In an interview with Invest:, Demorian Linton, founder and CEO of Inertia Resources emphasized Houston’s strategic role as an energy hub, calling it “the right place at the right time.” He outlined the company’s premium brokerage model and its focus on long-term energy contracts as key differentiators.

What makes Houston an ideal location for Inertia Resources’ operations?

Houston is the energy capital of the world. Many energy suppliers are based here, particularly around the 59 and Kirby corridor. Currently, Houston ranks second in the United States for new energy meter installations, just behind Dallas. That signaled major growth and development, and it’s one of the reasons we’re here. When new meters go in, there’s a need for proper energy management, which is exactly what we provide. For us, Houston is the right place at the right time.

What sets Inertia Resources apart in the energy brokerage space?

We are one of the only premium energy brokers in the United States. Rather than working with 15 to 20 suppliers like most brokers, we focus on fewer, stronger relationships, which is critical for managing complex, large-scale accounts. Our acceptance rate is over 97%, and our pricing tends to be 4% to 6% more competitive than others. We also take a “customer-forward” approach, making sure clients take advantage of every available product to reduce their energy costs as much as possible.

What makes Houston attractive to businesses looking to expand or relocate?

There’s a lot of space. Compared to cities on the East Coast like New York or Boston, Houston is incredibly spread out. You could probably fit all of New Jersey, Connecticut, New York, and Long Island inside Houston’s Beltway. That means more land, more real estate opportunities, and more room for development. When you add in lower housing costs and overall affordability, you can see why businesses and individuals from places like California and New York are choosing Texas.

How is Inertia Resources helping clients meet sustainability goals?

A lot of companies have sustainability goals, but they aren’t sure how to reach them. Environmental, social, and governance (ESG) scores have become crucial, not just for image but for securing investment and even loans. We help companies purchase renewable energy certificates (RECs), both standard and site-specific. Site-specific RECs allow clients to identify exactly where their green energy comes from, which significantly boosts their ESG ratings. This is especially important for large companies pursuing ambitious sustainability targets.

What services are in highest demand, and what is driving that interest?

Clients are increasingly recognizing that energy is a volatile commodity but also predictable over the long term. Energy rates have risen 2% to 4% annually since the 1980s, driven largely by inflation. We advise clients to renew early and lock in long-term contracts if their credit allows. With natural gas prices currently low — thanks in part to the United States becoming the world’s largest exporter following a major pipeline disruption — many businesses are securing 10- to 15-year energy contracts. Smaller businesses often don’t realize how much they can save by planning ahead.

How is Inertia Resources integrating technology to improve client services and internal operations?

We’ve developed an internal CRM and partner with suppliers that use advanced energy management systems. These platforms allow clients to monitor their energy usage in real time, identify inefficiencies, and understand the logic behind our recommendations. Transparency is key, especially for clients using more complex products like block and index pricing. This tech allows us and our clients to forecast costs, detect anomalies, and adjust strategies proactively.

What is your perspective on the labor market in Houston, and how is Inertia building its talent pipeline?

Houston’s energy-focused workforce is a perfect fit for us. We relaunched our Houston office six months ago, and it’s already our top-performing location. Unlike places like New York or Boston, where energy isn’t as central to the economy, Houstonians understand our industry. We haven’t faced challenges hiring here — it’s been quite the opposite. We’re also active in the community, educating consumers on energy savings and building a strong local presence.

Are there any regulatory or policy issues on your radar that could impact your operations or your clients?

The biggest issue is energy regulation. Only 22 states are currently deregulated, meaning in 28 states, consumers have no choice in their energy providers. That lack of competition leads to higher costs. In deregulated states, consumers can shop around, lock in rates, and access green energy options. States like Arizona and Nevada are considering deregulation, and we hope others follow. Deregulation isn’t just good for business; it helps people save money and introduces more transparency and fairness into the system.

Our government needs to seriously consider nationwide deregulation. Letting people choose their providers and locking in long-term rates could save businesses and households billions. But the people benefiting from deregulated markets don’t usually speak up — it’s the rare complaints that get attention. We need to hear more from the majority who are saving money, so states see the value of competition in energy markets. It’s about creating a fairer, more transparent system for everyone.

What does community engagement look like for Inertia?

We recently raised $30,000 at a breast cancer awareness event in Boston for the Miss Pink Organization, which supports women undergoing treatment. We’ve also launched our Inertia Foundation’s Monthly Award, where we cover a family or individual’s energy bills for a year. It’s a way for us to give back and support those who might be going through tough times. We started the initiative pre-COVID but had to pause. Now, it’s back, and we’re proud of that impact.

What are your top priorities for the next two to three years?

Our main goal is to have a physical presence in every deregulated state — 22 offices in total. While many competitors operate remotely, we believe being physically present builds trust and relationships. Energy isn’t an impulsive purchase; it’s a slow, incremental cost. People often don’t notice their bills increasing by a few percent each year until it adds up. Being present helps us explain that, show them their options, and secure better rates. In-person conversations still matter, and that’s how we plan to grow.

Invest: sat down with Mike Francis, CEO and co-founder of NanoTech Materials, to discuss the company’s mission to enhance energy efficiency and fire protection through innovative nanoparticle technology.

Could you give us a quick overview of your mission, approach, and history?

I started out in the corporate world here in Houston, and for the last 10 years, I’ve been running my own companies. This is my fourth company, and I’ve had a couple of successful exits along the way. Our mission is quite simple: we provide fire-mitigating coatings for fire-prone states through our patented insulative ceramic particle. We work extensively with the Department of Transportation in California and in the built environment. When our particle is incorporated into building materials, it helps block heat, reducing energy consumption. For example, by coating a roof, we can significantly lower a building’s HVAC energy use. Essentially, our focus is on thermal management — keeping heat in or out — for energy efficiency and fire protection.

Over the past 12 months, have there been any major highlights for Nanotech Materials in terms of product development, market expansion, or partnerships?

We actually started in a two-car garage and have since gone through multiple funding rounds, primarily backed by Houston and Texas investors, which is rare in the hard-tech space. Unlike software, everything we do takes more time. We were part of Halliburton Labs’ clean energy program as their first startup and were also involved with Rice University’s clean energy initiatives. Just last year, we transitioned from the garage and our time at Halliburton to a 43,000-square-foot facility, where we can now produce enough coating to cover 50 million square feet annually. That shift — from three people in a garage to a full-scale operation — has been a significant milestone.

What makes Houston such a great place for your business?

