Construction Today | Issue 2 2025

LETTER FROM THE CHAIRMAN OF THE BOARD OF DIRECTORS

Building the future of construction starts long before anyone steps onto a jobsite. It begins in classrooms, gymnasiums, and community centers—where students first discover that a career in our industry is within reach. That belief is at the heart of GBCA’s strategic goal to introduce 25,000 school-aged students to construction careers by December 2025—and I’m proud to say we’re turning that aspiration into reality.

Since launching this initiative in early 2023, GBCA staff, members, Construction Leadership Council (CLC) volunteers, and union partners have engaged with students at school visits, career fairs, trade expos, and community events across the region—sharing clear pathways into the trades and emphasizing the value of apprenticeship programs. To make these interactions memorable, GBCA created Workforce Development Trading Cards—baseball-style cards featuring individual trades, average salaries, and training timelines. Thousands of these cards have made their way into students’ hands, sparking early interest in both field and office-based construction careers.

Following the success of our first Construction Career Day at the Finishing Trades Institute in 2024, we’re building on that momentum by partnering with Build My Future for a two-day Construction Career Day this October. The expanded event will welcome even more middle and high school students for hands-on experiences that showcase the many pathways into the industry.

In addition to supporting our broader outreach efforts, the Construction Leadership Council has led its own student-focused initiatives—hosting “Casual Conversations” on local college campuses and connecting with students at Mayfair Middle School, Philadelphia’s only middle-school CTE program. Their visit even landed them on the students’ own Dope Students Podcast, where they shared their personal career journeys and helped demystify what it means to build a future in construction.

Creating a diverse workforce demands intentional inclusion. GBCA proudly supports MYWIC—Mentoring Young Women in Construction, a program I am honored to have co-founded in 2009. MYWIC gives young women the opportunity to see themselves in every corner of the industry—from tradeswomen to design team members—proving that construction is a place where their ambitions can thrive.

We have just a few months left to meet - and surpass - our 25,000student goal. With your continued partnership and support, we will build a stronger, more skilled, and more inclusive pipeline of talent for the projects that shape our communities.

Maura C. Hesdon, LEED AP Chairman of the Board, GBCA General Manager, Shoemaker Construction Co.

Being a contractor is never easy. Even in the best of times, it’s a business that demands precision, foresight, and grit. But being a contractor since 2020? That has been something else entirely.

You have faced one of the most turbulent, unpredictable stretches in modern construction history—year after year, challenge after challenge.

• 2020 brought the unthinkable: a global pandemic and a statewide shutdown of the construction industry.

• 2021 demanded that you work through the pandemic, navigating evolving health mandates and workforce disruptions while keeping projects moving and people safe.

• 2022 delivered crushing supply chain issues and historic price escalation on materials—steel, lumber, concrete, you name it—testing your margins and your patience.

• 2023 saw a surge in interest rates, a cooling real estate market, and a credit squeeze that delayed or derailed planned developments.

• 2024 was about recalibration—finding footing in a “new normal” where nothing feels especially normal.

• And now in 2025, you’re contending with a global trade war, new tariffs, and escalating tensions in the Middle East that could drive up oil prices and compound inflation pressures yet again.

Construction is an industry that thrives on stability—predictable inputs, steady demand, and clear pipelines of work. Over the last five years, you've had anything but that. And yet, through it all, you’ve continued to build—like a sailor in a storm, knowing the only way out is through. So, you’ve kept moving, project by project, learning, adjusting, and finding a way forward.

LETTER FROM THE PRESIDENT

From where I sit at GBCA, I’ve had the privilege to witness your resilience firsthand. You’ve adapted your businesses, embraced innovation, expanded safety practices, and invested in your teams. You’ve found ways to make progress, even when the wind was directly in your face. And you’ve done it all while upholding the high standards that define union construction in this region.

Despite everything, the industry is not broken—it’s battle-tested. And while we can’t say the turbulence is behind us just yet, there are real reasons for optimism. As the saying goes “History doesn’t repeat itself, but it often rhymes.” The conditions today aren’t identical to past downturns, but the echoes are unmistakable. Over the last 20 years, all past cycles have taken approximately three years from that peak to reach the bottom of a cycle. The most recent peak of basic trade building labor hours in the Philadelphia region occurred in 2023. Indicating that we are approaching the low point of the current construction down cycle. A full construction cycle—peak to trough and back—tends to play out over five to seven years. By that logic, we could see a market turn around begin as early as 2026.

Government investment in infrastructure continues. Cities like Philadelphia are doubling down on housing and development. And construction technology is finally delivering on its promise to make building smarter and more efficient.

Whether this is the bottom of the cycle or simply one more bend in the road, I believe the turn is coming—and when it does, GBCA members will be ready to lead it.

Sincerely,

Benjamin J. Connors, Esq., CAE President & CEO

General Building Contractors Association

CONSTRUCTION TODAY

PUBLISHER/EDITOR

Nicole Catrambone

ADVERTISING/SALES

Nicole Catrambone

CONTRIBUTING WRITERS

Marybeth Gerdelmann / Diane Goschler / Matt Heiser / Erik Highland / Casey Kelly / Derek Meyer / Nicholas T. Peetros / Sarah Vanderleest / Mellisa Wyatt

DESIGN Punch Garage

ACCOUNTING Jeremy Pease

EDITORIAL OFFICE

General Building Contractors Association, Inc.

36 South 18th Street Philadelphia, PA 19103

P: 215-568-7015

F: 215-568-3115

© Copyright CONSTRUCTION TODAY® registered in U.S. Patent and Trademark Office Copyright ©2004 by the General Building Contractors Association. All rights reserved. Submissions for editorial review should be sent to the editorial office address. Neither the publisher nor any individual associated with any branch of production, nor the advertisers will be liable for misprints or misinformation contained herein.

CONTENT ISSUE 2 | 2025

FROM BATTLEFIELD TO BUILDING SITE WHY SPECIAL OPERATORS ARE A PERFECT FIT FOR CONSTRUCTION

HOW HISTORIC BUILDINGS REFLECT PHILADELPHIA’S IDENTITY AND THE IMPORTANCE OF

PRACTICES HOW STRONG LEADERSHIP BUILDS SAFER WORKPLACES

THE POWER OF A.I. FOR PRE-CONSTRUCTION AND ESTIMATING

WITH PURPOSE INDUSTRY TRENDS FROM THE SHARE FOOD PROGRAM WAREHOUSE PROJECT

PRESERVING HISTORY WITH PRECISION BELLEVUE HOTEL FAÇADE RESTORATION BALANCES HISTORIC INTEGRITY AND MODERN DEMANDS

CONTRIBUTORS

MARYBETH GERDELMANN

Associate, Education & Workforce Development, GBCA

ERIK HIGHLAND

Superior Scaffolding, Inc.

