Toby Rice, President and CEO of EQT Corporation, sat down with Invest: to discuss how EQT has responded to unprecedented AI-driven energy demand and expanded LNG and infrastructure investments to drive sustainable growth, energy security, decarbonization, community engagement and long-term economic development in Pennsylvania and beyond. 

What changes over the past year impacted EQT and its operations, and in what ways?

The biggest shift has been the clearer picture of the energy demand coming to this region through AI and the need to meet rising power requirements. AI is something everyone is talking about, and it directly affects our business and how we operate. We are seeing an unprecedented level of natural gas demand emerging right in our backyard.

In the past 12 months, we announced 1.4 billion cubic feet per day of natural gas demand to support the power needs of two major facilities — one in Homer City, Pennsylvania, just east of Pittsburgh, and the other at the Bruce Mansfield site, on the west side of Pittsburgh. These are major opportunities that will generate significant economic growth for the region.

What was the strategic thinking behind the Olympus Energy transaction, and how does it complement EQT’s existing footprint?

Over the past six years, EQT has completed more than $20 billion in transactions. Each of these deals has made us better and bigger, and each has played a key role in our transformation. We’ve reduced our costs by 30%, increased our productive capacity by more than 50% and doubled the profitability of our business, measured on a free cash flow per-share basis. We’re excited to continue that track record with Olympus.

Olympus strengthens our ability to supply the AI revolution that is unfolding right here in Pittsburgh.

What does the Homer City redevelopment mean for EQT and for the region’s shift toward new energy applications?

This gives EQT the opportunity to grow our production by more than 10%. Given our scale, we produce the energy equivalent of more than 1 million barrels a day — all in natural gas form. Natural gas is a decarbonizing product and a cornerstone of energy security both for this region and globally. Being able to take that production base and demonstrate that we can grow it sustainably shows the magnitude of this impact on our business.

From a regional perspective, this could create more than 10,000 construction jobs. To put that into context, the Pittsburgh region is very familiar with the economic impact of the cracker facility. I believe Homer City will generate double that impact. This is a major opportunity for the region. The next 12 months give us the chance to demonstrate that Pittsburgh is the next American AI hub. And as significant as Homer City is, it’s only the first step — we intend to continue building out and attracting additional data center demand to the region.

How is EQT attracting and retaining skilled workers in Pittsburgh, and what strategies are helping ensure a strong local talent pipeline?

We have more than 1,500 employees and offer a very unique work experience. Our digital work environment allows us to be one of the few companies that is fully remote, which gives us access to top talent. Our operations jobs, however, are local — with 100% of our energy production located in the Appalachian region and centered in Pennsylvania. We invest more than $3.8 billion a year in maintaining and developing new assets in this region, which has generated a significant number of jobs and substantial economic stimulus for the state.

How do you see market forces shaping natural gas demand?

The biggest shift we see in the world today is electrification. Everything is electrifying, and that electricity requires energy to make it possible. Three major themes are driving this transition.

On the environmental front, the primary trend is the evolution of energy systems toward cleaner solutions. That shift is translating into coal retirements and replacement with natural gas. This is the biggest green opportunity we have in this country. It’s also why the United States is the world leader in reducing emissions, and I expect that progress to continue.

The second theme is the lack of energy security highlighted by the ongoing conflict between Russia and Ukraine. It underscored that energy security matters — and without it, you cannot transition. The United States will play a major role in providing global energy security while driving local economic growth through its LNG resources. America is the world’s leading LNG exporter, and we expect demand for domestic LNG to double over the next five years.

The third major theme driving tremendous demand is the surge in power needs. For the past 15 years, power demand was largely flat, with efficiency gains offsetting growth. That is no longer the case. We need substantially more power to meet data center demand — and data centers account for only about 40% of the total increase. The electrification of transportation and the return of domestic manufacturing are also accelerating electricity needs. Overall, we expect a 20% to 40% increase in demand for natural gas.

We are looking toward the future, and it has never been brighter.

AI-driven data centers are projected to require 50–75 gigawatts of additional power in the coming years. How is EQT preparing to meet this surge in demand?

That is an enormous amount of power. To put it in perspective, 75 gigawatts is equivalent to more than 15 New York Citys. The energy needed to support that growth must be affordable, reliable, clean and scalable — and it must be delivered quickly. When you evaluate all energy options against those attributes, we believe natural gas is the clear winner.

Some people express concerns about supply chains associated with natural gas. But over the past 15 years, natural gas demand has grown by more than 50%. In that same period, we increased natural gas–fired power generation in this country by more than 14 billion cubic feet per day. We have already demonstrated that we can deliver exactly what is being asked of the system right now.

Which community initiatives are you most proud of, and how do they reflect EQT’s role as both an energy leader and trusted partner?

We believe that the more energy we produce, the better the world will be. Our focus is on making that energy more affordable, reliable and cleaner. We have invested more than $70 million into our foundation and community giving that supports the places where we operate. Much of that funding goes toward building infrastructure, but we also support a wide range of nonprofit work throughout our communities.

Looking ahead, what are EQT’s top priorities, and how do you see the company evolving within the shifting global energy landscape?

In the short term, our main focus is continuing to evolve the energy systems we operate — replacing international coal with cleaner, more cost-effective natural gas while keeping pace with rising demand. We need to create an environment where technology companies can operate at full throttle without worrying about their energy supply. Winning the AI race is critical for us over the next five years, and that alone will help set the stage for this region and America’s success for decades to come.

LNG is also going to become an even bigger story globally. And moving forward, we intend to continue helping change the world from right here in Pittsburgh.

In an interview with Invest:, Tom DeLuca, president of ATI Specialty Rolled Products, discussed the company’s transformation, labor stability, and the growing demand in aerospace, defense, and energy. “We’ve been transforming over the past four years, and last year brought us much closer to our goal. This shift has focused on moving away from commodity products and toward more specialized offerings, particularly in aerospace and defense,” he said.

What changes over the past year have most impacted the company?
We’ve been transforming over the past four years, and last year brought us much closer to our goal. This shift has focused on moving away from commodity products and toward more specialized offerings, particularly in aerospace and defense.

When I stepped into this role, 17% of our revenue came from aerospace and defense. Today, it’s about 42%. That shift required consolidating operations by taking work once done across multiple plants and streamlining it into one. It also meant rationalizing product lines and investing in certain equipment and intellectual property.

In 2025, one of the biggest challenges has been the tariff environment. At the year’s start, there was optimism around a pro-business stance by the incoming administration,  but that didn’t materialize. The tariffs we faced were initially not on finished metals but on raw materials like nickel and titanium sponge. Costs also rose for nearly all operational items ranging from  things like  safety gloves and coil interleaving paper.

At the same time, shifting government policies created instability, and business does not thrive in that kind of environment.

Many of the products we make support the capital goods industry. When markets are uncertain, customers delay capex projects, which negatively impacts  demand. We also finalized the sale of one plant and product line, marking a key milestone in our overall transformation.

What impact have recent long-term supply agreements had on ATI’s growth strategy?
Two major developments have driven our growth strategy. The first is our six-year labor agreement, now about six months in, which gives our workforce and our business long-term stability. The last contract negotiation in 2021 led to a strike and customer loss, but we’ve since recovered and actually expanded. This stability is essential to sustaining operations and meeting demand.

Second are the commercial wins. We secured major long-term contracts with Airbus and Boeing. ATI is now Airbus’s largest flat roll supplier and Boeing’s second largest. These contracts are cornerstones in our high-growth aerospace market.

We also introduced a new product: titanium alloy sheet. It is complex to produce and made by only a few companies globally. We made a significant investment in Pageland, South Carolina, and we are in the final stages of commissioning and qualification, for major OEM’s and sub-tier aerospace customers.

This product filled a critical gap in our portfolio. Without  this product offering, competitors had portfolio leverage. Now, we can compete across the full range of offerings.