Houston is fantastic. It offers a strong infrastructure and was home to many of our first customers. The city has a gritty, engineering-focused workforce, especially in hard tech and energy. With top universities like Texas A&M, Rice University, and the University of Houston nearby, there’s a continuous pipeline of talent. Plus, the presence of Fortune 500 companies and incubators like Greentown Labs and Halliburton Labs creates an environment where startups like ours can thrive.

Considering your rapid growth since starting in a garage, how do you see demand for your products evolving?

We have a platform technology that can be integrated into various building materials like paints, resins, and windows. The main function is heat management. We started with roofing because it offered a clear market opportunity. From there, we’ve expanded into walls, windows, and other parts of the building envelope. We’re particularly excited about our work with the California government on fire protection for critical wooden infrastructure (bridges, tunnels, retaining walls), to protect lives and property. The goal is to create both emergency response solutions and permanent fire prevention measures. Our mission — enhancing energy efficiency and fire protection — helps attract top talent because people are motivated to work for a purpose-driven company.

What major advancements are you seeing in technology, and how is NanoTech staying ahead?

The next wave is the combination of hard tech and soft tech. We’ve built an AI and machine learning platform that allows us to prototype virtually using digital twins. This system simulates our materials’ performance in real-world conditions with actual weather data. We can test new materials within minutes instead of waiting months for field tests. The AI can even interact with the infrastructure, providing insights through conversational interfaces — basically, you can talk to your walls to learn how to improve efficiency. This fusion of software and hardware drastically shortens our product development cycle.

What steps are you taking to incorporate sustainable practices into your operations?

Sustainability is central to everything we do. We source materials locally to reduce emissions from transportation. Since nearly 40% of U.S. CO₂ emissions come from heating and cooling buildings, we focus on retrofitting structures with energy-efficient coatings to reduce that demand. By lowering HVAC energy use by 30% to 50%, we can significantly reduce the carbon footprint of existing buildings. We also use our own technology in our facilities to minimize our environmental impact.

What are the biggest challenges you are currently facing?

Our biggest challenge right now is scaling the team. We’re fortunate to have the technology and a massive market opportunity. We have a broad swath of corporate investors, including Fortune 500 companies, venture capitalists, and even a few billionaires. But technology alone isn’t enough; you need great people to execute the vision. As we grow from 20 to over 100 people, maintaining a culture of ownership and innovation is crucial. Houston is a great talent pool for this, given the city’s deep roots in energy and engineering.

What are your top priorities for the next two to three years?

Our priority is not to lose sight of our mission as we grow. Scaling the company while preserving our purpose-driven culture is essential. It’s easy to get distracted by operational complexities as you expand, but we want to remain focused on delivering innovative, impactful solutions. Our goal is to continue hiring talented people who share that sense of purpose and commitment to energy efficiency and fire protection.

How would you describe your company culture?

I’m passionate about building things, and I want everyone on the team to feel like a founder within their domain — whether it’s marketing, R&D, or operations. We foster a startup mentality that encourages risk-taking, learning from mistakes, and taking ownership. In a small company, you often have to wear multiple hats, and that flexibility is part of what makes us agile and innovative.

How do you see demand for heat and insulation technology evolving over the next decade?

Thermal management will be critical in the coming years. Energy efficiency plays a fundamental role in addressing global challenges. If we can reduce energy consumption in buildings by even 30% to 50%, we’ll significantly impact CO₂ emissions. This, in turn, makes energy more accessible to underserved areas worldwide. Our mission is to create solutions that can scale globally, providing efficient, affordable energy solutions to communities everywhere. Houston’s ecosystem, with its energy expertise and innovative spirit, gives us the resources and network to help drive that transformation.

In an interview with Invest:, Ricky Sakai, senior vice president of investment and business development for Mitsubishi Heavy Industries America (MHIA), underscored Houston’s role as a central hub for the energy transition, citing robust industry-academic collaboration. He also pointed to rising demand from AI and data centers for reliable, low-carbon power solutions. “Tech companies and hyperscalers are looking for power that is reliable, affordable, and low-carbon. That’s where we come in,” Sakai said.

What makes Houston ideal for MHIA’s business and energy transition focus?

We relocated our headquarters to Houston almost 10 years ago, and since then, we’ve been growing our business in the energy sector. We’ve also shifted our focus from conventional energy to the energy transition, aiming to lower carbon intensity across the industries we serve. Houston has become a hub for energy transition, thanks to its strong presence of academia, major industry players, and collaborative initiatives.

Recently, we relocated our headquarters within the city and were honored by Mayor John Whitmire, who proclaimed April 14, 2025, as Mitsubishi Heavy Industries America Day. That was a significant recognition for us.

We continue to invest in innovation, particularly technologies being incubated here in Houston. Last year, we invested in Fervo Energy, a leading startup focused on enhanced geothermal power systems. We’re collaborating with them by supplying power generation equipment for their demonstration project.

We’re also working closely with major energy companies like ExxonMobil and Chevron on low-carbon solutions, including carbon capture and hydrogen projects. These collaborations reflect our commitment to building a robust energy ecosystem in Houston.

What are the key trends driving the energy transition from MHIA’s perspective?

Over the past year, we’ve seen a surge in demand for AI and data centers, especially in relation to power generation. Tech companies and hyperscalers are looking for power that is reliable, affordable, and low-carbon. That’s where we come in, offering solutions like gas turbine combined cycle power with carbon capture, and geothermal power systems.

We also provide technologies to improve data center efficiency, such as advanced cooling systems. These offerings position us well to support the growing needs of AI and data centers, which are some of the hottest areas we’re currently addressing.

How are your partnerships with ExxonMobil and Chevron progressing, particularly on carbon capture and hydrogen?

Carbon capture is a technology we’ve been developing for decades. There’s a growing number of industrial emitters looking to reduce their emissions.

We’re collaborating with ExxonMobil, which has established a Low Carbon Solutions business unit and acquired a CO₂ pipeline from Denbury. Our carbon capture technology, combined with their infrastructure, allows us to offer a one-stop solution — from capture and transport to sequestration. Their scientific team is also helping us improve the efficiency of our technology.

With Chevron, we’re building our first utility-scale green hydrogen project in Utah. This project uses surplus renewable power, mainly from California, to produce up to 100 tons of green hydrogen per day. The hydrogen is stored in underground salt caverns and can be used to generate clean power using our hydrogen gas turbines. The project is under construction and is expected to begin operations by the end of this year. Chevron will help operate the facility once it goes live.