EIT, CPSM, C. Erickson & Sons, Inc.

CFPS, Oliver Fire Protection & Security

Premier Building Restoration

Special Forces Officer, Special Forces Group

NETWORKING EVENTS

SPRING MEMBERSHIP DINNER

NEW MEMBER BREAKFAST

SAFETY EVENTS

HOAGIES WITH OSHA: TRENCH SAFETY AWARENESS WITH ERIC GIGUERE

FALL PROTECTION TRAINING WITH THE PHL BUILDING TRADES

MAY 5 – MAY 9: SAFETY STAND DOWN TO PREVENT FALLS IN CONSTRUCTION

PUBLIC ENGAGEMENT & INNOVATION

FUNDRAISING EVENT FOR MAYOR CHERELLE PARKER

CLC EVENTS

CLC HYGIENE KIT PACKING FOR PROJECT HOME

CLC COFFEE CHAT

OUTREACH & WORKFORCE DEVELOPMENT

WILLIAMS COLLEGE OF THE TRADES

ROSIE’S GIRLS TRADE FAIR

MASTERY SCHOOL POSTSECONDARY FAIR

PHILADELPHIA YOUTH FUTURE FAIR

CARPENTERS OPEN HOUSE

FROM BATTLEFIELD TO BUILDING SITE:

WHY SPECIAL OPERATORS ARE A PERFECT FIT FOR CONSTRUCTION

LEADERSHIP

DEREK MEYER | SPECIAL FORCES OFFICER, SPECIAL FORCES GROUP

When most people think of elite Special Operators—Green Berets, Navy SEALs, Delta Force, etc.—they picture highstakes missions in dangerous places, operating under pressure with lives on the line. What they don’t often realize is that these same warriors are also world-class advisors, crosscultural communicators, risk managers, and team leaders. For those transitioning from military service to a civilian career, the construction industry offers a natural and strategic fit.

Leadership Under Pressure: A Shared Culture of Risk and Safety

Both the Special Operations community and the construction industry are built on complex operations with many contingencies, tight timelines, and unforgiving environments. In both, safety isn't just a box to check—it’s a culture. As former Green Beret and SOTF Alum Derek Meyer puts it, “In the military, we preserve the force and the family by doing proper risk management and enabling leaders to make decisions at the lowest level possible. We assess both the ‘Risk to the Force’ and ‘Risk to the Mission’ to determine if both are within acceptable parameters to move forward. In construction, proper risk management and instilling a culture that prioritizes safety all comes down to the same thing: Leaders across all

levels are responsible for protecting your people and your projects.”

Derek isn’t swinging a hammer on site. His role as a Risk Advisor at Lockton—one of the largest insurance brokerage firms in the world—puts him in constant collaboration with construction companies. Much like his time leading adviseand-assist missions in combat environments, Derek now advises companies on helping them move forward in the best way possible, just like he did with his partner forces around the globe. His job is to connect companies with the right people, tools, and resources to protect their workforce and scale efficiently. “Special Operators may not be the technical expert on the job site right out of the gate after hire,” Derek says, “but we know how to lead a safety meeting, connect with a crew, and guide the strategy. Technical skills can be learned. Leadership is earned. Hire those that can elevate the company to achieve the strategic vision; hire leaders, not managers.”

Construction Is a Natural Fit for Veterans

Green Berets are tactical advisors by trade. In places like Afghanistan, they host shuras—gatherings with local leaders to build trust, plan operations, and share best practices. Sound

familiar? It should. The same model exists on construction sites and in corporate boardrooms. Communication, collaboration, and cultural fluency are just as important as engineering specs or blueprints.

Special Operations Veterans like Derek are used to job change and role evolution. “You promote, you pivot,” he says. “We’re trained to learn fast, adapt faster, and lead through uncertainty.”

That’s precisely why construction is such a strong landing zone for Special Operators: it’s fast-paced, impact-driven, and built on a culture of execution. Veterans already know how to thrive in that space—and they bring something else, too: maturity, discipline, and the ability to lead others safely through chaos.

Breaking Barriers with SOTF

Still, the transition from service to the civilian sector isn’t always smooth. Many Special Operators leave the military unsure of how their elite warfighting skills translate to a civilian career. Some doubt they belong in the private sector, while others don’t know where to begin.

That’s where the Special Operators Transition Foundation (SOTF) comes in.

Through its four-phase transition program, SOTF gives elite military Special Operators the tools, language, and

confidence to thrive post-service. Fellows receive extensive executive coaching, psychometric assessments to guide their professional aspirations, resume and interview preparation, and—most importantly—highly individualized mentorship from leaders across industries.

The goal? To align each Fellow's strengths with the right career path, not just the first one offered. Whether that means advising construction companies on safety culture, joining a general contractor’s executive team, or launching a startup in industrial tech—SOTF helps connect the dots.

“SOTF Fellows go from serving on the frontlines to serving on the home front,” says Derek, “They’re no longer defending against military adversaries. They’re protecting American industry from economic threats and disruption.”

It’s Not Charity—It’s Strategy

Hiring Special Operations veterans isn’t a handout; it’s a competitive advantage.

When you bring a Special Operator into your organization, you’re getting someone with the decision-making acumen, human intelligence, and risk tolerance of a senior leader— often a decade ahead of their peers in the private sector. These are people who’ve led teams under fire, successfully executed cross-functional missions, and performed in some of the world’s most complex and unsafe environments.

In construction, where every project carries risk and every team needs a steady hand, that kind of leadership is priceless.

A Call to Action for Construction Leaders

If you're in the construction industry—whether you’re a general contractor, association leader, insurer, or executive—it’s time to reimagine your hiring strategy. Veterans, especially those from Special Operations, aren’t just capable hires. They’re force multipliers.