How significant is the new labor agreement with United Steelworkers?

This contract was approved by both parties, and we believe it’s a fair and balanced agreement. It includes meaningful incentives for our employees. When employees are motivated, it tends to lead to stronger output, better engagement, and overall company performance.

What steps are being taken to attract and train the next generation of skilled workers in Southwestern Pennsylvania?
Skilled labor is difficult to find — this is not unique to the region in which we operate — particularly workers with electrical and mechanical aptitude for maintenance-related roles. Our positions are 24/7 and involve shift work, which can make attraction more challenging.

We’ve developed a rigorous testing program and offer highly competitive wages to attract the right talent. Beyond that, we’ve worked in partnership with the United Steelworkers to establish a training center. Original equipment manufacturers (OEMs)  provide smaller-scale equipment, and we use that to train operators into becoming skilled craftsmen.

This approach creates advancement opportunities for workforce enrichment while also raising skill levels and boosting productivity on the shop floor.

Where are you seeing the most growth opportunities, and how are you preparing to meet that demand?
Let’s start with aerospace and defense alloys, which are primarily titanium and nickel-based, along with some engineered stainless steels. Every aircraft has a fuselage and at least two engines. We’re fortunate in that  our products are used in both.

We’re benefiting from increased build rates at Boeing and Airbus, along with growing market share. That’s a key part of our growth story.

In defense, we’re seeing growth in ground vehicles, air systems, and submarine propulsion. There’s also an emerging opportunity in space. As the United States and other countries invest in technologies such as hypersonic missiles and satellite deployment, the need for specialized materials continues to rise. These platforms align well with our capabilities, both for established programs and for new, advanced systems.

What challenges are you facing, and how are you turning those into opportunities?
One way to think about it is this: ATI’s materials are essential to commercial aerospace platforms.

The biggest challenge has been tariffs and supply chain disruptions. The cost of raw materials has increased in the United States, while international competitors have not faced the same pressures. That allows competitors to offer more attractive  pricing, creating a disadvantage for us.

As mentioned previously, skilled labor remains difficult to find. It’s a tough industry to recruit for, so we’ve had to be proactive. We start early by working with trade schools to attract skilled candidates, and we also run college internship programs that serve as a pathway to onboarding. These programs help us assess potential employees, and they give candidates a real sense of the work environment.

I began my own career here as an intern more than 40 years ago. That experience shaped my path, and I share it with new employees to highlight the long-term opportunities available at ATI.

How do ATI’s materials contribute to innovation across key industries?
Our materials serve as enablers across multiple industries. In aerospace, companies such as Boeing and Airbus turn to titanium to reduce aircraft weight. Lighter planes use less fuel and improve efficiency.

In defense, lighter tanks and vehicles offer a logistical advantage. They are easier to move to the battlefield, and once on the battlefield to the front line, requiring less fuel and supply chain challenges to  support operations.

In the energy sector, our materials are integral to system performance. Whether it’s a gas turbine, a fossil fuel plant, an SMR (small modular reactor), a nuclear reactor, or a fusion unit, the alloys we produce allow those technologies to operate safely and efficiently under extreme conditions. That’s the value we bring: enabling the performance required for the next generation of innovation.

What are your top goals and priorities for ATI over the next two to three years?
It begins with the markets. We’ve discussed aerospace and defense, but the energy sector, particularly in Southwestern Pennsylvania, is another major area of opportunity.

The rapid expansion of artificial intelligence is placing new demands on the energy grid. This demand  is creating a shortfall between supply and the power needed to support AI platforms. In response, energy infrastructure is being expanded. Companies such as GE Vernova and Westinghouse are moving forward with large projects, including plans to build new nuclear facilities.

Western Pennsylvania sits on significant natural gas reserves, which makes it relatively easy for companies to tap into natural gas pipelines and generate power locally. This benefits operations ranging from hospitals and universities to manufacturing plants. There is also renewed interest in traditional power sources and new modular nuclear technologies. All of these require high-performance materials, which is where we excel.

On the more commoditized industrial steel products, the existing tariff structure creates a fairer environment, which helps limit the impact of unfair imports from overseas producers.

Fusion energy is another area to watch. Unlike traditional nuclear power, fusion creates energy by combining atoms rather than splitting them. The process involves intense heat, which is used to drive turbines. These systems rely on magnetized fields  and require highly specialized materials. The technical demands are extremely high, and that puts us in a strong position.

Overall, the growth outlook is promising. At the same time, we must continue navigating economic and geopolitical uncertainty. Geo-political developments, in Ukraine, Gaza and the South China Sea, continue to impact capex spending and the global business environment.

Tricia Breeger, CEO of Mitsubishi Electric Power Products Inc. (MEPPI), spoke with Invest: about being the driving force of energy innovation in Western Pennsylvania. “We are known for technical excellence, quality and our commitment to customers,” said Breeger. “We are a long-term player in this segment — engineering the infrastructure of the future.”

What changes over the past year impacted Mitsubishi Electric Power Products, Inc. (MEPPI), and in what ways?

We serve energy, data and mobility markets as well as other select infrastructure markets, and we’ve been supporting these sectors for 40 years. We are customer-centric and focused on delivering excellence and quality in our products, solutions and services.

The energy market is challenged right now from a grid-capacity standpoint. We need to better utilize existing capacity with digital solutions, but we also need more power generation and more transmission and distribution infrastructure to move that power. There is also a growing need for power reliability, along with the increasing pressure to help utilities meet their decarbonization goals. Technology is shifting toward next-generation solutions that reduce carbon footprints and enhance power quality. As a designer and manufacturer of new technologies in electrical power, we are in a strong position to do more.

Customer demand for power equipment currently exceeds supply.  In response, MEPPI is building an Advanced Switchgear Facility, a Power Electronics Lab and a Power Electronics Center.  These investments support the delivery of power equipment and power electronics that will support increases in grid capacity and improvements in power quality. The solutions we provide strengthen grid reliability, and our next-generation technologies support customers’ decarbonization objectives.

Artificial intelligence and machine learning are driving tremendous growth in data centers. We support the equipment operating inside those facilities and help them manage energy needs across their campuses. 

We also serve the transportation sector. Historically, we’ve supported passenger rail in the Northeast Corridor, including New York City Transit and Boston’s rail system. During the COVID years, ridership declined as hybrid work expanded, but that trend now appears to be reversing, and ridership is rising again. Transit authorities are making new investments, digitizing their rail systems and seeking more support from companies like MEPPI and Mitsubishi Electric, which provide computer-based train propulsion and control systems.

All three markets we serve are interconnected — and are often customers of one another. Growing data center demand drives the need for additional power generation.  Electrification of transportation also increases energy demand. Each market shares infrastructure and software systems, growing individually while accelerating growth across the others.

How does this new facility enhance Mitsubishi Electric’s capabilities in serving the U.S. power sector?

The Advanced Switchgear Facility will help us expand our design, manufacturing, testing and supply of switchgear ranging from medium-voltage to high-voltage transmission classes. With capital investment support from local economic councils, including the Allegheny Conference and funding from the state of Pennsylvania, we were pleased to make an investment that strengthens our commitment to critical energy infrastructure in the region.  We are also engineering alternatives to SF6, an insulating medium with a significant greenhouse gas footprint, and transitioning to zero-carbon technologies like vacuum switching technology. 

Local manufacturing requires a strong, end-to-end supply chain. A capital investment alone isn’t enough without reliable supplier and workforce capacity. That’s why we consider our suppliers true partners. We all have to grow and adapt together to support the demands on critical energy infrastructure.  Manpower is a major component as well. Our workforce development programs in Pittsburgh, along with internal training and recruitment strategies, give us confidence that this region is the right place for us. We’ve built a strong presence here through years of outreach. We also have strong partnerships with local nonprofits and manufacturing and electric-industry groups that help us meet workforce needs. We want to shine a spotlight on the great careers available in manufacturing and attract talent of all ages. Our Jumpstart programs help employees begin their careers on the right foot, and we offer continued education and advancement opportunities throughout their time with us.

