John Vardaman, Advanced Technology Core Market Co-Leader, DPR Construction

In an interview with Invest:, John Vardaman, advanced technology core market co-leader at DPR Construction, said that the rapid expansion of artificial intelligence and the resulting demand for infrastructure have significantly shaped the company’s trajectory. “We’re on the cutting edge as one of the leading builders of AI data centers in the U.S.,” he said. “The investment from our clients in this space and the long-term implications of this growth are things we’re actively preparing for.”

Can you share what changes over the past year have most impacted your organization and in what ways?

For our organization, I’d say the ongoing surge in artificial intelligence has significantly impacted our business. We’re on the cutting edge as one of the leading builders of AI data centers in the U.S., including some projects here in Middle Tennessee and the surrounding areas. The level of investment happening in AI, particularly from a financial standpoint, is substantial. While consumers interact with AI through everyday apps, on the backend, the infrastructure we’re building to support these advancements is complex and resource-intensive. The investment from our clients in this space and the long-term implications of this growth are things we’re actively preparing for. It has definitely been the most influential factor shaping our work over the past year amidst an already eventful time for our industry.

Given your experience leading these highly technical builds, could you expand on a specific project or challenge from the past year that best exemplifies DPR’s capabilities?

I think our work with several large, confidential data center clients really illustrates our capabilities. There’s a competitive race happening to see who can build this infrastructure the fastest, and meeting that demand requires rapid mobilization and expert planning. It’s not just about manpower — it’s about having the logistical expertise, deep relationships with trade partners and suppliers, and the technical bench strength within our company to handle complex builds at scale. There’s an old military adage that says, “Amateurs talk tactics, professionals talk logistics,” and I think that applies here. These projects are popping up quickly and in varied locations, so we’ve had to be both disciplined and adaptable — a balance we take great pride in achieving.

What are some of the biggest demands or expectations clients have when it comes to building these types of facilities?

At a high level, clients are looking for partners who offer a solid, proven plan grounded in decades of experience but also someone who can navigate the unknowns. There are always unforeseen challenges whether technical, logistical, or geopolitical, and clients want a partner who can respond quickly and strategically. Today’s owners, both seasoned and new to the space, understand how unpredictable things can be. While we don’t have a crystal ball, our organizational flexibility and deep bench of talent allow us to identify risks early and adapt in real-time. That kind of proactive agility is essential in this environment.

How do you feel the current economic climate is affecting your business?

Since last year, interest rates have come down slightly and somewhat stabilized. Right now, we’re in a bit of a holding pattern, though things can change quickly, sometimes faster than the weather here in Middle Tennessee. Despite economic fluctuations, the construction industry has shown remarkable resilience. While some sectors, like commercial real estate, are still recovering, others, like industrial construction, remain strong, albeit with some moderation, which is probably healthy. There are so many promising projects out there that we have to be selective about which ones to pursue. That makes it even more important to align with the right clients and trade partners. 

From an organizational standpoint, we continue to build on flexibility and redundancy. We may not be able to predict the exact challenges each project will face, but we can absolutely predict that unexpected challenges will arise. And when they do, we have the systems and people in place to respond quickly and effectively, not just on the project team but across the entire company.

Could you share some of the strategies you’re using to address workforce or skilled labor shortages?

Our strategy really falls into a few key areas. First, we’re working to increase the overall labor supply, especially at the craft level. We’ve launched several apprenticeship programs that help people with little to no experience develop real, lifelong careers, whether as carpenters, electricians, or general laborers. These are well-paying, high-demand roles, and we’re investing heavily in training and supporting individuals as they progress through their careers. On the professional side, we’re ramping up our recruitment efforts, expanding college networks, and growing our internship programs. There’s some incredible talent out there, and we want to continue showing young professionals the exciting and impactful career paths construction offers. 

On the demand side, we’re also becoming smarter in how we build. That includes using prefabrication, optimizing designs for efficiency, and reducing labor hours where possible. Technologies like robotics and AI, once considered science fiction, are now real tools in our projects. The key is integrating them in a way that maintains our operational efficiency while ensuring we have the resources we need to deliver the work.

Have there been any notable improvements in infrastructure readiness, and how are they impacting your ability to support large-scale projects?

Yes, there have been definite improvements. Locally, I’m very impressed with how our utilities, especially TVA, are stepping up to support economic growth by bringing additional resources online responsibly. That’s one of the great things about being in Middle Tennessee. Nationally, we’re also seeing progress, particularly in terms of embracing both new and revitalized technologies. There’s a renewed interest in nuclear power, for example, and we’re also seeing innovative use of established technologies, originally designed for remote mining or drilling, now being applied to power data centers and large-scale facilities in remote areas. So, it’s a combination of new public and private investment and smart redeployment of existing solutions. It’s encouraging to see.

What are your top priorities for the team over the next few years?

Looking ahead, our main focus is navigating the continued growth of mega-projects. Over the past 30 years, we’ve grown steadily, but in the last five years, we’ve seen a dramatic increase in projects valued at $600 million and even exceeding the billion-dollar mark. These large-scale jobs offer amazing opportunities to leverage our most advanced processes and technologies, but they also demand extensive planning and resources. The challenge is ensuring we, along with our partners, from designers to field labor, can support this scale consistently. 

Even in 2025, you still need people swinging hammers. Our priority is to ensure that labor is available, deployed strategically, and managed economically so that projects remain feasible and predictable. We’re thinking holistically — how to guarantee certainty in cost, schedule, and delivery. That’s where we’re putting our energy.