Ready to take the next step? Partner with SOTF. Mentor a Fellow. Or hire one. You’ll be investing in someone who’s already proven they can lead under pressure—now they’re ready to do it for you. Learn more at www.sotf.org

HOW HISTORIC BUILDINGS REFLECT PHILADELPHIA’S IDENTITY AND THE IMPORTANCE OF RESTORATION

CASEY KELLY | PREMIER BUILDING RESTORATION

Philadelphia, one of the oldest and most historically rich cities in the United States, is a living museum of architecture. Its cobblestone streets, colonial rowhomes, towering churches, and grand civic structures tell the story of a city that was instrumental in shaping the nation. These buildings are more than just beautiful backdrops; they are physical embodiments of Philadelphia’s identity. Deeply tied to its sense of place and community. As development accelerates and modern construction rises around us, the restoration and preservation of historic buildings are not just acts of nostalgia, they are vital to retaining the personality of the city.

Philadelphia’s architectural heritage is as diverse as its people. From Georgian-style homes in Society Hill to the industrial-era warehouses of Fishtown, and from Art Deco theaters to BeauxArts public buildings, each structure contributes to a layered narrative. Unlike cities that developed rapidly in a single era, Philadelphia has grown gradually over centuries, resulting in an eclectic mix of styles and materials that reflect social, political, and technological changes over time.

The city is home to 40 historic districts and thousands of individually registered properties. The Philadelphia Register of Historic Places and the National Register of Historic Places are filled with entries that speak to the city’s complex history:

the birthplace of American democracy, a crucible of industry, a haven for immigrants, and a cultural innovator. These buildings are not relics, in fact, they are still in use, often adapted to modern needs while preserving their historical character.

Urban planners agree that a city’s “sense of place”, which is it’s emotional and cultural connections people have with their environment, are largely shaped by the built environment. Historic buildings are central to this. They provide visual continuity, grounding us in a shared past. They give neighborhoods their character, making them distinct rather than interchangeable. They also are typically very beautiful, and full of wonder due to their rich histories and the people who made memories there.

In Philadelphia, walking through neighborhoods like Old City, Germantown, or West Philadelphia is like walking through time. Historic structures serve as community anchors, landmarks that hold memories and stories passed down through generations. They also offer a scale and craftsmanship rarely seen in modern construction. Stone masonry, ornamental ironwork, arched windows, and hand-carved details offer a tactile richness that speaks to an era when buildings were constructed not only for utility but also for beauty and permanence.

There is value in restoration. Preserving these structures through thoughtful restoration is both an art and a responsibility. It’s not just about keeping buildings standing; it’s about maintaining the integrity of the city’s character. Each restoration project is an opportunity to honor the past while preparing for the future. Restoration might not be the fastest or flashiest type of construction, but it’s some of the most meaningful. In Philly, that matters. We’re not just fixing buildings; we’re helping the city hold on to its identity and that is something Philadelphia is justifiably proud of.

From a sustainability standpoint, restoration is a greener choice than demolition and new construction. The adage “the greenest building is the one that’s already built” rings especially true in Philadelphia. Historic restoration reduces construction waste, preserves embodied carbon, and often uses durable original materials that can outperform modern substitutes when properly maintained.

Economically, restoration supports skilled labor and trades that are often overlooked in contemporary construction. Carpenters, masons, blacksmiths, and decorative plaster specialists are essential to this work, and their crafts contribute to the revival of both buildings and neighborhoods. Historic buildings, once restored, often become focal points for revitalization, attracting investment, tourism, and community pride. It takes a whole different mindset and skill set than most people might expect. Having an expert capable mason who understands terra cotta, lime mortar, and the small details that

define these older buildings is crucial to restoration practices.

Restoring historic structures in a city like Philadelphia is not without challenges. It requires navigating complex preservation guidelines, balancing historical accuracy with modern codes and accessibility standards, and often addressing decades of deferred maintenance. There can be hidden issues behind walls, materials that aren’t manufactured anymore. Funding can also be a hurdle, particularly for privately owned properties or nonprofits.

However, resources like the Historic Preservation Tax Credit, grants from organizations such as the Preservation Alliance for Greater Philadelphia, and public-private partnerships have made it more feasible for owners to invest in restoration. Advances in technology such as 3D laser scanning, drone mapping, and improved material replication have also made it easier to document and restore intricate features accurately.

Restoration doesn't mean freezing buildings in time. Adaptive reuse, the practice of repurposing historic buildings for new functions, is a powerful way to keep these structures relevant. Across the city, former schools have become community centers, churches have become performance spaces, and industrial buildings have found new life as offices or residences. These projects maintain the spirit of the original architecture while meeting the evolving needs of the community.

Restoration is not just a technical or aesthetic task, it’s civic stewardship. It signals that we value the stories of those who came before us and that we want to preserve those stories for future generations. In an age where rapid development can lead to a loss of identity, Philadelphia’s commitment to preservation helps it stand apart.

As we look toward the city’s future, we must continue to balance progress with preservation. New buildings will rise, technologies will evolve, and demographics will shift. But if we invest in our historic architecture, not just financially, but with care, creativity, and respect, we ensure that Philadelphia remains not just a place on the map, but a place with meaning.

The past lives in our buildings. Through restoration, we don’t just maintain walls and façades…we preserve culture, craftsmanship, and community. And in doing so, we protect the spirit of Philadelphia itself.

PROVEN PRACTICES: HOW STRONG LEADERSHIP BUILDS SAFER WORKPLACES

MATT HEISER | CFPS, OLIVER FIRE PROTECTION & SECURITY

In the construction industry, safety is not something that happens by chance. It is the result of deliberate choices, clear direction, and steady leadership. A strong safety culture takes time to build and is only as effective as the people guiding it. From day one, leadership plays the most critical role in shaping a workplace where safety is more than a checklist. It becomes the standard by which every task is measured.

A company’s attitude toward safety is set from the top. When management makes safety a core value, equal to quality, cost, and schedule, it becomes part of how people work. It is not an extra responsibility. It is a shared expectation. Leadership is not only about what is written in policy. It is shown in action, in presence on the jobsite, and in the way leaders follow through on commitments. Workers notice when leaders take time to listen, provide tools and training, and make it clear that safety matters every day.

One of the most effective starting points is a written safety policy backed by the highest level of leadership. This document sends a clear signal, but it must be reinforced often and with sincerity. Safety should be part of every discussion, whether during a pre-construction meeting, a walk-through, or a review of the budget. Teams look to their leaders for cues. When they see leaders practicing what they preach by wearing proper gear, asking the right questions, and checking in on their well-being, it builds trust and strengthens the message.

