In an interview with Invest:, POH+W Associate Robin Zoufalik highlighted how political uncertainty, rising material costs, and delayed federal funding have impacted development in Pittsburgh. Despite these headwinds, Zoufalik expressed optimism, pointing to the city’s momentum in AI, infrastructure advantages, and strong civic engagement as key drivers of long-term success. “Pittsburgh is as well positioned as it’s ever been. Now it’s time to execute,” Zoufalik said.

What major trends or changes have impacted your firm over the past year?

The biggest impact has been political uncertainty — things like tariffs and state legislation that our governor says negatively affect Pennsylvania. Developers tell us tariffs are increasing material costs, especially for multifamily projects that use a lot of lumber. On top of that, we haven’t seen the relief on interest rates many expected in 2025. Prices haven’t dropped, and in some cases, they’ve gone up, which creates hesitation among clients.

We’ve also seen delays or cancellations of federal funding for nonprofit projects in Pittsburgh. Some of that funding has come back, but the initial disruptions caused project delays. There’s a general feeling of uncertainty. Even though job growth and development were strong in recent years despite rising interest rates, today feels more cautious.

What are some of the challenges affecting development in the region? 

The lack of a state budget has real consequences. As of September, we’re still waiting on what should have been finalized in July. Allegheny County has already implemented a spending and hiring freeze in schools, and that trickle-down effect is being felt across the region.

For our firm and others, some projects are still moving forward, but more are being delayed or put on hold. When that happens, we shift gears — we talk to more people and focus on keeping the pipeline strong.

Immigration is another concern. We’ve seen ICE activity in Pittsburgh, but a more pressing issue is student visas. Both CMU and Pitt rely heavily on international students, who typically pay full tuition. When those students can’t get visas, it directly impacts university funding.

How has Pittsburgh maintained momentum despite these challenges?

Fortunately, we’ve had some large projects in Pittsburgh — the airport being a major one — and that’s wrapping up now. We’re also seeing an explosion in AI and a growing need for Pittsburgh to maintain its leadership in that space. Data center development is part of that, and Pittsburgh’s power infrastructure gives us a competitive edge.

On the permitting side, the state is making progress, but local municipalities are still a challenge. And topography plays a role — we’re not flat like Ohio — but we do have a lot of repurposed industrial land, which helps.

The governor is working on permitting at the state level, which is helping, but local counties and municipalities are still a challenge.

What makes Pittsburgh a valuable market for your firm, and how are you building your pipeline here?

We focus a lot on developer relationships. Pittsburgh is still very much a relationship-driven town. We stay visible by attending events and being active in industry associations. I’ve developed a bit of a reputation — people say, “We see Robin everywhere,” and I think that’s important.

Our research is hands-on. We pay attention to what companies are doing and what challenges they’re facing. We’re active members of the Allegheny Conference and fully support their initiatives. We also work closely with the Downtown Partnership and Downtown Neighbors Alliance, both of which focus on revitalization.

Our company structure also helps. POH+W is headquartered in Atlanta, with an office in Pittsburgh. We operate as one company, without profit centers, which means we share resources seamlessly. Much of our administrative work is centralized in Atlanta, and we often collaborate between offices.

We rarely lose clients — only if someone retires or closes shop. We’re known for fair pricing, hitting deadlines, and overdelivering. This year, we’ve held steady on revenue, and I’ve increased my outreach to regional and national clients to supplement our local portfolio.

What trends are shaping development, lifestyle, and population growth across the region?

The Pittsburgh Cultural Trust has plans to connect downtown to the river using a currently underutilized space with the arts landing 31 million project. That’s going to create vibrant, new activity. Another major milestone is the 2026 NFL Draft, which has generated a lot of excitement and is driving improvements to welcome the influx of visitors.

Retail remains strong, especially among businesses focused on experiences — restaurants, entertainment, and other places that bring people together. There’s also healthy competition among grocery stores, which shows continued demand.

