemicals began construction on its $120 million project in Casa Grande, which will manufacture the ultra-highpurity chemicals used throughout semiconductor fabrication, wafer cleaning, etching and advanced packaging. “This investment strengthens Arizona’s rapidly expanding, worldclass semiconductor ecosystem by bringing the essential manufacturing of ultrapure chemicals to the heart of where they are needed,” Gov. Katie Hobbs

says in a press release. “Best of all, it will create approximately 200 highquality, full-time jobs for Arizonans, and collaborate with our community colleges to prepare our workforce for advanced roles. Projects like this one are key to building a resilient, localized materials network right here in Arizona.” The facility is slated to start production at the end of 2027 and will supply TSMC, Intel, Micron and other chipmakers across the U.S. Construction in Coolidge Win Aviation: In Q4 2025, Win Aviation celebrated the grand opening of its 36,000-square-foot aircraft maintenance hangar at Coolidge Municipal Airport, representing the first substantial hangar construction project at the airport in more than 15 years. The new facility will support expanded maintenance operations and strengthen Coolidge’s position in the regional aviation market.

SRP expansion project: SRP began construction on its expansion project in 2024, which will add 575 megawatts produced by 12 gas turbines — enough electricity to power more than 139,000 average-size homes at once. The utility expects the completion and commercial operation of the first six natural gas turbines by summer 2026 and completion of the second six no later than summer 2027. New performing arts building On March 31, Central Arizona College began construction on its 91,000-square-foot Cultural and Performing Arts Center at its Signal Peak Campus in Coolidge following the 2023 collapse of the Pence Center auditorium roof. The facility’s south half will be anchored by a 1,000-seat theater, and the venue will include a 95-foot-tall fly tower, allowing scenery, curtains and lighting to be lifted and stored above the stage for rapid transitions and complex performances.

LONG-TERM INVESTMENT: Phase I of KPPC Advanced Chemicals’ semiconductor equipment cleaning facility represents a $120 million investment. The company expects the Casa Grande site to grow into a full semiconductor chemical campus, with total investment projected to reach approximately $500 million by 2035. (Rendering courtesy of the Arizona Commerce Authority) 100 | July - August 2026

DISTRICT 4

Supervisor: Jeffrey McClure

cClure is in his sixth year on the Pinal County Board of Supervisors and serves as the chairman of the board. He has been active on county committees for more than 15 years, is knowledgeable of government operations and has proven his ability to build consensus among differing viewpoints and represent people of all political parties. Florence Copper produces first copper cathodes Florence Copper successfully harvested its first commercial copper cathode, marking the first new copper supply from a U.S. greenfield facility since 2008. It’s also the first site to utilize ISCR, a low-cost method

of producing copper metal with less environmental impacts than conventional mining. Once fully operational, the project is expected to produce 85 million pounds of LME Grade A copper annually. “All of the copper metal produced at Florence will remain in the U.S. to help address America’s growing reliance on copper imports at a time of burgeoning global demand,” Stuart McDonald, president and CEO of Taseko, says in a press release. Freeberg Industrial Fabrication facility goes vertical in Eloy Located at Park 8-TEN Logistics, the 160,000-square-foot Freeberg Industrial Fabrication facility is

purpose-built to support metal cutting, forming, welding, painting and largescale assembly operations, including the assembly of reciprocating engine power generation packages and other heavy electro-mechanical systems. Ascent Aviation Services cuts ribbon on two new hangars in Marana At the close of 2025, Ascent Aviation Services celebrated the grand opening of two 90,000-square-feet widebody maintenance hangars at its Pinal Airpark facility in Marana. This $70 million project resulted in the creation of more than 300 new jobs and reinforces the region’s position as a premier aviation and aerospace hub.

METAL MASTERY: Freeberg Industrial Fabrication’s 160,000-square-foot facility in Eloy will serve as a major manufacturing and assembly hub for the company. The site is expected to be fully operational in 2026. (Photo provided by Freeberg Industrial Fabrication) 101

PINAL COUNTY DEVELOPMENT

DISTRICT 5

Supervisor: Jeff Serdy

orn in a small Midwest town of 10,000 residents, Serdy says his rural roots are an advantage as Pinal County transitions from a traditionally agricultural region to suburban and urban in several parts of the county. A firm believer in term limits, Serdy promised to only seek two terms in any office. Resolution Copper completes federal land exchange A March 13 ruling from the U.S. Court of Appeals for the Ninth Circuit finalized a federal land exchange between the U.S. Forest Service and Resolution Copper — a decision the company says unlocks one of the world’s most significant untapped copper deposits. Once operational, Resolution Copper would create thousands of highpaying jobs add an estimated $1 billion a year to Arizona’s economy. Legislation to facilitate the land exchange passed with bipartisan support in December 2014. The land exchange involves the transfer of more than 5,400 acres of environmentally and culturally sensitive land containing special status species and Native American cultural sites for inclusion in National Forests and National Conservation Areas to the U.S. Forest Service and Bureau of Land Management, and in return Resolution Copper has received over 2,400 acres of land adjacent to the historic Magma Copper Mine. “Resolution Copper has been an excellent community partner over the past decade,” Superior Mayor Mila Besich says in a press release. “Through the land exchange, Arizonans will receive thousands of acres that will become part of two National Conservation Areas, providing long-term conservation,

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habitat and cultural heritage protection, and recreational opportunities.” $3.5 million Panther Drive Bridge completed in Superior The first project completed under the renewed Greater Arizona Development Authority, the Panther Drive Bridge allows residents to travel freely during storms without fear of getting caught in what used to be a low-water crossing. Not only does it enhance mobility for residents and businesses but allows first responders to travel unimpeded during extreme weather conditions. Apache Junction’s largest industrial facility breaks ground After purchasing a 36-acre parcel

in Apache Junction last year, Sundt Construction broke ground on its 65,000-square-foot manufacturing facility. Sundt will use the new facility to fabricate structural and mechanical systems and is expected to create approximately 100 new job opportunities for the city in this first phase. Another 10,000 square feet of office space will be built to support Sundt’s engineering and design teams, along with a training facility for employees located throughout the region. Sundt plans to expand into other specialties in the future, reserving the remaining acreage of their property for expansion. Construction is anticipated to be completed in the first quarter of 2027.

UNMINED POTENTIAL: Resolution Copper announced a $500 million investment over the next two years to support enabling works, upgrades to existing project infrastructure and initial underground development activities as well as approximately 100 new jobs. (Photo provided by Resolution Copper)

Inland Port Arizona, is a +- 2,700 acre Union Pacific rail-served mega site located in Coolidge, the heart of the Central Arizona Corridor between Tucson & Phoenix.

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CONTACT:

Jackob Andersen

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Matthew McCormick

mmccormick@saintholdings.com 480.522.6328

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