Gerald Alley, CEO, CON-REAL, LLC

In an interview with Invest: Gerald Alley, CEO of CON-REAL, highlighted the company’s 45-year journey from a three-person office to a multi office expanding to national presence. Focused on construction, global real estate, and program management, the firm emphasizes innovative solutions tailored to client goals, such as their work on the Rangers Stadium, Texas Live!, One Ranger Way, Loews 1 & 2, and the National Medal of Honor Museum all in the Arlington Entertainment District.

Can you provide an overview of CON-REAL — its mission and footprint in North Texas?

Our company recently celebrated 45 years in business. As one of the founding members and president, our mission has always been to do the unexpected for our clients. This goes beyond the typical scope of services we provide, whether it’s construction, real estate, program management, or technology. We strive to benefit not just the immediate client but also their customers. Our approach involves diving deep into our client’s business challenges. For example, with a Fortune 500 company, we research their goals and obstacles, often analyzing their annual reports to identify how we can bring value that aligns with their mission and objectives. 

Our goal isn’t just to deliver a project well — we aim to help clients grow their businesses, engage more deeply with their customers, and increase revenue or profitability.

We started in Fort Worth with a small office of three people and have grown to just under 100 employees. Our total services now include total construction services, professional program management services, real estate development consulting, and technology solutions to enhance both our efficiency and that of our clients. In addition to our headquarters in North Texas, we’ve expanded to seven offices, including locations in San Francisco, Oakland, Houston, Atlanta, and Northwest Arkansas, which has seen exceptional growth and holds personal significance for me as it’s where I’m originally from. 

How have you scaled up CON-REAL over the years?

When we began, our focus was primarily on construction, starting with fast-food restaurants over 45 years ago. As we grew, we shifted toward larger, more complex projects in sectors such as healthcare, higher education, corporate services, and technology.

Our ability to scale is rooted in hiring highly educated and driven individuals. We’ve attracted talent from universities like the University of Texas at Arlington, SMU, Texas A&M, Stanford, Berkeley, and NYU. Whether by recruiting top talent or developing it internally, we’ve built a team of professionals who are confident, committed, and eager to prove themselves. This approach has allowed us to compete with large national and international firms, even though we’re not as big in scale. 

Can you share some standout projects CON-REAL has worked on in the DFW market and beyond?

We’ve been involved in many of the major projects in Arlington at various levels, from owner representation to contractor to construction manager. For example, we played a significant role in the Rangers Stadium. If you walk into the stadium and can touch something, chances are we had a hand in creating it. 

For Texas Live!, we were part of a joint venture for its construction, including the Loews Hotel and the conference spaces. More recently, we contributed to the new Loews Hotel project, handling everything from the Skybridge to the pool areas. Another standout is the National Medal of Honor Museum, as well as One Ranger Way, an upscale high residential complex. We were responsible for the steel erection and were featured on Channel 5 for our involvement, which reflects our company’s philosophy of combining innovation and community impact. 

Recently, we are in the process of completing the Teachers Insurance and Annuity Association (TIAA) headquarters in Frisco. This was a 15-story corporate headquarters project, where we handled everything from ground-up construction to interior finishes. Beyond individual projects, we’ve also developed hotels near the airport to capitalize on key transportation hubs. 

What makes Arlington an ideal location for your company’s headquarters?

Arlington has been home for me for nearly 50 years, and it’s a place that has grown with intention and strategy. Geographically, Arlington is dead center in the Dallas-Fort Worth metroplex, and it’s the closest major city to DFW International Airport, which is a huge advantage for businesses. Transportation infrastructure here is robust, with strong rail systems, highways, and the airport all connecting Arlington to the rest of the country and the world. This connectivity is crucial for businesses looking to scale nationally or internationally. 

Arlington also occupies a neutral position in the long-standing rivalry between Dallas and Fort Worth. While Dallas pushes for fast-paced growth and Fort Worth leans toward a more hometown feel, Arlington bridges the gap. This neutrality allows us to focus on collaboration rather than competition. 

How has the city’s focus on tourism shaped its business environment?

Tourism has been a critical driver for Arlington, and we’ve worked hard to amplify its potential. About five years ago, we started asking how Arlington could think bigger and leverage its strengths. That effort began with my involvement in the Convention and Visitors Bureau, where I eventually became chairman of the board. Working with leaders like Mayor Jeff Williams, we developed a vision to transform Arlington into a premier destination. 

The Cowboys moving their stadium to Arlington was a major catalyst. From there, we focused on attracting more hospitality investments, which led to projects like the Hilton Garden Inn, which we developed and built, the Loews Hotel, and other developments with The Cordish Companies. These efforts laid the groundwork for larger projects, such as the National Medal of Honor Museum, the expansion of the Esports Stadium, and other attractions that have made Arlington a unique hub for both tourists and businesses. 

How do you approach community involvement and its integration with your business strategy?

Community impact is at the core of what we do. When we take on a project, we aim to leave the community better than we found it. This extends beyond the projects themselves – we’re actively involved in nonprofit and corporate boards, chambers of commerce, and other organizations to understand and support the communities where we work. Personally, I’ve served on boards like the SMU Board of Trustees, the Cox School of Business Board, and the Texas Public Finance Authority, among others. These roles have allowed me to build relationships that not only support the community but also help showcase our ability to understand and address local needs. 

What role does diversity play in your organization’s philosophy and operations?

Diversity is a fundamental part of our identity. Our team speaks at least seven or eight languages, which enhances our ability to connect with clients and communities. We’re proud to be a highly diverse organization, and we believe it adds immense value to our work. Our mission statement captures this ethos well: “Learn something new, share it with others, and do good as you do.” 

What’s next for CON-REAL?

We’re focused on continuing to deliver exceptional value to our clients while expanding our presence and impact. Whether it’s through innovation, talent development, or deepening our community engagement, we aim to remain true to our mission – helping our clients succeed and leaving a lasting, positive impact wherever we work.