How is MEPPI balancing global operations with local execution?

Today the energy landscape is a technology landscape, and MEPPI is an innovative technology company. At MEPPI, we emphasize the purpose we bring to our markets, our customers, and even our daily lives. Working at MEPPI means applying that purpose to your work that directly supports electric power challenges across our nation. 

There is a great deal happening within the energy market, but MEPPI stays focused on excellence and our long-term commitment to our customers and to the markets that we serve. We build strong strategies that move us forward and highlight the value only Mitsubishi Electric can deliver. We are known for quality and our commitment to customers. We are a long-term player — engineering the infrastructure of the future.

How does the company engage with organizations like Catalyst Connection and others to strengthen the regional economy?

We are committed to the Greater Pittsburgh area and are proud to give back to the community. The Catalyst Connection Manufacturing Extension Partnership supports small and medium manufacturers in our Region that are vital to our supply chain’s overall success. I’ve proudly served on Catalyst’s Board for many years, and I am honored to currently serve as Chair. Catalyst Connection supports our regions’ manufacturers by helping them strengthen their businesses and their supply chains, earn certifications, advance quality programs, and address workforce development needs, among many other vital services.  

Since 2005, we have also partnered with Life’s Work of Western Pennsylvania, a nonprofit that supports individuals with disabilities and other barriers. Life’s Work has played an important role in several aspects of our manufacturing operations for 20 years now.  

At MEPPI, our philanthropic efforts are a core part of who we are. The broader Mitsubishi Electric family across the United States has a well-organized national philanthropic program that complements MEPPI’s work in the region.

Looking ahead, what are your top goals and priorities for MEPPI over the next two to three years?

In the years ahead we are expecting significant growth across all three of the industries that we serve. As MEPPI has evolved from a products company to a solutions company, it means we provide software systems to our customers and the grid.  To better utilize existing grid capacity, we need to digitize and modernize the power distribution system.  At MEPPI we develop grid-enhancing software technologies for that purpose — such as distributed energy resource management systems — to allow the aggregation of available generation sources and move more power through existing wires.

In the years ahead, we will bring additional facilities online, we will deliver more products, systems and solutions to our customers, and we will support the build out of data centers and the related generation, transmission and distribution infrastructure. We are also collaborating with partners to deliver game-changing technologies from Chip to Grid that support the rapid expansion of AI and the rising demand from data centers.

In an interview with Invest:, Jacques Besnainou, chief commercial officer of Westinghouse Electric Company, discussed the unprecedented global resurgence of nuclear power, how artificial intelligence is driving this new era, and the expected creation of 15,000 jobs in the greater Pittsburgh region in the coming years. “I have never before witnessed such a pronounced need for nuclear power,” said Besnainou.

What changes over the past year impacted your operations in Pittsburgh and in what ways? 

This year has been incredible. In my 40-plus years in the nuclear business, having worked on both sides of the Atlantic Ocean, and with a deep familiarity with Westinghouse technology, I have never before witnessed such a pronounced need for nuclear power. Furthermore, I have never seen such strong backup and support for nuclear power from the population, particularly within the United States. There are several reasons for this significant shift. First, there is a powerful and growing sense that we require energy security. This sentiment is even more substantial in Europe for obvious reasons related to the Russian invasion of Ukraine. Energy security means possessing energy that is independent of any external entity. You do not require gas and you do not require oil. The only thing you require is uranium, which is a very abundant resource, especially throughout North America. When you construct a nuclear power plant, you have power 24 hours a day, seven days a week, for the next 80 years.

Second is the emergence of artificial intelligence. Merely three years ago, we discussed data centers that were sized for tens of megawatts. In 2024, the discussion shifted to hundreds of megawatts. Now in 2025, we are talking about gigawatt-scale data centers required to power artificial intelligence. The primary bottleneck is no longer physical space or even the computer chips, where an American company like NVIDIA is the leader. The bottleneck is, and will be, electricity. These data centers demand a very large amount of reliable, 24/7 electricity, which cannot be provided by intermittent renewable energy sources. The only viable methods to power these types of data centers are either coal, gas, or nuclear power. Coal is a very difficult proposition. Regarding gas, current demand is so immense that if you were to order a gas turbine today, you would likely have to wait for six years. Consequently, everyone is now returning to nuclear power. The beauty of nuclear power is that it currently enjoys bipartisan support on Capitol Hill and it may be one of the only issues remaining with such unified backing. 

How have these successes translated into opportunities for the Pittsburgh office, whether in R&D, project management, or supplier engagement?

The demand for nuclear power is increasing in a manner I have never before witnessed in my life. There is demand for both small modular reactors and for large amounts of energy, though for massive energy requirements, small modular reactors are not economical. The only economical solution is the large modular reactor. This is precisely what we have here at Westinghouse. It has been under development for the last 20 years and is called the AP1000, which stands for Advanced Passive 1000 megawatt reactor. It was very difficult to design and to gain approval from the Nuclear Regulatory Commission. It was also very difficult to build as a first-of-a-kind project. We now have two reactors in operation in Georgia that are performing very well, and four in operation in China. China is constructing four per year for the next 20 years. Our goal, following an executive order from President Trump in May asking for the construction of 10 large reactors in the United States, is to focus our attention on establishing a system to get those large reactors under construction before 2030. 

Of course, this will be accomplished by Westinghouse, whose headquarters are located here in Pittsburgh, where everything started in 1886. This is where nuclear energy, as we recognize it, was invented. The first commercial nuclear reactor in the world was located here and it was called Shippingport in 1957. Shippingport is located right outside of Pittsburgh. Not only did the first reactor go critical here, but around that same time, President Eisenhower decided with his “Atoms for Peace” speech that the world would benefit from this American invention. Consequently, 50% of the reactors operating across the world today contain Westinghouse Pittsburgh technology. Now, everything is coming back, and it is happening here. We are going to restart this industry. The original work was done in the 1950s, which was 70 years ago, spanning two generations. We are now speaking of a new generation, for the youth, for the next 70 years, of a new breed of reactors that are advanced and passive. This passive safety means they can lose all external power and not experience an accident like the one that happened at Fukushima. This is a very new breed of reactor that is much safer than previous designs, and it will be run out of Pittsburgh.

How do you view the nuclear sector’s contribution to Pittsburgh’s economic base today?

If we are successful in our endeavors, and I am confident we will be, we will help create 15,000 jobs. This figure includes both Westinghouse and our extensive supply chain. This will represent a significant creation of employment in this region, in southwestern Pennsylvania around Pittsburgh. Currently, we employ approximately 3,400 people in the region across Western Pennsylvania. However, through the program I described involving ten reactors in the United States, we may induce the creation of 15,000 jobs in the next few years. The majority of these positions will be highly qualified engineering jobs. This will be a tremendous boost for the region. Westinghouse used to be one of the largest employers in the region and one of the largest companies in the world. I feel very fortunate to be leading Westinghouse at a time when I can witness its rebirth, like a phoenix rising. We have preserved the brand and when I travel and wear my Westinghouse ‘W’ pin, people consistently recognize it. They often tell me that their aunt, uncle, or grandfather used to work for Westinghouse. There was a saying in the 1950s: “If it is Westinghouse, you can be sure.” At that time, Westinghouse provided everything you needed, such as elevators, refrigerators, ovens, every kitchen appliance. It is one of those iconic companies that helped shape the nation. I am very fortunate to be at Westinghouse every day and to be part of this reinvention. The fact that we can once again be the center of nuclear power, which is a form of energy that is desperately needed right now, is incredible. 

The rebirth and restart of nuclear power is happening now, and it is happening in Pittsburgh. Is that not amazing? 