What recent collaborations or joint ventures are helping MHIA push the boundaries of industrial innovation?

Energy transition is a complex challenge, given the deeply entrenched hydrocarbon infrastructure. Collaboration is essential.

Beyond our partnerships with ExxonMobil and Chevron, we also work with startups that bring innovative solutions in geothermal, hydrogen, ammonia, and e-fuels. One example is our partnership with Infinium, a company that converts CO₂ and hydrogen into sustainable aviation fuel. This helps expand our carbon capture business by turning captured CO₂ into valuable products, supporting decarbonization across the aviation and transport sectors.

How is MHIA helping address the talent pipeline and skills gap in the energy transition?

Talent development is key. Many startups emerge from university spinouts, so we’ve been active in academic collaborations. In Houston, we work with Greentown Labs, an innovation accelerator, and we sponsor the Texas Entrepreneurship Exchange for Energy (TEX-E), which includes major Texas universities. This program supports startups with mentorship and research collaboration, helping foster the next generation of clean tech.

We also fund joint research programs with universities such as Rice University, bringing in our R&D teams to support early-stage innovations and help scale new technologies. These academic partnerships are critical for long-term success in the energy transition.

What are the most pressing challenges MHIA faces today?

One major challenge is equipment shortages, particularly gas turbines and other power generation components. Our production backlog is fully booked for the next five years.

We also face workforce shortages, which limit our ability to quickly scale manufacturing. Training takes time, and while we operate in the United States and Japan and exchange know-how across sites, we still need more skilled labor to meet demand.

Another challenge is policy uncertainty. Changes in government incentives and regulations, especially related to tax credits, create unpredictability. Continued government support is crucial to closing the cost gap between conventional and low-carbon energy solutions.

How are you integrating AI and emerging technologies into MHIA’s operations?

We’re exploring how AI can enhance our business internally and externally. We’ve already implemented AI and machine learning in maintenance and after-sales services for our machinery.

We’re now expanding AI applications to improve operations and potentially develop new business models. However, powering these AI technologies remains a major challenge, reinforcing the importance of providing reliable and low-carbon electricity for data centers.

What is your outlook for MHIA in Houston, and what are your top priorities over the next few years?

Our top priority is to lead in the energy transition by offering innovative solutions and strengthening collaborations. Houston will continue to be a central hub for us.

We aim to stay agile and responsive to new industry trends and customer needs. Being close to our partners, customers, and academia allows us to move quickly and adapt as the energy landscape evolves.

HKS is driving innovation in education and healthcare, with projects like the Harris Health System Lyndon B. Johnson (LBJ) Hospital Expansion and the Spring ISD Education, Performance and Instructional Center (EPIC). “Our role is to ensure that built environments contribute positively to student success while aligning with budget and scope constraints,” said Jennifer Wagner in an interview with Invest:.

Can you provide an overview of HKS’s work in education and healthcare?

In our Houston office, we focus primarily on healthcare and education, covering K-12 and higher education. Our projects range from large-scale projects, like the Harris Health LBJ Hospital Expansion, to smaller renovations, additions, and infrastructure work. We handle a variety of project scales to meet diverse client needs.

What are some of your most significant projects or achievements this past year?

Our largest project is the Harris Health LBJ Hospital Expansion, a community hospital that involved extensive community outreach. This two-million-square-foot plan will feature two towers and 450 beds, offering a comprehensive array of advanced medical, social, and mental health care services, along with outpatient care. We’re excited to bring this much-needed facility to an underserved area. Another major project is the Spring ISD EPIC, a new performing arts and educational facility set to break ground this summer. This multi-purpose facility will feature a 5,000-seat arena and a 1,000-seat performance center for district-wide functions and learning space.

What makes Houston an ideal location for HKS?

We’ve been working in Houston since the 1960s and officially opened our office here over 10 years ago. We wanted to establish a local presence to better serve the community. We started with just five people and have grown to over 45, building a team that combines deep HKS expertise with strong local knowledge. Our downtown location allows us to serve the entire metroplex. 

What trends are you seeing in education, and how is HKS adapting?

A major focus is on social and emotional wellness, ensuring both students and faculty thrive in the learning environment. The pandemic changed education significantly, and we continue to see its impact. With Texas experiencing rapid growth, school districts must carefully allocate resources to support all students equitably. Our role is to ensure that built environments contribute positively to student success while aligning with budget and scope constraints.

How is HKS incorporating innovation in education projects?

From the start of a project, we explore different design and delivery models such as digital delivery, AI, automation, research, and cross-pollination. We believe that with this mindset, we can help to design for the unexpected. 

What healthcare trends are influencing design?

Oncology remains a major focus in Houston, and we have subject matter experts in our office who stay ahead of technological advancements. Healthcare innovation evolves rapidly, requiring constant adaptation throughout a project’s lifecycle. We’re also reimagining patient care — how hospitals function, how care is delivered, and how facilities are designed to enhance the patient experience. We leverage our in-house research and advisory teams, including registered nurses, to ensure our designs meet evolving healthcare needs.

Additionally, HKS benefits from cross-disciplinary expertise, allowing us to bring design knowledge from our various practices to enhance user experiences on all typologies. This is particularly relevant in patient-centered care, where design can influence well-being.

How does HKS attract top talent in Houston?

Houston’s job market is extremely competitive, with all the major firms hiring from a relatively small talent pool. Our biggest differentiator is the culture of our office. While salaries across firms are similar, what sets us apart is how we work, how we serve our clients, and the pride we have in our Houston office. We like to think of ourselves as a small office within a larger firm, offering both a close-knit team and the resources of a global company.

How is HKS incorporating AI or other innovations into its designs?

The market is changing fast, and we’re actively integrating AI, automation, and digital delivery. We’re working closely with construction partners to streamline digital project delivery, improving efficiency and design quality. Digital tools allow us to explore new possibilities that traditional methods cannot, and our younger team members are especially engaged in these advancements.

How are economic and political changes affecting budgeting and financing?

We continuously monitor scope and budget alignment throughout a project. Helping clients understand where their dollars go and how to maximize the value is critical, especially as economic conditions shift.

What policy or infrastructure changes could support sustainable growth in Houston?

The scale of Houston creates unique challenges and opportunities. The city has long been strong in energy and aerospace, but we see technology and research — especially in healthcare — growing rapidly. As Houston continues to grow, the education market also continues to see rapid expansion.