Good leadership also brings clarity. Teams work better when they understand what is expected and why it matters. Setting clear, measurable goals for safety gives workers direction and creates momentum. These goals should focus on proactive steps, like increasing the reporting of near misses, raising participation in training sessions, or improving how hazard assessments are completed. Clear roles, defined timelines, and proper resources turn these goals into results.

Resources are often the difference between safety that is theoretical and safety that works. People need more than just instruction. They need time built into their schedule for training and preparation. They need access to quality tools and reliable equipment. A safety budget should include regular updates to gear, investment in monitoring technologies, and support from subject matter experts when needed. For large or complex projects, outside consultation may also be part of the solution.

Accountability is another pillar of strong leadership. It must be applied consistently across every level of the organization. When expectations are clear and everyone knows their responsibility, accountability becomes a tool for progress, not punishment. The best safety cultures create space for learning and growth. They encourage reporting, reward engagement, and build systems where workers feel safe to speak up. When people trust that they will be heard, they take an active role in protecting themselves and each other.

Another effective practice is assigning safety leaders within the organization. These individuals serve as coordinators, problem-solvers, and advocates. They help keep safety visible and track progress toward key goals. Their presence brings consistency to safety efforts and creates more opportunities for teams to learn and improve. Simple recognition, such as a mention at a meeting or a note of appreciation, can reinforce the message and keep momentum going.

Mentorship is a powerful tool for transferring safety values. Pairing experienced workers with new hires creates learning opportunities that go beyond technical skills. It helps younger workers develop good judgment and confidence. It also gives experienced employees a chance to reinforce positive habits and share the lessons they have learned on the job. Effective safety training should reflect the needs of a modern workforce. Blending hands-on instruction with digital resources and realworld examples makes learning more relatable and memorable.

Leadership becomes even more important in complex environments. Jobsites with confined spaces, occupied buildings, or sensitive equipment require thoughtful planning and coordination. Leaders must understand these conditions, anticipate potential hazards, and work directly with crews to develop safe and efficient workflows. When leadership takes the time to learn from the field, the results are more practical and effective.

New technologies are also reshaping how safety is managed. Tools like wearable sensors, hazard tracking apps, and data analytics give teams better insight into risk and performance. These tools are most powerful when supported by skilled leadership. Leaders must be able to interpret the data, make adjustments, and ensure the technology supports the overall safety culture. Technology should empower teams, not replace their judgment.

Organizations that go beyond minimum standards stand out for all the right reasons. Prioritizing safety builds loyalty among employees, trust with clients, and stronger partnerships with contractors. Safe job sites tend to be more productive, better organized, and less prone to delays. Reducing injuries does not just save time and money. It protects people. At the end of the day, that is the only outcome that truly matters.

The impact of strong safety leadership is visible in the everyday actions of a team. It shows up when a new worker feels comfortable asking a question. It is present when someone takes a moment to reassess a task or help a teammate. A strong safety culture is built through repetition, reflection, and real decisions made in real time.

In the end, safety is not a program or a policy. It is a commitment that lives in the actions of leaders and the people they serve. When leadership is authentic, present, and consistent, safety becomes more than just a job requirement. It becomes part of who we are and how we work together.

Matt Heiser is an NFPA Certified Fire Inspector II, Fire Protection Specialist, and Fire Plans Examiner with extensive experience in construction safety and fire life safety. He is a recognized leader in the industry, having received the 2024 Safety Professional of the Year Award from the Mid-Atlantic Construction Safety Council and the 2024 Excellence in Safety Award from the General Building Contractors Association. Matt is actively involved with multiple professional organizations including the National Fire Protection Association, National Volunteer Fire Council, and the Subcontractors Association of Delaware Valley safety committee. He is passionate about building safer workplaces through strong leadership, practical safety programs, and a culture of accountability.

LEVERAGING THE POWER OF AI FOR PRE-CONSTRUCTION AND ESTIMATING

NICHOLAS T. PEETROS, SR. | C.P.E., CLEMENS CONSTRUCTION COMPANY INC.

The construction industry, long rooted in traditions and manual processes, is undergoing a revolution of sorts – and at the forefront of this transformation is the use of Artificial Intelligence (AI). From optimizing project schedules and improving safety protocols, to enhancing design accuracy and reducing waste, AI is reshaping how buildings are conceived, constructed, and managed. As general contractors face increasing pressure to deliver faster, safer, and more costeffective results, the integration of AI technologies offer a competitive advantage, turning data into actionable insights and automating tasks that once required hours of human labor.

The Pre-Construction Pressure Cooker

Pre-construction is arguably the most critical phase of any project. It’s where decisions are made that determine the project’s feasibility, budget, schedule, and risk profile. Estimators in particular are tasked with the high-stakes job of analyzing drawings, identifying scope, quantifying materials, and pricing the work—all while juggling tight deadlines, incomplete information, and shifting client expectations.

Nowhere in the Construction industry is the effect of AI being felt stronger than in pre-construction and estimating. The preponderance of software and online take-off tools that are available is enough to make any estimator’s head spin (even more than usual).

Numerous companies currently offer automated take-off tools and real-time cost benchmarking, but are they any good? More importantly, will they help make the task of estimating a construction project quicker/easier/more accurate? Finally, what is the future for construction estimators, is AI going to take away my job?

Automating the Tedious—Not Replacing the Expert

According to industry experts, AI won’t replace estimators—at least not within our lifetimes. Only a human being can do things like assess project risks, interpret incomplete drawings, navigate client expectations, attend pre-bid walkthroughs, chase subcontractors/bidders, and properly review subcontractor and vendor proposals. What AI will do is eliminate the most tedious, repetitive parts of the job. Tasks like quantity takeoffs, document comparisons, and cost database updates can now be done in minutes rather than hours.

Modern AI tools can scan and interpret 2D plans or 3D models, extract quantities, and even populate bid sheets with preliminary pricing. This level of automation reduces human error and dramatically speeds up the process. Instead of spending days counting doors or tracing ductwork, estimators can focus on analyzing assumptions, validating scope of coverage, and refining pricing strategies.

From Reactive to Proactive Estimating

Traditionally, estimating has been a reactive process. Drawings are released, quantities are measured, costs are calculated, and a number is submitted. AI is shifting this dynamic toward a more proactive model. With predictive analytics and generative design tools, AI can help estimators and design teams explore multiple design options, weigh trade-offs, and arrive at the most cost-efficient solution early in the design phase.