How are you cultivating the next generation of engineers and nuclear specialists here in Pittsburgh?

Pittsburgh is truly one of the key jewels in this regard. The region possesses very large, world-renowned universities like Carnegie Mellon. There is also the University of Pittsburgh, which is a very good university, and we have many other universities. We also recruit a lot from Penn State, which is not very far. We have a talent pool across Pennsylvania that is one of the best in the world, and we want to benefit from this. Our goal is to have more and more links with universities. 

How are you deepening community ties today, and what role do local outreach and philanthropy play in this?

First of all, we belong to the Allegheny Conference, and we try to give our time to understand how to make this region more dynamic. For instance, we have a very strong partnership with the United Way, which contributes to our goal of being well-integrated into the community. We believe we have a very good image, but we need to continue to cultivate this image and reach out to the population. We want children to be interested in what we do. There is a local competition that I really like where we invite high school students for a competition here involving a chain reaction contraption. We bring in local high schoolers who form teams to build elaborate sets based on themes to get a ball from one side to the other through a whole contraption. This has been near and dear to the Westinghouse team, who support this program each year. They bring the students to our headquarters in Cranberry, and it is a very fun way to see all the STEM work that these groups are doing. These are groups that Westinghouse also sponsors and provides funding for regarding their STEM activities. I love it and I imagine it would be the best day of the school year for a high school student. It is very important for us that we attract the next generation. 

Another aspect of our work that we do a lot is connect with veterans. For example, if you have been in the Navy on a nuclear submarine, it is very logical for those veterans to come to work with us. So we have different programs to reach out to veterans and attract them.

Looking ahead, what are your top priorities for the next two to three years?

The growth is accelerating, so our top priority in addition to supporting the expansion of nuclear energy through new AP1000 projects is making sure we continue to support the current fleet of reactors well. There are about 100 reactors in the United States, and we support them day in and day out, especially during their outages. Outages mean that every eighteen months they must stop to change the fuel and to repair a few things. We have a very large team of people to support the current fleet and they are counting on us. We want to ensure we continue to bring the tools, the methods, and the people to optimize the current fleet because it is producing 20% of electricity in the United States day in and day out.

That other priority regarding new construction is to get 10 AP1000 large modular reactors under construction in the United States. We are going to standardize the design completely. I always say that in the United States we have 50 kinds of reactors and one kind of cheese, and this is the problem. In France, they have only one type of reactor. The secret sauce is that if you have the same design and you repeat it, which is what the Chinese are doing, building one after the other exactly the same, you go from a first-of-a-kind to an nth-of-a-kind. It becomes much cheaper to build, and you can be sure it is on time and on budget. Reactors work well when they operate as a fleet because they are also much easier to maintain. If you have one issue on a reactor, the others may have the same issue, so it is a fleet of reactors that is much easier to maintain, and that is how you create a sustainable business. It is very important that we pull together this fleet of reactors in the United States. We are going to do the same in Europe. As you know, we are negotiating, and we have already won projects for three reactors in Poland and two in Bulgaria. We have also signed an agreement for a few reactors in Ukraine as well. Unfortunately, because of the war, we cannot execute the contract, but as soon as the war is over, we are going to be in Ukraine building reactors and rebuilding the nuclear infrastructure. These are very exciting goals for us, being present in North America and also across Europe, to rebuild nuclear power infrastructure.

Lastly, we need to supply electricity to data centers as energy for artificial intelligence. But also, we do need artificial intelligence for energy. This means that we are going to use artificial intelligence more and more in everything we do to optimize outages, engineering, and construction. We just signed an agreement with Google a few weeks ago in order to do that. So our goal is not only to supply artificial intelligence with power but also to use artificial intelligence for optimizing our own operations.

In an interview with Invest:, Stephen Girard, vice president of East Region sales at NRG, said the Pittsburgh energy market is navigating a period of significant transition, shaped by rising prices and soaring demand from new technologies. “Energy affordability has become a major focus as clients work to navigate the higher costs they’ve faced over the past 12 months,” said Girard. 

What recent changes have had the greatest impact on NRG’s Pittsburgh operations? 

We’ve seen a few key trends this year. Energy prices have risen across eastern U.S. markets, driven not only by the energy component of customer bills, but also by demand charges needed to support grid growth. These increases stem primarily from the fact that we’re seeing a massive surge in electricity demand from three things: the electrification of transportation, large-scale industrial onshoring, and data center and AI development. 
My team and I manage sales in Pittsburgh and across Pennsylvania for commercial and industrial customers, so it’s an interesting time. Energy affordability has become a major focus as clients work to navigate the higher costs they’ve faced over the past 12 months. 

How is NRG positioning itself to seize opportunities and manage risks from trends like decarbonization, digitization, and grid modernization? 

At NRG, we focus on expanding generation and participating in key markets, including working with developers and data centers. My role involves partnering with complex customers to build tailored energy strategies and assess their growth and load needs from new facilities. We create comprehensive energy plans that help customers buy energy strategically — using hedges, timing purchases and selecting the right contract terms, which have recently trended longer because of higher prices. This approach allows customers to take advantage of opportunities in the energy supply curve while minimizing risk. 
 We also help customers reduce demand through both formal demand response programs offered by utilities or independent system operators (ISO) and informal systems that send signals to cut usage on high-demand days, such as during extreme summer heat. Our goal is to manage risk and limit surprises for procurement teams, CFOs or CEOs. Recent events — from cold snaps in Texas and the Northeast to rising AI and data center demand — show just how critical these strategies have become. 

What is NRG doing to recruit, train, and retain skilled workers in Pittsburgh? 

We’ve had a strong presence in Pittsburgh for more than 25 years, starting as Strategic Energy, then Direct Energy, and now NRG. We’ve long been a leader in retail choice for gas and electricity, with a focus on attracting top talent. As a Pittsburgh native, I’m proud of our team of energy professionals who work closely with customers on their energy needs. 
We recruit from local universities like University of Pittsburgh, Penn State and Carnegie Mellon, bringing in interns to introduce young talent to our organization. While we initially focused on engineers and finance professionals, we’re now tapping into university energy management programs to attract passionate individuals who understand the industry. This talent base supports NRG’s commercial and industrial customers. 

We also focus a lot on talent acquisition and retention, ensuring employees have opportunities to grow both professionally and personally. As some of our best team members move into new phases of their careers, we’re committed to developing the next generation of leaders at NRG, especially here in Pittsburgh. 

Today, our office is working on data center projects both locally and across the country, and developing AI tools to improve employee and customer outcomes. These efforts help us grow and engage our talent — and ensure NRG remains a leader in the market. 

Beyond education and workforce programs, how does NRG support the Pittsburgh community through philanthropy or environmental initiatives? 

With nearly 200 employees in Western Pennsylvania, our team is highly engaged and prioritizes volunteering and giving back to the community. A flagship effort is NRG’s Choose to Give program with UPMC’s Children’s Hospital Foundation. Customers on this electricity plan contribute $50 upon enrollment, plus 1% of their annual supply charges, supporting children’s health while receiving a predictable 12-month electricity rate. We’ve donated more than $2.8 million since January 2023, surpassing $2 million in March 2025. 

 We also support UPMC’s WDVE Rocks Children’s Radiothon, the Walk for Children’s Celebrity Cares Fest, and local charity golf outings benefiting organizations like Bike Pittsburgh, Beverly’s Birthdays, Hannah Topia, Lower Valley Community Food Bank, Carson Soap and the Pittsburgh Advocacy Center with Pump. Recently, we packed more than 40,000 meals for the Greater Pittsburgh Community Food Bank, with nearly 100% employee participation — a recurring effort our team truly loves. 

What are NRG’s main goals and priorities for Pittsburgh over the next two to three years? 