What are your top priorities for the next two to three years?

We are watching economic trends closely, as different sectors are affected in different ways. In education, we expect continued growth in K-12, while higher education is shifting — community colleges and workforce training programs are expanding as people explore alternatives to four-year degrees. In healthcare, we see growth both in the Texas Medical Center and in suburban areas, as hospitals expand their reach. A great example is MD Anderson Sugar Land, which brings top-tier healthcare into the local community. Houston continues to experience strong growth, and HKS is committed to being a part of it. We consider ourselves a Houston firm and are deeply invested in the community. Our focus remains on delivering high-quality projects that support the city’s ongoing development.

In an interview with Invest:, Arsean Maqami, co-president of DC Partners, reflected on a year of momentum marked by the opening of the Thompson Houston and Residences at The Allen. The firm also broke ground on a 200-plus-key Kimpton Hotel in Fredericksburg, extending its luxury portfolio beyond Houston. Maqami underscored DC Partners’ focus on wellness-driven design and its long-term confidence in Houston and Texas’ growth.

What were some key milestones for DC Partners in the past year?

DC Partners has had great traction over the past year. In early 2024, we opened the Thompson Houston hotel and Residences at The Allen. This was a major achievement for our team, led by co-president Roberto Contreras IV and COO Acho Azuike. Our team is bullish on the Allen Parkway submarket, given its central location and incredible views.

Our team did not rest there. We recently broke ground on our next luxury mixed-use development in Fredericksburg, which features a 200-plus-key Kimpton Hotel and 70,000 square feet of curated retail space. 

Our team is also looking to expand its footprint in Houston and take on our first major endeavor outside of Texas. 

What makes Houston a strategic home base for DC Partners?

Houston is a vibrant and diverse city that has unique differentiating attributes. 

Having recently moved here from New York, the first thing I noticed was how many young people can afford homes and start families here — that’s not the case in many major U.S. cities.

What trends are you seeing in the luxury segment, and how are they influencing your projects?

Luxury is a word that gets thrown around a lot, but we approach it by asking: what’s the customer experience? Who are we building for? We are leaning into health and wellness. We have been seeing a trend of people allocating more discretionary income to health and wellness activities. This new trend will evolve, but thematically we expect it to stay for the foreseeable future. That means the ability to exercise, play sports, tan, cold plunge, sauna, etc. 

How does DC Partners approach creating a sense of community in your developments?

Each project has its own journey and story. The journey to take a 22-acre site in Fredericksburg and transform it into a Kimpton Hotel and destination retail center is a different process than how a tower in Houston is envisioned. 

While each project is unique, we have guiding principles to create our vision. Our team creates an internal book annually called “The DC Partners Way,” which outlines our process, our learnings, our goals, and our aspirations. 

How are broader economic trends impacting your business?

Economic trends are immediate, but our view on the economy is longer-term. We are building three years in the future, and we are bullish on Houston, Texas, and beyond.

What challenges are you seeing in labor and construction, and how are you building your internal team?

DC Partners is a tough place to work. We have high standards, and everyone on our team knows they’re part of a high-performing team. That attracts the right people. In the broader construction world, there’s uncertainty — especially with potential tariffs. No one knows where pricing will land, and that makes planning a bit tougher. But we adapt.

How is DC Partners leveraging technology to increase efficiency?

Our chief development officer is always pushing us to use new tools, and our CEO always pushes us to leverage AI. We are probably not leveraging AI to its full potential yet, and we are working through the best tech stack as we enter the AI age.  

What’s your outlook for DC Partners over the next two to three years?

Our team is excited for what lies ahead in our pipeline in Houston, in Texas, and elsewhere.

In an interview with Invest:, Chris Frysinger, senior vice president at Kimley-Horn in Houston, emphasized strong client alignment and growth in aviation, infrastructure, and multifamily services. “The closer we stay to our clients, the better we can support them,” he noted.

What significant changes have impacted Kimley-Horn’s operations in Houston and the South Texas region over the past year?

Over the last year, we’ve seen some short-term turbulence, particularly around government and regulatory changes or potential changes. We’ve used that period to become more intentional about staying close to our clients and understanding how these changes are affecting them.

We’re on a solid foundation and positioned for growth in the year ahead, thanks to the work we’ve done over the past 12 months. I’m optimistic about where things are headed.

What makes Houston an ideal location for Kimley-Horn compared to other cities in Texas?

Houston is a large city geographically, more so than many other metropolitan areas. When you consider the size of the city and Harris County, there’s tremendous opportunity, especially with continued population growth and housing starts. Statistically, Houston is typically in the top three metropolitan areas in the nation for housing starts.

That growth drives demand for real estate and construction, and in turn, opportunities for professional consulting services. It allows us to diversify the types of services we offer and expand our presence.

What services are seeing the most demand, and where has there been a slowdown?

Generally, we’re seeing an upward trend across all our services. Aviation consulting continues to be strong across Texas, and we expect that to remain a multi-year opportunity, both on the airside and the landside.

Mission Critical and industrial opportunities continue to be strong in Houston and beyond. The need for multidisciplinary services, such as treatment and power delivery to solve development challenges for mission-critical infrastructure, is especially suited to our firm’s strengths.  

TxDOT experienced a pause in projects this year, but it is still one of our strong long-term clients. We see decades of opportunity to support both public and private infrastructure growth in Texas.

How are you leveraging Kimley-Horn’s expertise in multifamily projects in the Houston market?

We have diverse teams with experience in multifamily, retail, and other sectors. Because Houston is such an attractive market, we often work with developers and owners from outside the region. We’re a key resource for them, guiding them from their first point of contact in the city through permitting and construction.

How are you helping clients navigate regulatory changes, high interest rates, and inflation?

Locally, we’ve had significant changes in the permitting process, especially related to drainage in Houston. We’ve focused on educating our clients and helping them understand how these changes can benefit their projects and how they affect permitting timelines.

On a national level, we avoid reacting to the 24-hour news cycle. Instead, we stay connected to our clients and focus on long-term impacts. We help them think through what services they need, where they need them, and how we can support their goals.

What strategies are you using to manage changes or challenges during the project implementation phase? 

Our firm’s structure allows us to share resources across Houston and even nationwide. We can meet client needs more effectively, whether that means responding to overloads or seizing sudden opportunities. We’re not limited to a single local team.

As for trends, the cost and availability of building materials remain a challenge. But that again points to the value of staying closely connected with clients. We’re providing updated budgets more frequently to help them assess project viability and timelines. The closer we stay to our clients, the better we can support them.