This early involvement not only improves cost certainty but opens the door for true value engineering. Contractors can suggest alternate materials, construction methods, or sequencing strategies—all informed by data and modeled outcomes. The result is a better project delivered on a more predictable budget and timeline.

Challenges and Considerations

Despite its promise, AI is not a silver bullet. For many firms, the biggest challenge lies in implementation. Adopting AI requires investment—not only in software, but in training, workflows, and mindset. Some estimators may be skeptical of automation, concerned it will diminish their role or replace their judgment. However, firms that position AI as a collaborative tool, not a replacement, are finding success in adoption.

those offered by platforms like TOGAL.AI—to be incredibly useful. The integrated “ChatGPT” functionality is a gamechanger, enabling document searches and insights that simply weren’t possible before. The document comparison function is especially powerful, as well as the image and text search features. The results are much more accurate and overlapping images/text do not affect the software’s ability to find what I’m looking for.

The Future Is Human + Machine

Another consideration is data quality. AI is only as good as the data it is fed. Inconsistent naming conventions, siloed databases, and poor documentation can limit the effectiveness of machine learning models. Companies that prioritize clean, structured data are better positioned to reap the full benefits of AI in pre-construction.

Personal Experience with A.I. Estimating Tools

I've been using an AI-assisted takeoff tool for about a year now, and my experience has been overwhelmingly positive. While I don’t rely as heavily on the auto-takeoff feature as I probably should, I’ve found the enhanced search capabilities—especially

The future of estimating is not about choosing between humans and machines—it’s about combining their strengths. AI brings speed, scale, and consistency; humans bring intuition, experience, and creativity. Together, they form a powerful partnership that is changing how construction projects are envisioned and delivered.

As the industry continues to evolve, companies that embrace AI in their pre-construction and estimating workflows will be better equipped to stay competitive, win more work, and deliver greater value to their clients. The tools are here. The time is now. And the estimators of the future are already leveraging the power of AI—not to replace their roles, but to elevate them.

RESTORING WITH PURPOSE: INDUSTRY TRENDS FROM THE SHARE FOOD PROGRAM WAREHOUSE PROJECT

Food insecurity remains a daily reality for hundreds of thousands of people across Greater Philadelphia. Share Food Program is leading the charge against this crisis—distributing millions of pounds of nutritious food each year to schools, pantries, and community partners. So when we were selected as the general contractor to restore and upgrade their primary warehouse, we knew this wasn’t just another renovation. This was mission-critical work.

Working hand-in-hand with the owner and project architect, we’ve approached this restoration in carefully sequenced phases to ensure uninterrupted operations. Phase 1 focused on life safety: upgrading fire suppression systems, installing a new fire pump, improving lighting, replacing 70,000 square feet of roofing, and integrating new refrigeration systems. These updates not only bring the facility up to current standards— they establish the infrastructure needed for future growth. And as additional phases get underway, this project is emerging as a case study in the growing industry trend of purpose-driven construction.

The Industry Shift: Buildings as Mission Enablers

We’re seeing a clear shift across the construction industry: more nonprofit organizations are making strategic investments in their physical infrastructure. Where facilities were once seen as passive backdrops, they’re now understood as essential to an organization’s capacity, impact, and sustainability.

The Share Food Program warehouse is a perfect example. This isn’t just about making repairs—it’s about enabling Share to scale its operations and serve more people safely and efficiently. Upgrades like modern fire suppression systems, durable roofing, and enhanced lighting aren’t just “nice to have.” They protect the people, food, and mission at the heart of this operation.

For nonprofits facing rising demand and limited resources, the takeaway is clear: investing in durable, adaptable infrastructure is essential. And for construction professionals, the challenge is to help these organizations build in a way that’s safe, smart, and aligned with their mission.

Life Safety Takes Center Stage

One of the most important trends emerging in existing facility renovations is the focus on life safety—particularly for organizations that can’t afford operational disruptions. In Phase 1 of this project, we prioritized fire detection and suppression systems, upgraded the facility’s fire pump, and replaced outdated piping to ensure the entire building is equipped for emergency response.

We also tackled critical infrastructure: refrigeration systems to preserve fresh food, improved lighting for safety and productivity, and a complete 70,000-square-foot roof replacement to protect against the elements. These aren't just compliance upgrades—they're essential measures that safeguard Share’s ability to function day and night, without interruption.

This aligns with a broader industry push to bring aging facilities up to modern life safety standards. It’s not about minimum requirements—it’s about operational resilience.

Managing the Complexities of Phased Construction

Renovating an active warehouse is no small task. Add the complexity of food distribution, volunteer engagement, and constant inbound and outbound activity—and the need for precise planning becomes clear.

We developed a phased construction strategy to minimize disruptions, working closely with Share’s leadership and the project architect. Careful scheduling, safety zone management, and open communication were key. Construction was sequenced to steer clear of food storage areas, and we implemented dust, noise, and access controls to protect both product and personnel.

This level of coordination isn’t always visible on a job site, but it’s critical in occupied renovations—especially in environments with public-facing missions. More and more, we’re seeing phased project delivery become the standard in the industry for these types of high-touch, high-stakes renovations.

What’s Ahead: Strategic Upgrades Continue

With the initial life safety upgrades complete, future phases of the Share Food Program restoration will focus on the building’s interior and exterior. Inside, we’ll continue repairs that improve flow and functionality. Outside, we’ll address the building envelope—improving energy efficiency and defending against further wear and tear.

Again, these aren’t cosmetic fixes. They’re strategic decisions designed to extend the life of the facility and reduce long-term maintenance costs. When you build for mission longevity, every investment needs to be smart, sustainable, and operationally aligned.

Sustainability in Nonprofit Construction

We’ve built sustainability into every phase of this project— from selecting durable roofing materials to installing energyefficient refrigeration and lighting. These choices help lower operating costs and reduce the environmental footprint of the warehouse.

For nonprofits, this matters. Every dollar saved on energy or emergency repairs is a dollar that can be redirected to core services. That’s why forward-thinking construction

strategies—those that emphasize low-maintenance, highperformance systems—are becoming essential across the industry when working with mission-based clients.

The lesson? Sustainability and service delivery aren’t competing priorities—they’re mutually reinforcing.