We aim to grow our business and help customers and partners navigate any energy challenges they may face. Face-to-face conversations — whether on Zoom or Teams, in conference rooms, or even at a Steelers game — are what drive real impact on the local economy. We prioritize being in front of customers so we can help them manage their energy spend effectively. 

Community engagement is also essential. Even as a national company, we succeed by being deeply involved in local communities like Pittsburgh, Philadelphia, Cleveland, Columbus and elsewhere. By helping customers, retaining strong talent, and giving back, we will meet our goals and continue to grow. 

In an interview with Invest:, David Price, president of engineering at Allen + Shariff Engineering, said, “our goal is to have ten offices by 2030,” as he detailed the firm’s strategic international expansion, its approach to navigating a competitive talent market, and how sustainable design is now inherently baked into standard building codes. 

Over the past year, what have been the most important changes for Allen + Shariff Engineering, both locally in Pittsburgh and across your broader operations?

Over the past year, one of the most important developments for Allen + Shariff Engineering has been the establishment of a new office in Mexico City. This office was opened approximately one year ago to begin addressing market opportunities in that region while also providing support for our various offices throughout the United States. I am pleased to report that this initiative has evolved successfully over the last twelve months. We currently have seven people stationed there, plus one individual leading the operations, bringing the total to eight team members. Their consistent growth has been incredibly positive. Another significant development over the past year involves our offices in Dubai and Abu Dhabi. For the last fifteen years, these offices have primarily focused on project management, specifically specializing in mega hospitals. Approximately two years ago, challenges with certain contracts prompted a strategic shift toward diversification beyond pure project management. This led them to begin pursuing architectural and engineering work, similar to the core operations we conduct in the United States, though excluding the architectural component. As with any new venture, gaining traction requires time and patience. However, November 2024 marked a major turning point when they secured a substantial volume of new work. This influx of projects has catalyzed significant growth and momentum for those offices, which has been fantastic to witness. Additionally, the project management segment of their business is beginning to rebound. Overall, everything is progressing in a positive direction.

How have these shifts shaped your priorities? 

These expansions have significantly influenced my role as president overseeing all United States and Mexico operations. The offices in Dubai and Abu Dhabi are managed by a separate director, so my involvement there is limited. For our domestic offices, the greatest challenge has been maintaining our existing workload within a market that has demonstrably slowed. While we strive to retain our current employees, we simultaneously face the difficulty of recruiting new talent in this highly competitive environment. This challenge is particularly acute as our offices, such as the one in Chicago, continue to grow and require additional staff. Our foremost priority, therefore, is identifying and attracting quality employees to join our organization.

What are some projects that showcase your team’s expertise in advanced healthcare environments, and what does it mean for the growth of your Pittsburgh office?

Regarding our expertise in advanced healthcare environments, the recent completion of the new laboratory for UPMC Hillman Cancer Center serves as a prime example. It is important to note that while every office at Allen + Shariff Engineering handles a broad spectrum of built-environment engineering, our Pittsburgh region has been significantly strong in the healthcare market. This team has been a solid and dedicated part of our organization for fifteen years, with UPMC being their number one client. The specialized nature of healthcare engineering, which encompasses critical aspects like life safety, demands a focused expertise.Concurrently, Pittsburgh has also completed significant work for UPMC, primarily focusing on office and tenant fit-outs. For instance, our team executed the engineering for over twenty floors of corporate tenant fit-out for UPMC in the UPMC Tower, which is the tallest building in Pittsburgh. Our association with UPMC spans nearly twenty years, underscoring a deep and sustained partnership.

What are some examples of projects where the firm has best showcased sustainability practices, and how has clients’ appetite for sustainability methods evolved?

Sustainability continues to be a critical focus for our firm. Over the last fifteen to twenty years, sustainability has transitioned from a frequent topic of discussion to an integral component of standard design practice. This evolution is largely due to building codes becoming progressively more stringent every three years, continually raising the baseline for efficiency and environmental performance. Consequently, we are observing a trend where fewer clients actively seek formal sustainability certifications for their projects. This is not due to a diminished commitment to sustainability, but because so many sustainable practices are now inherently baked into the standard design and construction process. By default, we are already operating at a high level of efficiency. That said, certain projects still pursue certifications. For example, we provided all engineering services for a new large entertainment venue across from the Andy Warhol Museum in Pittsburgh, which is pursuing LEED certification. We have successfully met the targeted energy efficiency goals for that project with relative ease by applying these principles early in the design. Furthermore, we are engaged in numerous affordable housing projects. As these are often government-driven, they come with stringent requirements for energy efficiency ratings and frequently aim to meet passive house standards. This represents a significant investment in long-term sustainability. While the data might suggest a decline in certified projects, the reality is that sustainable design is more pervasive than ever, as it has simply become a standard expectation integrated into all our work.

How are you building on the strength of the firm’s diverse and multicultural workforce to attract and retain engineering talent in Pittsburgh’s competitive labor market?

Our approach to attracting and retaining engineering talent in Pittsburgh’s competitive labor market, and in our other operational areas, is multifaceted. As a well-established company, our reputation is a strong selling point. However, beyond technical engineering skill, we place paramount importance on cultural fit and the values a prospective employee brings to our organization. We seek individuals who integrate well with our team and contribute to a collaborative environment. Our company values, which include integrity and fun, are central to our identity. We believe that enjoying one’s work is essential, so we actively foster engagement through group outings, shared lunches, and participation in community events, such as a recent cornhole tournament where our teams performed exceptionally well and received strong support from the office. We also host events with architectural firms to build camaraderie and strengthen professional relationships. By creating an enjoyable office environment with appealing amenities and views, we strive to make engineering an engaging lifestyle rather than just a job. This comprehensive approach is crucial to our recruitment and retention strategy.

How have you seen trends such as mixed-use development and C-PACE financing evolve over the last year, and what new opportunities are you preparing for?

Mixed-use development is still occurring. There are still projects popping up in Pittsburgh, and I am speaking from Pittsburgh because that is where I live. Those opportunities are still happening. In our Columbia market, they are also happening. There is more of a push towards multifamily residential, which, when those get built, commercial and retail uses often grow up around them. In the Pittsburgh market, it is still progressing well. In the Columbia, or the Baltimore-Washington DC market, those projects are out there, but they are slow to get started. We are still stuck in this economy where the market rates have not dropped. So, everybody is still hanging out there waiting to go. Just describing that, it is a pent-up energy, and at some point that dam will burst, and we will all be busy. 

Regarding multifamily and C-PACE, I do not feel C-PACE has grown the way I thought it would. It is still available. I just do not see people taking advantage of it, and I am not sure why. Maybe if I were a building owner and more involved in the finances, I would understand. To me, it seems like a fantastic way to make long-term improvements to your building that do not affect what you want to do with the property later on.

You also previously mentioned seeing the bus rapid transit system, which will connect Oakland to downtown Pittsburgh, as a significant opportunity. Has that come to fruition?

Fortunately, we have seen a ton of growth in what is called Uptown. That is the area between Oakland, where the University of Pittsburgh is, and downtown Pittsburgh. Old buildings, old housing, old everything, have been torn down to build new. We have four to six projects in that small area alone that are ongoing right now, either in design or construction. There is a lot of growth in the residential sector, and it is going to draw the two areas together better, which is beneficial to the city.

Taking a broader look at the economy, how have ongoing changes in the market and labour force impacted your organization, if at all? 

The current opportunity landscape presents a unique challenge. While recruiting recent college graduates is relatively straightforward, finding seasoned professionals with more experience is exceedingly difficult. This shortage can be traced back to the market downturn of 2008, which profoundly impacted the engineering and architectural sectors. During that period, many students switched their college majors away from these fields, and a significant number of experienced professionals were laid off and left the industry entirely. This has created a substantial gap in the talent pool, specifically affecting professionals with approximately eleven to seventeen years of experience. These individuals are exceptionally scarce and are often already content in their current roles, making them reluctant to transition to a new company. This makes the market for experienced talent extremely competitive. This reality is a key driver behind our international expansion into markets like Mexico and the UAE. For example, when our Dubai and Abu Dhabi offices secured a large volume of work in November 2024, they needed to hire thirty-five people immediately. They successfully recruited all thirty-five within two weeks, thanks to the abundant engineering talent available in the surrounding regions. Such rapid scaling is simply not feasible in the current United States market. Our goal for the Mexico office is not only to support growth in the United States but also to establish a platform for further expansion southward, potentially into countries like Colombia, as part of our broader strategic vision.