How are you approaching talent recruitment and retention in Houston?

We focus on helping employees align their passions with opportunities. We support them with our firm’s structure, so they can grow their careers and even become owners in the firm. As a privately held, employee-owned company, we offer near-term rewards and long-term career fulfillment.

In terms of hiring, we’ve worked to diversify our candidate pool beyond the traditional degrees and backgrounds. We’ve found great people who are thriving here, even if they didn’t follow the typical career path.

If you’re passionate about client service, want to be part of a team with a long-term vision, and want ownership in your work, we’ve built a place where you can thrive. We’ve become a unique destination for professionals in the consulting market.

How is Kimley-Horn using technology and AI to improve operations and outcomes?

Over the past five years, we’ve built a strong technology solutions component into our consulting services. Beyond traditional consulting, we’ve developed tools to help clients assess their businesses and deliver projects more effectively.

We’ve expanded what a consulting team looks like. It’s not just engineers anymore—we now integrate a wider range of people, services, and tools, including AI and internally developed technologies, to create a more modern project delivery model.

What are your top priorities over the next two to three years?

We’re focused on growing in the public and private sectors, including TxDOT, single-family housing, aviation, retail, and multifamily.

We’re also expanding the range of services we provide. Beyond traditional civil and traffic engineering, landscape architecture, and planning, we’re adding external services in IT, marketing, and project management. It’s not just about expanding in the market; it’s about expanding how we serve our clients.

In an interview with Invest:, Ting Qiao, CEO and co-founder of Wan Bridge, emphasized the company’s pioneering use of AI in construction, including in-house algorithms and robotic site monitoring, to enhance efficiency and transparency. “We’re one of the few traditional real estate companies actively leveraging AI in meaningful ways,” he said.

What were some key milestones for Wan Bridge over the past year?

I think the most important development has been our progress with AI. While it might sound like a buzzword, for us it’s real. We’re one of the few traditional real estate companies actively leveraging AI in meaningful ways. Over the past 12 months, we’ve made significant strides in using AI to support our construction scheduling, budgeting, and on-site delay analysis. We’ve developed an in-house algorithm linked to ChatGPT that enhances transparency and efficiency. However, we don’t just rely on software; we also integrate physical AI within our smart-construction process. For instance, we’ve tested robotic dogs to capture on-site imagery, which is then fed into our AI system to produce reports on scheduling, quality, and safety. We realized no one else in our sector has adopted AI in such a holistic way. While it may not be revolutionary, it’s certainly a significant step forward for the real estate industry.

What makes the Cadia at Lago Mar project different from other communities in Greater Houston?

Cadia at Lago Mar is our latest single-family build-to-rent (BTR) community in Houston, offering family-friendly coastal living with easy access to resort-style amenities.

This community stands out in many aspects, including its prime location in a master-planned community featuring the largest crystal lagoon in Houston, and it is exclusively for rent. What sets Cadia at Lago Mar apart from other build-to-rent communities is the quality of the homes. We offer three- and four-bedroom homes, and we’ve even introduced double-height ceilings, something typically reserved for $700,000 – $800,000 homes. We’re offering luxury finishes and thoughtful design to renters, which is rare.

Our vision to provide high-end homes for renters is based on the belief that in today’s uncertain housing market, many potential homebuyers are hesitant to purchase. They still want high-quality homes in great locations with strong schools and amenities, but they also seek flexibility. Renting a Wan Bridge home gives them that option. It’s a way for them to experience the lifestyle of a master-planned community without the long-term commitment of buying. We’re not competing with homebuilders; we’re offering an alternative for people who want to live in these communities but aren’t ready to buy.

What trends in real estate support the BTR model in Houston?

Despite rising construction costs, which are partly due to tariffs that add $10,000 to $30,000 per home, Houston remains a strong real estate market. The region continues to see job and population growth, so the fundamental demand for housing is healthy. However, the uncertainty in long-term interest rates and broader economic concerns, like federal budget tightening and social security, are making homeownership less attractive right now. The market uncertainty is driving more people toward renting, especially high-quality rentals like those offered by Wan Bridge, creating a mutually beneficial opportunity for us to serve potential homeowners who are in a holding pattern.

What areas is Wan Bridge targeting for future communities?

We have a healthy pipeline of 20 to 25 sites across Houston, Dallas–Fort Worth, and Austin. These are either under entitlement, in negotiations, or already under development. We’re still focused on Texas, and we’re confident that even amid uncertainty, our existing pipeline will allow us to deliver strong, appealing communities to both our investors and our residents. Before purchasing land, every Wan Bridge site goes through a thorough vetting process in which we conduct extensive research to ensure the site is in an area with population and job growth and solid household income. This exhaustive vetting process is how we ensure we’re meeting real demand and building communities with long-term value. We’re currently seeing strong demand across the board.

How does Wan Bridge balance home design and amenities in its communities?

Our homes are designed as move-up products, not entry-level. We are proud to be one of the first BTR developers to introduce high-end features to Texas renters, including 10-foot ceilings and luxury finishes similar to five-star hotels.

For amenities, we’ve learned that our communities with more than 80 units benefit from having a swimming pool and quality pavilions in addition to the other conveniences designed to make life hassle-free for our renters. Texas summers are intense, so these features really enhance the resident experience. In larger communities, such as Pradera Oaks, which has over 800 single-family units and another 200 apartments, we’re opening what we believe is the best clubhouse in South Houston, modeled after a Four Seasons resort. 

How is Wan Bridge addressing labor challenges in construction?

Labor can be a challenge, but it doesn’t have to be. Subcontractors want consistency and trust. We have found it is critical to offer them a reliable flow of work, not 50 starts one month and zero the next. We focus on an even flow of starts, which helps us retain subcontractors and build long-term relationships. Additionally, we’ve created a platform that supports our vendors, especially smaller subcontractors, by streamlining communication and payments. It helps them operate efficiently without needing a large back office. Our platform gives them 24/7 access to job schedules, site images, and timelines, helping them plan better and ensure profitability. It’s a game-changer compared to traditional operations.

How is Wan Bridge helping investors navigate risks and returns?