Key Takeaways for the Industry

Projects like this one reinforce several critical insights:

∙ Life safety is foundational. It can’t be delayed or downgraded. It protects people, resources, and continuity of service.

∙ Phased construction is powerful. With careful planning and collaboration, even the most active facilities can be renovated without halting operations.

∙ Partnerships matter. The success of this project rests on alignment between owner, architect, contractor, and community priorities.

∙ Purpose-built infrastructure is here to stay. The days of deferred maintenance and short-term fixes are over. Nonprofits are building smarter—and so should we.

Conclusion: Building with Impact

The ongoing restoration of Share Food Program’s warehouse is more than a construction project—it’s a blueprint for how the industry can support organizations working on the front lines of community care. Every upgrade strengthens the infrastructure that makes their mission possible.

This work isn’t just about systems, specs, or square footage— it’s about resilience. And as construction professionals, we have the opportunity—and responsibility—to build spaces that not only stand the test of time, but serve the greater good.

PRESERVING HISTORY WITH PRECISION: BELLEVUE

HOTEL FAÇADE RESTORATION BALANCES HISTORIC INTEGRITY AND MODERN DEMANDS

MASONRY,

Philadelphia, PA — A century-old architectural landmark is undergoing a comprehensive restoration, with expert support from Armor Masonry Restoration and Superior Scaffold. The project at the iconic Bellevue Hotel is a case study in balancing the complexities of historical preservation with the rigorous demands of modern construction.

Project Scope:

Adaptive Reuse of a Philadelphia Landmark

Built in 1904, the Bellevue Hotel spans two city blocks along Broad Street between Walnut and Locust Streets. The current project reimagines the structure as a dynamic mixed-use development comprising 155 residential units, hotel accommodations, office space, retail, event facilities, and a high-end fitness center.

Navigating Structural and Logistical Challenges

One of the most technically challenging aspects of the restoration was gaining full access to the ornate and expansive exterior façade. Suspended scaffolding proved unfeasible due to the building’s elaborate rooftop architecture. Cantilevering from interior spaces was also ruled out, as it would have required floor-wide room closures for shoring and rigging—untenable for the operational hotel.

The solution? Erect what is arguably the largest supported scaffold system in Philadelphia’s recent history. Superior Scaffold engineered and deployed a massive ground-supported scaffold that allowed teams to work incrementally across the structure’s full height and width. To expedite the schedule, crews began work on one or two elevations at a time, erecting and dismantling in stages to maintain progress.

To ensure the sidewalk above the Broad Street Subway could bear the scaffold’s load, structural

INC.

engineers conducted extensive load calculations. With shoring installed beneath the sidewalk, the design was approved, and erection commenced.

To support vertical transportation, a materials hoist was installed—an essential addition given the scaffold's 38-story reach. Load limits were strictly enforced: only eight decked scaffold levels could be in place at a time to avoid structural overload. This necessitated a phased vertical workflow, with

crews progressing in a leapfrog manner—completing five-story sections before relocating decks to lower tiers.

Space constraints led to creative staging solutions. Groundlevel shanties and the penthouse mechanical room were repurposed for material storage and equipment access. Meanwhile, a decorative street-level façade preserved a guestfriendly atmosphere during construction.

As each section of the Broad Street façade was completed, scaffold components were carefully disassembled and repositioned on adjacent elevations to maintain workflow continuity and eliminate the need for off-site storage.

Comprehensive Repairs and Historic Preservation

Restoration efforts began at the roof, which had suffered from leaks, rips, and widespread delamination. The EPDM membrane was thoroughly cleaned and coated with Sika products to seal and protect the surface. Roof mansards were repainted with Sika 305 and refastened to prevent future water intrusion.

Terra cotta and limestone repairs and pointing were carried out across the entire façade by the Armor team. A particular challenge came in the form of varying stone types and textures, especially when rebuilding ornamental elements such as statue heads. Balconies that had deteriorated were demolished and repoured, and existing railings were restored, modified, and supplemented with new components. All ironwork was ground, primed, and painted to restore its original aesthetic and structural integrity.

Where water tables were causing ponding and interior leaks, the Armor team re-sloped surfaces to ensure proper drainage. Repairs were also made to leaking awnings at the building’s front entrance, and a new ADA-compliant ramp is being added to improve accessibility for all guests.

Before work began, Armor Masonry collaborated closely with the Philadelphia Historical Commission. Extensive testing, mockups, and material probes were conducted to ensure the new materials matched the original façade as closely as possible. In many cases, full stone replacements were avoided by using color-matched patching materials, which preserved the visual integrity of the building and significantly reduced costs and timeline.

Throughout the 12-month project for Phase 1 (the Broad Street façade), engineers and preservation specialists met onsite every Friday to review completed work, document repairs, and track material usage. Upon completing all restoration work, the façade was meticulously cleaned to bring out the original beauty of the building.

A New Era for a Historic Icon

With the restoration of the Broad Street façade now complete, the Bellevue Hotel is poised to enter a new era while honoring its legacy. This ambitious project demonstrates how thoughtful planning, expert craftsmanship, and a commitment to historical integrity can breathe new life into one of Philadelphia’s most treasured architectural landmarks.

CLC LEADERSHIP SPOTLIGHT

Name:

Jacqueline Rose

Title: Operations

Age: 29

Company, City: Armor Masonry Restoration Inc, Langhorne PA

Years in field: 4

Education: Bloomsburg University of PA

Career Journey & Insights:

What inspired you to pursue a career in construction?

Armor was formed when I was a senior in high school, which meant that I was exposed to the construction industry at a fairly young and impressionable age. Witnessing the pride that my family took in restoring and preserving such noteworthy and significant buildings in the city that I was born and raised in sealed the deal for me. This was a legacy that I knew I had to be a part of. However, for the first 5 years after college, I decided to work for a financial institution to get real world experience outside of the classroom. I ultimately made the shift over to construction during the pandemic.

How has the construction industry changed since you started your career, and how have you adapted?

The construction industry as a whole has undergone significant changes in the last few years. I started mid-pandemic, which made day-to-day operations very challenging. Learning to adapt is crucial in any field, but I think flexibility is a major key to being successful here. As a subcontractor, I’ve learned that communication can go a long way for all parties involved. Being understanding when it comes to schedule disruptions, longer lead times, material delays, and last-minute job changes can be tough, but as long as there’s an open line of communication, it is manageable.

What has been the most fulfilling moment of your career so far?