How does Allen + Shariff philosophy of community engagement translate into the firm’s engagement with the Pittsburgh community and regional development initiatives?

In general, we do a lot of that on our own as personal ambassadors. For example, although it is fun, I coach soccer. I don’t have kids on the team; it’s just an outlet to give back. Locally, we have opportunities such as garbage cleanup. We go out and do those things to try to help out. We are involved in different opportunities that benefit various organizations. For instance, I think they do more of this out of our Baltimore office, where Zack Shariff is involved. He is on the board of Johns Hopkins University on its development side. He is involved with the Howard County Leadership program, trying to generate revenues to then help future entrepreneurs, and many other such initiatives. Individual involvement is sometimes more inspiring than just a corporate policy of community engagement, because you can inspire team members to help out the community in many different ways rather than just following one program.

What are your top goals and priorities over the next two to three years, both in terms of project delivery and strengthening the company’s role in the regional market?

For the company, right now we have six offices. Our goal is to have ten offices by 2030. We have these kinds of goals for the growth of the company. We are looking to do a lot of internal improvements for standardization. These are all just efficiencies. We are looking at going into other markets and growing our reach. I am already licensed in half the country, but it would be nice to have offices in other places.

In an interview with Invest:, Chris DiLorenzo, Manager of Business Development at Turner Construction Company, said that adaptability, innovation, and community engagement are driving the company’s efforts in a rapidly evolving construction landscape. “Our goal is to deliver in a way that helps Pittsburgh become the city we all believe it can be.”

Over the last 12 months, what major developments have impacted Turner’s operations in Pittsburgh, and in what ways?

From a Pittsburgh standpoint, we’ve had a longstanding presence in the city — over 100 years. Year over year, Pittsburgh’s construction landscape has been largely driven by a few key sectors, mainly healthcare and higher education, what we often refer to as “eds and meds.” Over the last year, we’ve been navigating the effects of the current economic climate and funding conditions. It’s about determining which projects have the financial legs to move forward and which may be stalled due to broader economic or governmental factors outside of the city’s control.

A big part of our work has been trying to stay ahead of these macroeconomic shifts. That’s not always easy to forecast, but it’s necessary. We’re also seeing a noticeable increase in the focus on technology — AI and robotics — largely driven by partnerships within higher education institutions here in Pittsburgh. They’re teaming up with outside groups, and we’re actively monitoring those developments to stay competitive.

One area generating a lot of excitement is the data center space. There’s a real buzz around that sector, and while it hasn’t fully taken off in Pittsburgh yet, we believe it will soon. We’re preparing by building our expertise both locally and globally to be ready when that market expands here. Data centers have grown to 40% of our work , and once that momentum hits Western PA, we’ll be ready to lead.

Given your 100-year legacy and involvement in shaping Pittsburgh’s skyline, can you highlight some of your recent or ongoing projects in the region?

Over our century-long history, we’ve played a major role in constructing many of Pittsburgh’s most iconic buildings. A lot of us on the Turner Pittsburgh team are locally born and raised here, so there’s a real sense of pride in the legacy we’re continuing.

One of the most prominent recent projects is our work at the Pittsburgh International Airport. But perhaps the most cutting-edge is the cell and gene therapy facility we’re delivering in partnership with Tishman Speyer and the University of Pittsburgh at Hazelwood Green. That project is currently underway and is a major life sciences development for the city.

We’ve also recently formed new partnerships, including a project with Saint Vincent College, about an hour and a half outside Pittsburgh, where we’re building a new athletic facility. Another exciting development is the upcoming headquarters for K&L Gates, which will take up approximately 150,000 square feet. Our team is currently working with them during the preconstruction phase.

In addition to those larger projects, we’ve had steady success in commercial tenant improvement work. While the office market isn’t as robust as it once was, we’ve still managed to deliver high-quality spaces for clients like Federal Home Loan Bank, CBRE, and PricewaterhouseCoopers (PwC) over the past few years. We are also currently delivering new office space in the city for Deloitte and New York Life. We are optimistic that this trend towards rebuilding the commercial market will continue. 

We’ve also had longstanding relationships with major institutions like the University of Pittsburgh and UPMC, as well as Allegheny Health Network. All of these organizations have been great partners, and we’ve completed several impactful healthcare and higher education projects for them in recent years. Those relationships are extremely valuable to us.

How is Turner making the business case for smart, sustainable buildings?

From an ESG standpoint, Turner has always been ahead of the curve. We’ve taken a proactive approach to sustainability across the board. We have ESG professionals embedded throughout the company, and our regional sustainability manager, Kayla Reddington, is actively involved in every project we do here.

What’s unique is that we don’t wait for clients to request sustainable practices — we embed them into our processes. We treat it as a core part of how we operate. That philosophy really resonates with our team because they know they’re contributing to a greater environmental impact.

And just when we think we’ve mastered it, we continue to raise the bar. Our operations and ESG teams are tightly aligned, and we’re always looking for ways to innovate and push sustainability forward. That’s what keeps us sharp and at the forefront of ESG in construction.

How is Turner attracting and training talent in Pittsburgh?

That’s a huge focus for us. We have a dedicated Community and Citizenship (C&C) team, and here in Pittsburgh, we’re fortunate to have two full-time professionals — Patriece and Nia — who concentrate solely on this area. One of our core goals is raising awareness around careers in the skilled trades, particularly in communities that may not be aware of the opportunities available to have a rewarding career in construction.

We work closely with local unions and align our training programs with upcoming projects. The idea is to connect individuals with union training, then place them on real job sites where they can build long-term careers.

These efforts also align with our clients’ goals, as many of them share the same concerns about labor shortages. The results are starting to show. It’s not happening as quickly as we’d like, but progress is there, and we know we need to keep pushing because if we don’t address the labor gap now, it will only grow into a bigger issue down the line. Turner, both locally and globally, is committed to getting ahead of that.

What other challenges are top-of-mind for Turner in Pittsburgh?

One of the biggest issues right now is the uncertainty around construction costs. That’s not unique to Pittsburgh, but it’s definitely being felt here. Clients are wary about where prices are heading. 

As the largest company in the construction services industry in North America, Turner’s  reach gives us an edge in managing global issues such as tariffs and supply chain disruptions. Through our partner company, SourceBlue, we’re able to track and manage lead times across materials and equipment more effectively. That helps our clients get a clearer picture of what to expect and how to plan accordingly.

Another advantage we have is our ability to benchmark. Almost every project we take on in Pittsburgh has a parallel somewhere else in the company. That gives us real-time data on costs and best practices, which allows us to give clients realistic, informed projections from the start.

How is the Pittsburgh office giving back to the community?

Our community work is ongoing. Our C&C team drives much of it year-round, but they partner closely with our project managers and field teams to integrate community support into our job sites. For example, if we’re working in Hazelwood, we prioritize supporting local businesses, whether it’s ordering catering or sourcing supplies locally.

We’ve taken the same approach in Latrobe, at Saint Vincent College. Wherever we go, we want to be more than a builder. We want to be a community partner and leave a positive impact. 

What are Turner’s key priorities in Pittsburgh over the next two to three years?

Our goal is to deliver in a way that helps Pittsburgh become the city we all believe it can be. This region has evolved from its industrial past into a center for healthcare, education, and now innovation. While cities like Boston and San Francisco often get the spotlight as tech hubs, Pittsburgh has all the right ingredients to be in that conversation, especially with its growing focus on AI, robotics, and data centers.