Fewer new BTR communities are coming online this year, which reduces competition. Last year, some competitors were offering up to six months of free rent, which shows how tough the market was. This year is different as there’s modest growth, but a lot less competition overall. If people want to rent in a new community, they often only have one option: ours. Also, if you invested last year, you did so at yesterday’s construction costs. With tariffs pushing prices up, you saved significantly compared to building the same home today. And with the potential for interest rates and cap rates to drop in 2025 or beyond, valuations could improve. We’re also seeing opportunities to buy up lots, especially townhome lots, at good prices because builders can’t sell to homebuyers right now. This unique opportunity creates a rare window to invest and build.

What are Wan Bridge’s priorities over the next two to three years?

My top priority is ensuring my team feels comfortable utilizing AI to boost efficiency. I truly believe that in five to seven years, people who don’t work with AI will struggle to find jobs. AI allows me to be 10 times more productive; it’s like having superpowers. With AI, I can get precise, instant support that helps me make better decisions. We’re embracing this technology fully so we can stay ahead and keep delivering exceptional results in a rapidly changing world.

In an interview with Invest: Jennifer Hernandez, senior loan officer at Legacy Mutual Mortgage, shared the benefits of being slightly overstaffed given the market’s unpredictability, noted the shift in Houston’s real estate market from a sellers’ market to a more balanced state, and the diversification of their lending products as they grow.

What have been some major highlights over the past 12 months?

As I celebrate my 28th year in lending, I have recently hit a stride with my YouTube channel as well. Launched five years ago, it started as an outlet for the wealth of information in my head and also to counter the misinformation online. Posting two videos a week since 2019, I now have over 500 videos, providing valuable, easily digestible information. This year, I focused on improving video quality, resulting in a fourfold increase in monthly views from 7,000 to 30,000.

As an industry veteran, this endeavor has given me a renewed sense of responsibility. Beyond originating loans, I have discovered a passion for being an advocate for homeowners. At 52 years old, with 28 years in the industry, I’m contemplating my legacy. This year has been a stepping stone, offering clarity about my future in the mortgage industry. It’s not just about individual client interactions; it’s about making a broader impact and advocating for homeownership. This realization has made this year particularly exciting for me.

What do you consider to be the most significant trends and changes in the real estate industry in the Greater Houston area?

In the real estate cycle, there has been a notable shift from a sellers’ market to a more balanced state, presenting a unique challenge. Houston, while not regressing, is experiencing an unusual quagmire of high demand. Despite a considerable desire to buy houses, even with current interest rates, only a fraction of the 80 referrals per month result in closures. The pent-up demand is unprecedented, driven by people rethinking their living spaces due to the pandemic.

Houston continues to attract individuals from other cities, and there’s a strong trend of people looking to relocate. The city’s offerings, coupled with a relatively manageable cost of living, make it an appealing choice. However, a significant trend is emerging: a desire for change that faces the challenge of an unavailable conduit. Many individuals, unable to afford housing in their preferred areas, are currently on hold.

The forecast anticipates a surge in market activity when interest rates ease. The current hold on plans is expected to lift, resulting in a flurry of real estate activity. This trend, observed through consistent interaction with 80 potential clients monthly, suggests a brewing storm of heightened demand and activity. As the market eases, the influx of eager buyers is predicted to resemble a hurricane, bringing both challenges and opportunities.

What are some overarching opportunities for Legacy Mutual Mortgage in 2024, and what strategic steps are you taking to capitalize on these opportunities?

Maintaining a slightly overstaffed team has been a strategic move, given the anticipation of market shifts, particularly during times of rate drops when the floodgates of demand tend to open. With almost 70% of my business stemming from realtors, I place a strong emphasis on education for both past clients and realtor partners. This involves a multifaceted approach, including regular communication through emails, the sharing of insightful content such as YouTube videos and podcasts, and active participation in talks or webinars.

Which lending products do you anticipate performing better than usual, and are there emerging ones to meet the demand for loans that banks might be hesitant to provide?

The FHA and conventional loans remain mainstream, but our company has introduced more hybrid products in the last year or two. One noteworthy product gaining traction is the Debt Service Coverage Ratio (DSCR) loan, designed specifically for investors. This product simplifies the qualification process, requiring a credit score and basic eligibility. It’s particularly attractive for individuals facing hard times or those with unconventional income structures, as it considers the property’s monthly rent to support the monthly payment.

I’ve observed a notable interest in the DSCR loan, with increased inquiries and positive feedback. Many individuals, especially those struggling to showcase their true income on tax returns due to deductions, find this program appealing. The DSCR approach, where the monthly payment must align with the average rent for the area, offers flexibility in financial scenarios. While it often requires a higher down payment, typically around 30%, the program’s unconventional nature addresses specific challenges faced by investors.

Despite being more expensive with a higher interest rate, the DSCR loan fills a gap for those who either prefer a streamlined process without excessive paperwork or face hurdles in traditional income documentation. The program’s popularity underscores the need for diverse financing options that cater to the unique circumstances of investors.

Another notable trend is the increased interest in cash-out refinancing, driven by financial challenges. Homeowners, impacted by economic uncertainties, are seeking ways to access their home equity. The significant appreciation in home values over the last few years has provided an opportunity for homeowners to leverage their equity for various purposes. Whether for investment or debt consolidation, the cash-out refinance option, even with a slightly higher interest rate, offers a more favorable alternative than accumulating high-interest credit card debt.

How has your partnership with Texas Partners Bank added value to the services you provide for your clients and partners?

Over the past 12 years, Legacy has strategically aligned itself with a local Texas bank, Texas Partners Bank, serving as a silent partner behind the scenes. This collaboration has proven beneficial from a lending perspective, especially when acquiring contracts.

In the lending landscape, a significant portion of mortgage companies, around 80%-90%, eventually sells servicing rights to larger entities like Wells Fargo or Citibank, resulting in the top 12 to 15 servicers handling most loans. When securing contracts, the reputation and financial stability of a lending company play a crucial role.

Being associated with a reputable bank provides us with a distinct advantage. Large banks prefer doing business with reliable partners, as it mitigates the risks associated with potential buybacks or complications in the loan process. Having the depth and financial security of a bank like Texas Partners behind us ensures that we are viewed favorably by these major institutions.

In essence, Legacy, with the silent support of Texas Partners Bank, is positioned as a graded lender, maintaining high standards and reliability in the eyes of larger financial institutions. This symbiotic relationship not only ensures our financial stability but also allows us to provide an extensive array of products to our clients at competitive rates.

What is your outlook for the next two to three years and your top priorities within this time frame?