Working alongside family has been very fulfilling for me thus far. We’re not just building our backlog; we are building our future together. There is also a built-in foundation of trust and shared values that you don’t typically get in most employer settings. Learning and growing alongside my dad, my uncle, cousins, and Connie has been one of my favorite parts of my career here. There are pros and cons to working at any company— but I think for us, the family dynamic is a major “pro.”

What unique challenge do you face in your role, and how do you overcome it? One of the unique challenges that comes to mind for me is working with family. It can be hard to “leave work at work” when you work with parents, siblings, etc.

LEADERSHIP

Having a clear chain of command, as well as daily/weekly check-ins to discuss work related projects definitely helps. Considering that there are some generational differences between family that might not be typical in other settings, we all understand that there is always a respectful way to bring fresh ideas to the table. Brainstorming and working together is extremely beneficial, allowing us to learn a lot from different perspectives. On the flip side—working with family can make those wins even more meaningful for our team. Communicating openly and respecting the business structure is always a top priority.

What advice would you give to someone just starting out in the construction industry?

1. Do not be afraid to speak up and ask questions! Construction (especially as a young woman) can be very intimidating, but you will never learn if you don’t ask. There is truly no dumb question in this field.

2. Get involved in as many organizations and events as possible, get your name out there, and make those connections! You never know where they could take you.

3. Be teachable… No one expects you to know everything.

4. Respect is earned! Your attitude can make all the difference.

Leadership & Personal Development:

What leadership principles guide you in your professional life?

Lead by example. Be accountable, timely, and specific. Plan ahead but stay flexible. Own your mistakes, and don’t ever be afraid to ask for help!

How has being part of the CLC contributed to your personal and professional growth?

Being a part of the CLC has given me the opportunity to form countless friendships over the years. I also met my (almost!) husband through the GBCA/CLC events. I am very fortunate to have created such deep and meaningful relationships that have not only supported me, but propelled me deeper into my career, providing me with the tools for success in this industry. The CLC is such a tightknit group of individuals who undoubtedly go out of their way to look after each other and lift each other up— both on and off the jobsite.

What’s a recent accomplishment or skill you’ve developed that you’re proud of?

I recently ran the Philadelphia Half Marathon, which was a bucket list item for me. I trained for around four months in order to be prepared for such an event. Like all construction projects, this required prioritization, discipline, as well as planning ahead to stay on track. It was the ultimate test of managing time effectively and maintaining a schedule while balancing other responsibilities.

How do you stay motivated and inspire those around you?

Keeping a positive attitude and outlook is something I always strive to do. In such an unpredictable and high stress environment, it is easy to get bogged down with negatives. Celebrating small wins and staying connected with your team really helps to keep everyone motivated and on track.

What qualities do you think are most important for the next generation of construction leaders?

First and foremost—respect. I think the next generation of leaders require a basic understanding of respect. We were taught to treat the janitor with the same respect as the CEO. From apprentice to architect—we need to treat everyone like their thoughts and opinions matter. Promoting a workplace culture of inclusivity should be done subconsciously. Continuing education is important as well. Technology is rapidly advancing and that is something that requires patience and consistency. I also think emotional intelligence is important. Putting ego aside, knowing when to push or pause, while staying calm and building trust through empathy is definitely something I believe is needed in the next generation of leaders.

Involvement with CLC & GBCA:

What’s your favorite CLC event or initiative, and why?

My favorite CLC event is the Preston & Steve Campout for Hunger that usually falls mid-November. Each CLC member and their respected employers collect donation items in their offices that we then donate to Philabundance. CLC usually meets early in the morning down at the stadium and then processes through the “camp out” line to donate the items. We then have the opportunity to go inside for a live broadcast with WMMR. This is a very heartwarming event leading up to the holiday season. For me, being able to give back in the local communities that we are working in every day is deeply rewarding.

How has participating in CLC activities impacted your career?

Aside from making so many friends and new connections, the CLC events have given me the confidence and ability to put myself out there. Sharing new ideas can be quite unnerving, especially when you’re still newer to the industry, but the CLC events give the younger crowd the tools to navigate what can be a very daunting field!

What makes GBCA membership valuable to you?

The abundance of different events throughout the year makes it so that if you miss one dinner or meeting, you can catch up with your connections at the next. It’s also so refreshing to converse with people who truly understand your day-to-day operations and understand, on a professional level, what we go through in the construction industry.

GBCA LAUNCHES NEW ONLINE LEARNING PLATFORM TO SUPPORT PHILADELPHIA’S CONSTRUCTION WORKFORCE

MARYBETH GERDELMANN | ASSOCIATE, EDUCATION & WORKFORCE DEVELOPMENT, GBCA

The General Building Contractors Association introduces GBCA Tracks—bringing expert-led, on-demand training to union contractors and emerging construction businesses.

The General Building Contractors Association (GBCA), the leading voice of the union commercial construction industry in the Philadelphia region, has launched GBCA Tracks, a new online learning platform designed to help industry professionals stay informed, skilled, and competitive in a rapidly evolving field.

Learning That Meets the Industry Where It Works

Now available at https://gbca.com/services/online-learningresources/gbca-tracks/, GBCA Tracks gives members 24/7 access to a growing library of expert-led webinars and

presentations. Whether on the jobsite, in the office, or working remotely, contractors can tap into practical, real-world training tailored to today’s commercial construction challenges.

“Our goal with GBCA Tracks is to provide a flexible, accessible learning experience that meets people where they are,” said Ben Connors, Esq., CAE, President & CEO of GBCA. “It’s about giving our members the tools they need to grow, adapt, and lead in a competitive, fast-moving industry.”

A Comprehensive Course Catalog

With a focus on both field and office professionals, GBCA Tracks offers content across essential construction topics, including:

∙ Building a More Inclusive Industry

∙ BIM (Building Information Modeling)

∙ Construction Business Practices

∙ Core Construction Skills

∙ Lean Construction

∙ Master Spec and Documentation

∙ Safety and Compliance

Each course is developed and presented by experienced professionals, providing valuable insights that reflect the latest trends, innovations, and regulations impacting union construction.

Free Access for GBCA Members

GBCA Tracks is available at no additional cost to GBCA members as part of the association’s broader commitment to workforce development and industry advancement in the Greater Philadelphia region.