But it’s not something anyone can do alone. It requires collaboration with city leaders, developers, universities, and other partners. We need to support an environment where development is encouraged, so businesses see Pittsburgh as a destination, not just a possibility.

As we do that, we’ll continue to attract companies and talent and create a ripple effect that benefits everyone. I’d love to see what Pittsburgh looks like 10 or 15 years from now because the potential here is real, and I believe we’re on the brink of something transformational.

LEVEL is an organization that recognizes the barriers to equitable homeownership across Allegheny County, including high poverty rates and limited access to financial services. LEVEL combines rehabbing vacant homes with a unique financial education program in order to bridge this gap and create broader economic waves. “At LEVEL, we believe that increasing homeownership will stabilize the market,” Jason Tigano, LEVEL’s CEO told Invest:.

What changes over the past year have had the greatest impact on LEVEL?

Over the past year, our most significant achievement has been seeing the proof-of-concept stage in McKees Rocks come to fruition. Not only are we beginning the construction phase on our homes, but we are extending our education and outreach efforts that get our buyers ready to become homeowners. In the last six months, we activated a physical space called “The HUB” for community members to visit and learn about our programs. It’s a replicable template for meeting residents where they are while providing resources and information. This year hasn’t been without challenges, however. LEVEL is embarking on a unique endeavor, unlike anything else in the country, as confirmed by our own research and independent third-party analysis. We anticipate this spring the houses will be fully rehabilitated, ready for sale or already sold, with families who have begun their journey with us moving in. Our excitement stems from LEVEL implementing a solution years in the making.

How do you increase homeownership in our low-income neighborhoods?

LEVEL believes that if you can pay your rent, you can pay your mortgage. Many hardworking families reside in low-income neighborhoods and contribute to the local economies. However, they lack a permanency-of-place that provides stability to these communities. Increased homeownership is the most effective solution. We aim to engage these residents directly and help them realize that being a homeowner is attainable. Regional studies have uncovered a need for 30,000 to 40,000 affordable housing units across the city and county, which could also include market-rate properties. LEVEL has a multifaceted approach to increasing homeownership, from creating more housing stock to turning renters into confident buyers.

How is the lack of ownership affecting the communities?

As people leave cities and counties due to a lack of affordable housing, both rented and owned, communities face increasing vulnerability. While Pittsburgh’s booming industries make it an attractive hub, we often overlook the struggling communities within its orbit. For example, Hazelwood is experiencing a displacement similar to what East Liberty faced between 2010 and 2012. In the past eight years, Hazelwood has lost more than 1,000 residents. This displacement is largely due to the Hazelwood Green development, where landlords and developers are buying real estate and anticipating market growth. The announcement of a half-billion-dollar investment in robotics and biomed facilities clearly indicates where significant money will be spent. However, this economic boom is displacing long-time residents, forcing them to move to areas like Duquesne and McKeesport. This influx of new, often struggling, residents further strains communities that are already facing challenges. Areas with high percentages of homeowners have higher quality of life indicators including education, health, civic engagement, and financial stability. It’s about time we addressed this issue with a lasting solution. 

How do you approach community engagement and ensure residents have a voice in shaping projects before, during and after the development?

Our initial step involves receiving an invitation from the community before we begin acquiring real estate. We do not arbitrarily purchase properties. In the case of McKees Rocks, this entailed meeting with the borough council and delivering a presentation at a borough meeting. Following a vote, the council welcomed LEVEL’s involvement. Subsequently, we engaged with the Community Development Corporation and its board, who similarly endorsed our efforts. Our approach aligns with asset-based development principles, intersecting these with market realities in real estate. We also partner with community ambassadors who conduct door-to-door surveys and in-person events to collect data from residents. This not only helps identify renters interested in homeownership but also uncovers other community needs, such as food access, education or workforce development, contributing to the holistic well-being of individuals and the community.

How do you turn residents into homeowners?

For those who can comfortably pay their rent, homeownership is within reach. In McKees Rocks, for example, individuals paying a high percentage of their incomes in rent could potentially afford a mortgage. A key component of our process is education — a holistic plan to prepare individuals in obtaining a mortgage and the long-term responsibilities of maintaining a home. The HUB is our most impactful effort where we see the biggest return on investment. Partnering with existing community-engagement infrastructure, like the McKees Rocks CDC, we connect with potential homeowners. We provide these residents with one-on-one support as they complete our LEVEL “Path,” which includes educational milestones and financial achievements. This journey is guided by a LEVEL Health Score, a number that considers several key factors, not just their income. What makes our affordable homeownership model so unique is the relationship we build with our participants. It allows LEVEL to respond to their needs in realtime. As we work with these individuals over six months to a year, we see them progress and become home-ready.  

What are your key goals and priorities for the next two to three years for LEVEL?

Our aim over the next two to three years is to complete around 100 houses. By the end of 2026, we project completing 10 to 15 houses, requiring additional fundraising, but we are committed to at least 10. We aspire to increase this number and scale our operations. We have identified opportunities to acquire 50 to 100 houses, contingent on securing funding and partnerships for real acquisitions. We plan to expand our construction efforts into two or three new neighborhoods, building on our successful invitations and acceptances in two previous communities. Our fundraising goal is between $50 and $100 million for construction, with an additional $3 million to $5 million allocated for operations. Of course, our education and civic engagement efforts are central to our success and are the heart of the LEVEL model.

Global engineering and consulting firm Wood recently expanded its presence in Pittsburgh with a new office in Moon Township. In an interview with Invest:, Christopher Johnson discussed the motivation behind the expansion, Wood’s multidisciplinary capabilities, and how the company is supporting the region’s economic and industrial growth. “There’s a real opportunity for Wood to grow through supporting the energy and materials industries in Pittsburgh, Pennsylvania, and the Northeast,” said Johnson.

What was the motivation behind Wood’s expansion to the Pittsburgh market?

Wood has been executing projects in the Pittsburgh area since 2020. I’ve been managing those projects — initially remotely from our Calgary, Alberta office and then here on assignment in Pittsburgh. We opened our new office in Moon Township, just by the airport, in December 2024. This was part of a strategic move to grow our business in the Pittsburgh and wider Pennsylvania area as well as the greater Northeast region of the United States.

As part of this, I relocated to Pittsburgh permanently and I’ve really grown to love the city. I recently bought a house here, and I have to say, I’m a Pittsburgh Penguins fan now. 

I think Pittsburgh is a fantastic place with a lot of opportunity in the region, with recent announcements including significant investments — from data centers and power station upgrades to new pipelines and major investments in steel manufacturing, along with the established petrochemical facilities. There’s a real opportunity for Wood to support these industries and grow in the region.

How does Wood view its role in supporting Pittsburgh’s evolving economic landscape?

We can support engineering and procurement across multiple disciplines — process, mechanical, civil, structural, electrical, instrumentation and control, and Electric Heat Tracing (EHT). We also have a network of technical experts across the globe, so we can leverage subject matter experts to support our design work as required.

Our Pittsburgh team is very experienced in being on-site for projects. As well as field verification, laser scanning, and 3D modeling for existing facilities, we also perform noise studies and vibration analyses. Our network of technical experts support various design needs, including foundation and structural steel design, equipment and piping design, power system studies, and electrical design, as well as resulting design modifications and control system and instrumentation changes. 

We provide support with equipment and material procurement through all project stages from specification, request for quotation, and technical and commercial evaluation to post PO award expediting and supplier quality surveillance (SQS) through to delivery.

How is Wood approaching recruitment and retention of talent in Pittsburgh?

We’re always looking for local resources. One of our key focus areas when opening this office was to recruit locally, and we are currently recruiting designers and engineers in Pittsburgh.