I previously mentioned the sense of a brewing storm, and I still hold the belief that the next two to three years, especially 2025, will be pivotal for Legacy. With this anticipation, I am actively considering the expansion of our team, particularly in Houston. I am keen on mentoring loan officers, providing guidance and support to those already in the industry. The goal is to ensure that we have the necessary bandwidth of talent to effectively handle the anticipated surge in business.

To fortify our position, we are currently sowing the seeds of efficiency across various aspects of technology. Over my ten-year tenure with Legacy, there has been a consistent focus on embracing the most efficient technological tools. This includes staying abreast of advancements in social media, online presence, and branding. The aim is to maintain congruence in our operations, ensuring that our technological infrastructure aligns seamlessly with our overall strategy.

Being a bit overstaffed is a deliberate strategy, allowing us to be proactive in our hiring practices. We pride ourselves on hiring ahead of the curve, always looking six months ahead to anticipate the needs of the business. This forward-thinking approach ensures that we have the right people on board to navigate whatever challenges or opportunities lie ahead.

In an interview with Invest:, Catherine Lee, president of new development in Texas for Douglas Elliman, spotlighted the rise of branded residences in Houston, led by projects like the Ritz-Carlton and St. Regis. She praised Houston’s stable, developer-friendly market, and stressed the importance of early, strategic input on projects. “Real estate is a long game,” she noted, emphasizing patience, precision, and long-term value.

What are the key trends shaping new development in Houston and across Texas?

One of the biggest trends right now is branded residential development. These are for-sale condos affiliated with a hospitality brand. That model has existed for a while in other markets, but it’s new to Houston. Back in 2014, when I first began working in new construction in Houston, vertical living just wasn’t as popular, the market wasn’t ready for branded residences.

Now, it’s really picking up. It takes a while to get there because the construction costs are higher, and on top of that, there’s a cost for partnering with the brand. That includes the quality of finishes, the amenities, the management, and the consistency in service. It takes a more mature buyer to appreciate and value all of that. Today, we’re seeing Houston buyers who do.

Projects like The Ritz-Carlton Residences, The Woodlands, and The St. Regis Residences, Houston are great examples. The Ritz-Carlton Residences is already well under construction. The St. Regis Residences is a little further behind but has an incredible sales center opening soon. There’s also an Auberge hotel and residences combination project here. Some of these include a hotel component, some don’t. For buyers who want more privacy or a more boutique experience, the residential-only projects are attractive.

Dallas has had a bit more exposure to this type of product. Austin, on the other hand, is going through a bit of a correction — it had such a strong run. But even there, the long-term view is positive. People are still active. It’s just happening more quietly right now.

What makes Houston especially appealing for new residential and luxury mixed-use development?

Texas, in general, is known for being developer-friendly, and Houston really stands out in that regard. We don’t have zoning, although we do have deed restrictions, and the permitting process is relatively fast and straightforward. Austin tends to move a little slower, but even there, the development environment is still quite good.

Houston is also a stable market. You don’t see the wild spikes or crashes you might see in other places. Prices tend to grow at a steady pace, which gives everyone, from developers to lenders, more confidence.

We also don’t deal with a lot of oversupply. You’re not seeing 10 new high-rise condo buildings under construction at the same time. It’s more measured.

Another key factor is the buyer pool. A lot of people here already have a second home somewhere else, and they’re familiar with brands like the Ritz-Carlton or St. Regis. Now that those brands are showing up in Houston, they’re excited to bring that same lifestyle here.

Texas does require developers to use their own funds for construction — buyers’ deposits can’t be touched until the project is complete. That’s a big difference from places like Florida, where those funds can go directly into the building. It raises the bar, but it also means the projects that move forward are well capitalized and carefully thought out.

What is your view of today’s economic challenges?

I’m cautiously optimistic. No city is immune to the broader economy, but Houston’s fundamentals are strong. I don’t expect rates to drop significantly anytime soon. But honestly, I don’t think that’s a bad thing. When capital is cheap, sometimes projects move forward that probably shouldn’t. Higher rates make people more thoughtful and deliberate.

Our buyers tend to be financially savvy. They have teams of advisers and are strategic. While they’re certainly watching interest rates, they’re also focused on long-term value. When they see something unique — like a home at The Ritz-Carlton Residences, The Woodlands, or The St. Regis Residences, Houston — they understand the rarity of that opportunity. Once those homes are sold, that’s it. These are limited inventory offerings. That sense of scarcity adds a lot of appeal.

What does the labor environment look like for your team right now?

It’s extremely competitive. Every day, there are more licensed real estate agents out there. But new development sales require a different skill set. Our team isn’t bouncing around between listings or showings. They’re embedded in a single project, often for three years or more.

It’s like running a high-end boutique. They’re opening the sales center, welcoming potential buyers, and managing every detail of the sales process from start to finish. That level of singular focus is not for everyone, but for those who love it, it’s incredibly rewarding.

Some agents prefer the flexibility and variety of working in resale. New development sales require deep expertise and a long-term mindset.

What are your top priorities moving forward, and how are you thinking about the road ahead?

One of my biggest priorities is making sure developers see us as a strategic partner, not just a sales team. That means giving honest, data-backed advice. Sometimes it’s saying, “This pricing isn’t going to work,” or “This layout needs to be rethought.” We’re not doing anyone any favors if a project isn’t viable. The earlier we get involved, the better. Once the floor plans and finishes are locked in, changes become harder and more expensive.

I’m also focused on investing in my team. They’re incredibly smart and passionate, and I want them to keep growing. In a slower market, every deal takes more work. But I always remind them that this is when you sharpen your skills. When things are tough, that’s when you learn the most.

As for the future, I have a balanced outlook. Real estate is a long game. You have to be patient, strategic, and always willing to learn. What I love about this business is that it blends creativity with analysis. You get to dream big, but the numbers still have to work. Every project is different. Every market cycle is different. And that’s what keeps it exciting.

In an interview with Invest:, John Robison, principal and vice president of operations at general contractor Scott + Reid, highlighted the firm’s momentum in corporate interiors, retail, and hospitality, driven by investments in technology and a strong focus on client experience. “The last year has been one of strong momentum for Scott + Reid,” he said.

What have been some key milestones and achievements for Scott + Reid over the past year?

The last year has been one of strong momentum for Scott + Reid. Like many in the industry, we came through the “survive ‘til ‘25” mindset that defined the post-pandemic years. We didn’t panic. We used that time to invest in our people, expand into new markets, and diversify our services. That groundwork has paid off. Today, we’re seeing real traction across sectors, and we’re on track to have our best year yet.