To

THE PRESERVATIONS TRADE CENTER AT THE EASTERN STATE PENITENTIARY

LIZ TRUMBULL | SENIOR DIRECTOR OF PRESERVATION & OPERATIONS, EASTERN STATE PENITENTIARY HISTORIC SITE

The U.S. construction industry is grappling with a shortage of workers. 85% of contractors report difficulty finding qualified people. Meanwhile, the industry is seeing only two replacement workers for every five retiring tradespersons.

Employers across the industry seem to agree that highquality training programs are key to addressing this shortage. Employers want a pool of qualified workers, and investment in pre-apprenticeship and apprenticeship programs is necessary to create that pipeline.

The Preservation Trades Center (PTC) at Eastern State Penitentiary Historic Site in Philadelphia aims to train the next generation of craftworkers while preserving a nearly 200-year-old National Historic Landmark. Founded in 2018, the PTC trains people historically underrepresented in the skilled trades in hands-on pre-apprenticeships in masonry, carpentry, and cement masonry. Annual academies are fulltime, paid opportunities spanning four to six weeks, taught by expert tradespeople and built with the wraparound support necessary to successfully launch a new career. Since 2022, 100% of PTC participants have graduated from the program. Just one month after graduation, nearly 70% of academy graduates have secured employment in the industry.

Impactful training programs like the PTC are holistically designed to reflect the needs of participants, employers, and the broader industry. Here are five key takeaways from the PTC:

Introduce the Trades with Intention

For decades, high school students have been taught that a college degree is required to achieve financial and professional

success. However, as the price of college continues to rise, there is growing skepticism of the value of that investment. Young people are increasingly attracted to earn-while-you-learn apprenticeship models that result in salaries of $72k to $140k – without accruing any debt. Decades of decline in enrollment in vocational classes necessitate renewed investment in trades exposure to garner more interest.

The recruitment process for PTC academies meets applicants where they are, without presuming experience in or knowledge of construction. Recruitment for all three trades happens simultaneously, offering demonstrations and access to craftspeople who have spent their careers in the industry. Applicants are encouraged to keep an open mind and learn about each trade before selecting one to pursue.

Through conversations with PTC alumni and people with roles spanning the construction industry, participants see that economic and career mobility, as well as pride and satisfaction, are achievable in this sector. Technical lectures and tours of construction sites highlight the depth of knowledge and range of experiences available to those who have the curiosity and drive to continue learning throughout their career.

Demystify Industry Norms

Construction workers are often raised in the trades, informally taught the norms of the industry from childhood. For those who have never set foot on a jobsite, it can be an intimidating environment to step into. Pre-apprenticeship programs should be that place of encouragement where participants can build community and gain skills while learning explicitly the oftenunspoken rules of the industry.

In PTC academies, training days reflect real-world jobsites. Participants work physical eight-hour days in the elements. Instructors expect each person to be ready to work, with tools in hand and phones out of sight at 7:30 a.m. Appropriate attire, including personal protective equipment (PPE), is required. The process for finding a job after graduation is clear, including who to call, what to say, and how often to follow up. Instructors talk about travel to the jobsite, how to hold a measuring tape, what to pack for lunch – no detail is too small.

Reduce Barriers to Entry

The costs of starting a new career add up. New apprentices need work attire, such as steel-toed boots, and should be slowly building out their personal collection of tools. They need access to reliable transportation and funds for union entrance fees and dues.

Pre-apprenticeship programs should reduce barriers to entering a new career, starting with paying participants for their time in training. PTC participants are paid $15 per hour and receive uniform pieces like t-shirts, PPE, and steel-toed boots. They are given local transit passes, and the program pays for the tools and fees required to enter a trade union. Prospective applicants impacted by the justice system are encouraged to apply, as records are reviewed on a case-bycase basis. Program leaders work with participants individually on issues like driving permits, suspended licenses, and unpaid fees.

This support better equips a diverse audience to take advantage of an opportunity to build a career and earn a living wage With reduced barriers, participants are better prepared to be present, reallocating energy toward learning and advancing their careers.

Invest in Partnership

Workforce development requires a web of interconnected partners in service of a shared goal: lasting full-time employment for program participants. No one organization can do it all; this work requires each partner to leverage their specific strengths and resources to create impact.

Eastern State partners with Rebuild, a City of Philadelphia program, to develop, fund and host three academies annually.

Each academy is supported by a local trade union and signatory contractor that provides expert instruction and mentorship. PowerCorpsPHL and PA Career Link provide essential recruitment and support services to all participants. The growth of this program and the success of its graduates would not be possible without partnership.

Build a Maintenance-Minded Workforce

As a historic site, Eastern State is uniquely invested in developing the preservation workforce. However, preservation is not exclusive to historic landmarks: the expertise translates to most existing buildings which comprise a quarter, or $85 billion annually, of the construction market. That share is expected to grow – provided there are enough trained craftworkers ready to support it.

Historic tradespeople are an often-overlooked sector within the worker shortage, despite having niche knowledge of historic construction methods, experience with a wide range of materials, and a sensitivity to what already exists. Employers pay a premium of about nine percent on wages for workers with training in historic preservation. Focused pre-apprenticeship programs can prepare participants for highly specialized career opportunities while carrying on the valuable skillsets found in the historic trades.

Eastern State preserves America’s first penitentiary, advancing public understanding of the criminal justice system and its impact on the lives of those affected by it, to inspire a more just future. For more information, visit EasternState.org and follow Eastern State on Facebook, Instagram, X, Threads, TikTok, and YouTube

WELCOME NEW MEMBERS!

ACTIVE MEMBER

Rosette Specialty Trades, LLC

ASSOCIATE MEMBERS

Durapods LLC

Lee Mechanical Company

BUILDING MATERIALS

Tague Lumber, Inc.

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FINANCIAL

Rosenberg & Parker

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CBIZ

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GENERAL CONTRACTORS

Anthony Biddle Contractors, Inc.

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E.P. Guidi, Inc.

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HSC Builders & Construction Managers

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LF Driscoll

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McDonald Building Company

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P. Agnes, Inc.

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Rycon Construction, Inc.

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Southland Industries

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Turner Construction Company

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INSURANCE

Pat DiCerbo

Northwestern Mutual

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SPECIALTY CONTRACTORS

Chesco Coring & Cutting

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Herman Goldner Company, Inc

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O'Donnell & Naccarato, Inc.

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National Glass and Metal Company, Inc.

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TECHNOLOGY

Milwaukee Electric Tool Corp.

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