The projects I’ve managed in this region since 2020 have accumulated over 400,000 hours of engineering and procurement support — through our Pittsburgh and supporting offices — and we’ve achieved this without any incidents, accidents, or lost-time issues. That’s something I’m really proud of.

Our company has a very strong safety culture, whether we’re in the office, on-site, or at a client facility. We care for and look out for each other always — safety is key.

Opportunities for personal development and growth are also important to our culture at Wood. I’ve worked around the world with Wood, and I have been supported in my personal and professional development every step of the way. These opportunities and resources are what brought me here to Pittsburgh. We all have development plans so that we can grow with the business.

What key trends are you seeing in your sector?

The Pittsburgh area is seeing major announcements about data centers. If those investments go ahead, there will be an increased demand for power, so there’s work to do converting older power stations to natural gas facilities. It’s all connected.

We have a specialist team at Wood that focuses on data centers, and we’re working with them to work on how we can support this growth. The recent merger between U.S. Steel and Nippon Steel also presents opportunities for investment in the steel industry here.

What are some of the biggest challenges facing your industry, and how is Wood leveraging its expertise?

My team supports small to medium sized brownfield sustaining capital projects. That might mean going on-site to assess modifications needed for de-bottlenecking or production growth, then completing the design work to support those projects. We’re also experienced in field verification and developing design scopes from early project phases through to detailed engineering and final issued-for-construction deliverables. 

Some of the challenges we face are with existing facilities that may not have fully up to date documentation. That’s where our laser scanning and field verification capabilities come in. We can go onto a facility, perform site surveys, and produce accurate as-built drawings. This allows us to deliver efficient and precise designs moving forward.

How is the Pittsburgh office contributing to community initiatives or philanthropic efforts in the city?

Wood sponsors the Shell Pennsylvania Chemicals charity golf event each year, which supports local non-profits. We also contribute to and volunteer with local food banks, helping with collections and distribution to support the Pittsburgh community.

In addition, our team participates in career fairs at local colleges where we speak with soon to be graduates and look for opportunities to hire local talent. Building local relationships and investing in local talent is important to us.

Looking ahead, what are your main goals and priorities for Wood’s Pittsburgh office over the next two to three years?

Our goal is to grow Wood’s Pittsburgh office and expand our client base in the Northeast region, particularly in Pittsburgh and Pennsylvania but also in neighboring states. Business development is a big part of my role — connecting with new potential clients and building solid relationships.

Another goal we have is to recruit local, Pittsburgh-based resources as we grow. We want to continue building a strong local presence that reflects the community we serve.

Tami Greene, president of IKM Architecture, spoke with Invest: about the firm’s broad strategy that spans across multiple regions and sectors. Greene also highlighted the firm’s involvement with the Tree of Life project, which she believes “shows our power in architecture to bring people together and help them heal.”

How has the recent leadership change shaped the direction of the firm, and what changes or successes from the past year have been most impactful?

Our previous president was a great leader for many years, and is still involved as a medical planner on some of our larger projects. The transition went smoothly, and we now manage things a bit differently. When I came into leadership, I asked the different departments for details that previously hadn’t been reported. I didn’t realize how much of a numbers gal I am, but when I got involved in looking at finances, accounting, projections, and the business development side of things, I realized I like to look at the numbers and see it all written down in a nice, structured way.

I have worked as a project manager in architecture for many years and have over 27 years of healthcare expertise, so moving into the role of president means I am involved in a lot more than architecture.

Now, a little more than a year in, I’m comfortable with this position — interacting with clients and our staff on a different level. Overall, I think the transition has gone very well and am happy with where we are.

For IKM, the past year has brought successes and challenges. One of the highlights was being  asked to partner on an important project for our community. 

We have a long and meaningful history of work at IKM. Our Pittsburgh office has been open since 1911, so the legacy of IKM serving our community has been great, with historic landmark projects like the Buhl Planetarium, which is now a part of the Children’s Museum of Pittsburgh, Chatham Village, and Phipps Conservatory — we did the Rainforest and Welcome Center projects. That legacy is a great one, and we’re very proud of contributing to the Pittsburgh community.

This year, we continue that with being part of a very important project, which I would say is one of our most notable successes this year — partnering with Studio Libeskind on the Tree of Life.  It’s a project that is deeply meaningful to us. Being selected to be part of such an important project and contributing to the design and documentation of a building that honors the memory of those lost while fostering resilience is a true privilege. We believe this shows our power in architecture to bring people together and help them heal. It is always rewarding to serve others through our work, but this sense of honor and responsibility on the Tree of Life project is profound.

From your perspective, what changes in the local economy over the past year have affected your work?

We’ve seen some larger projects with our healthcare and higher education clients be placed on hold in the past year. We believe some of this is the result of tighter capital budgets and the turmoil around the federal funding of projects. We have been focused on costs on all of our projects, and the clients don’t really know where funding will come from. We have multiple clients who have shared that they are optimistic about projects moving forward in the next quarter or two. For the most part, the projects that have started within the past year are facility improvements with a focus on upgrading infrastructure, replacing medical equipment, or responding to a growing patient caseload. Right now, funding seems to be flowing toward urgent needs, and that’s what’s keeping our pipeline active. Larger, more strategic projects are getting shelved in response to uncertain economic conditions.

What new opportunities are you seeing in different sectors?

We are seeing growth in higher education as well as the workplace. We see trends in higher education towardlistening closely to what students want. Interestingly enough, we have had almost the same number of proposals for higher education in the past year as we had for healthcare. The higher education work we are doing is more in response to improvements in student recruitment. We do work for the University of Pittsburgh, Duquesne University, Carnegie Mellon University, Carlow University, and Slippery Rock University. 

There are really two things from that growth. One is flexible learning spaces to accommodate different learning methods, whether it’s for small groups or large groups. There’s also a technology demand, so making sure we keep up with those needs. 

We’re seeing more collaboration zones integrated into higher education design — spaces where students or faculty can spontaneously connect, whether it’s continuing a hallway conversation or working through an idea together. These informal gathering areas are becoming essential across campus.The other thing with higher education we’re focused on is designing environments that promote wellness. We recently completed the Forbes Beeler apartment complex for Carnegie Mellon, in partnership with Goody Clancy. We designed many of the interior spaces with input from the students. The result was a peaceful and playful space, including mood rooms with color-changing lights, called Everbright walls, for the students to take a break. 

That’s been our focus for higher education, and we’re seeing a lot of growth with our clients wanting to pay attention. It’s very important to our clients and to us.

What changes have you seen in your workforce strategy over the past year, and what are your goals for attracting, developing and retaining top talent in Pittsburgh?

We have faced some challenges around remote work and virtual meetings, with both our staff and our clients. We have some employees who prefer working from home because they want to retain flexibility and work-life balance. Our current model sees employees in the office three days a week, and certain days we require everyone to be in the office. We have some staff members asking for more in-person meetings in addition to our weekly company-wide virtual meetings. Our staff understands the value of being in the room with each other to share ideas and socialize. We also offer flex time. Any staff member who works overtime on a particular day can take time off the following day, to help maintain work-life balance. 

Looking ahead, what are your key goals and priorities for IKM in the next two to three years?

Our priorities over the next few years are making sure IKM connects across markets. We have insights from healthcare that shape higher ed and workplace, and insights from science and technology that bridge into the education and healthcare industry. Civic projects anchor our community and culture. These bridges and connections between the sectors we serve are where we want to grow. We plan to grow in size in Pittsburgh, Columbus, and Cleveland, and grow the expertise we need to serve all those sectors appropriately. We are also looking for more work, and have recently gotten work in Michigan. We have long-standing clients we’ve served for decades in Pittsburgh, and we appreciate the trust we have developed. We will continue to do excellent work for those long-standing clients while building trust with new clients. This past year, we have received repeat work with newer clients. We have proven ourselves as a dependable partner and will continue to do so in the new regions we are reaching.