When we think about milestones, a few stand out: expanding our presence across major Texas markets, growing our ground-up division, and continuing to strengthen our capabilities in high-end interiors, retail, and hospitality. These were intentional moves that positioned us to serve clients in a more comprehensive way.

We’ve also made significant investments in the retail space, particularly with national brands that are actively growing. As those brands have expanded, we’ve grown right alongside them, a testament to the trust and long-term relationships we’ve built. Being able to support their growth across multiple locations and markets speaks to our depth, adaptability, and consistency.

At the same time, we’ve remained focused on operational excellence. From project management platforms to site-tracking tools, the technology we’ve adopted has made us faster, more transparent, and better equipped to deliver a great client experience. That combination of growth, trust, and consistent execution has been a major win for us.

What sets Scott + Reid apart in a competitive construction market?

Scott + Reid is known for delivering high-quality construction paired with exceptional service. At the heart of that reputation is a relentless focus on the client experience. A lot of companies can build a project, but we go further. From the start, we set the tone by taking true ownership of the job. That means maintaining a clean, professional site, being solution-oriented, and knowing the details of the project better than anyone else on the team.

We don’t view this work as just another job. We view it as an opportunity to build a partnership. When challenges arise, and they always do in construction, it’s how we respond that earns trust and creates long-term relationships. We pride ourselves on being responsive, detail-oriented, and proactive every step of the way.

Another key is the culture we’ve built internally. Our team is empowered to make decisions, collaborate, and solve problems in real time. That kind of agility makes a real difference on the ground and allows us to adapt without slowing down progress.

Finally, our versatility is a strength. Whether it’s a 2,000-square-foot retail build-out or a 500,000-square-foot corporate headquarters renovation, we bring the same level of commitment to quality and client service, no matter the project size or scope.

How are you addressing labor and supply chain challenges within the construction industry?

You can’t build a project without people and materials, and both have faced real pressures in the current market. Labor costs, tariffs, and capital market uncertainty have all added complexity, but we’ve taken a proactive approach. It starts with people. We’ve built our reputation on high-quality construction and exceptional service, and that only happens when you have an experienced, engaged team that takes pride in the work. We’re fortunate to have strong tenure across our company, and that continuity is a big part of why clients trust us. We’ve also been recognized as a top workplace by several industry publications, something we’re proud of because it reflects the kind of culture we’ve built.

We also have long-standing relationships with our subcontractor partners. We treat them like true partners, not just vendors. That mutual respect and loyalty go a long way when labor is tight. Our subs want to work with us because we’re organized, we communicate clearly, and we do what we say we’re going to do.

On the supply chain side, we lean heavily on our preconstruction team to help navigate long lead times and material pricing. Their experience and vendor knowledge allow us to plan and get creative when needed. Tariffs and capital market shifts are adding some uncertainty, especially around certain product categories, but we stay in constant dialogue with our suppliers and partners to adjust in real time.

And when challenges arise, we’re upfront with clients. We set realistic expectations and bring them solutions, not surprises. They rely on us to be the experts, and that trust comes from open communication and a track record of delivering, no matter what the market is doing.

How is technology helping Scott + Reid enhance project delivery and client communication?

Technology has been a huge enabler for us. We’ve rolled out project management platforms like Procore to give both clients and internal teams real-time visibility into what’s happening on a job. From daily logs and schedule updates to RFIs and submittals, everything is in one place, which makes communication faster and more transparent. We’ve also added jobsite cameras on many projects, giving the team and the client a clear view of daily progress, no matter where they are.

Site-tracking tools allow our project managers to monitor milestones, document issues, and course-correct quickly. That level of responsiveness on the ground helps avoid delays and keeps things moving forward. We’re also using 3D modeling and visualization tools more often, especially during preconstruction, to help clients see what they’re getting before we ever break ground. It’s a great way to align early and minimize changes later.

At the end of the day, all of this goes back to the client experience. Technology helps us operate more efficiently, but more importantly, it helps us deliver with confidence. When clients feel informed, involved, and supported throughout the process, that builds trust. And trust is what creates long-term partnerships.

How do you see client expectations evolving in today’s construction market?

Clients today expect more than just technical execution; they expect collaboration, transparency, and flexibility. They want a return on their investment, and they want it faster, without sacrificing quality. Projects are moving at a faster pace, and decision-making often happens in real time. Clients are looking for partners who can keep up, solve problems proactively, and still deliver with precision. They expect open communication: regular updates, early issue identification, and clear visibility into both budget and schedule. Sustainability is becoming a bigger factor as well. More clients are asking about environmentally friendly building practices and materials, even if full LEED certification isn’t the goal. At the end of the day, construction is still a people business. Relationships, trust, and responsiveness are what set a firm apart in the client’s eyes.

What are the biggest opportunities you see ahead for Scott + Reid?

The corporate interiors market remains strong, especially as companies rethink how they use office space post-pandemic. As office environments evolve, there’s a tremendous opportunity to create flexible, collaborative, and tech-enabled spaces. With our expanding footprint in Houston and Dallas, we are well-positioned to meet the growing demand for these types of environments in key markets.

Retail is also evolving. Brands are looking for spaces that are more experiential and tailored to local markets, which plays to our strengths in high-end custom work. Our experience in both markets has allowed us to develop a deep understanding of regional preferences, which we leverage to deliver projects that truly resonate with clients and consumers.

From an operational perspective, continued investment in technology and people will open up even more opportunities. We’re also expanding into new geographic markets and industry sectors selectively, based on client needs and strategic growth plans. Our continued growth in Houston and Dallas underscores our ability to deliver top-tier service and expertise to a broader range of clients.

What are your top priorities for the next few years?

Our vision is to be the most trusted name in commercial construction, and we achieve that by delivering exceptional client experiences. We don’t grow without delivering for our clients.  It’s the foundation of everything we do. We are committed to being a trusted partner who understands and meets the unique needs of every client with the highest quality of service.

With continued growth in markets like Houston and Dallas, we see significant opportunities ahead. As demand for flexible office spaces, custom retail environments, and high-quality construction continues to rise, we’re well-positioned to play a key role in this evolution. We are the local team, deeply invested in these communities, and we want to be part of their continued success.

We’re focused on growing sustainably. That means saying yes to the right opportunities, not just more volume. We want to be strategic about the work we pursue, ensuring we maintain the standards that have built our reputation. Ultimately, it’s about staying true to who we are: a client-first, quality-driven construction partner that people trust to deliver.