Demographically, the region overall hasn’t seen significant population growth, but Allegheny County and the city are attracting more young professionals, especially those working in robotics, AI, and tech. Surrounding counties like Butler and Washington are experiencing more growth, driven by lower cost of living, job creation, and quality of life.

What is your strategy for attracting and retaining skilled professionals?

Right now, we have a workforce that matches our needs, and our team is highly productive. When we do need to hire, we look for younger professionals who are eager to take on responsibility and grow with us. We provide clear pathways for leadership, and our team has a strong tenure. I’ve been with the firm for over 12 years. We rarely see people jumping from firm to firm because we reward performance and offer flexibility. 

Our culture is also very collaborative. Today’s technology allows us to build teams across locations. We might have a project manager in Pittsburgh, a project architect in Atlanta, and designers in both cities. It’s seamless, and because we don’t have separate profit centers, there’s no hoarding of staff. One key factor is scheduling. Before taking on new projects, we always ask whether we can meet the client’s timeline. If we can’t, we’re upfront about it. 

Our team is productive, and morale is strong. We even host small events just to celebrate team spirit.

In Pittsburgh, staffing is a bigger issue for startups and service industries. My daughter is helping open a lounge and restaurant, and finding staff has been tough. So, attracting more people to the area remains critical for the region’s success.

What is your firm doing to make Pittsburgh more attractive to newcomers, and how are you engaging civically?

In Pittsburgh, civic engagement is a big part of my role. I’m fortunate — with my kids grown, and my wife retired I have the flexibility to be fully involved.

Our firm supports my participation in multiple organizations. I’m on the programs committee for the Society for Marketing Professional Services (SMPS). We recently hosted a successful panel on affordable housing, and I’m helping organize another on mixed-use and hospitality.

I’m also involved with NAIOP, the developer-focused group, and we’re corporate partners with the Allegheny Conference. I attend their events regularly and contribute to business community discussions.

Another organization I support is the University of Pittsburgh’s Institute of Entrepreneurial Excellence. I’m also active in Rotary — I’ve served as president a couple of times over my 25 years with the club — where we focus on supporting nonprofits.

We’re also bringing in ULI Pittsburgh’s Product Council, which includes members from neighboring states. We’ll tour local developments and share best practices from other cities.

All of this builds awareness and reinforces our commitment to the community. We’re doing similar engagement in Atlanta as well, so it’s a firm-wide value.

What makes you optimistic about the future of the region?

Pittsburgh is as well positioned as it’s ever been. Now it’s time to execute.

One frustration is that projects can take too long to materialize. For example, the rapid bus line between downtown and Oakland was discussed for a decade — it’s only now becoming reality.

Still, there’s a lot of great leadership and innovation happening. Small groups are brainstorming new ideas and connecting investors with growing companies. One initiative I’m involved in connects international investors with local startups. Take Duolingo — it’s a global success story that started here. Gecko Robotics is another strong example. We also have strengths in autonomous vehicles and AI.

Energy is another bright spot. Westinghouse is doing groundbreaking work in nuclear energy, and natural gas is still a major asset through Marcellus and Utica Shale. Pittsburgh’s innovation mindset is alive and well.

Finally, I think Gov. Josh Shapiro is doing a great job of staying focused on business and working across the aisle. That kind of balanced leadership is critical as we compete with other states like Ohio, which uses state money aggressively to attract jobs.

I’m very optimistic. Technology will continue to be our growth engine, whether it’s energy, robotics, aviation or AI , and I believe Pittsburgh is ready to lead.

Jeff Young, principal and executive director at Perkins Eastman, spoke with Invest: about maintaining a wide range of different projects to keep up with Pittsburgh’s growth. “We have a robust and sustainable diversity of project types and practice areas. This allows us to move across the bumps in the road economically and within the financial markets.”

What changes over the past year have most impacted Perkins Eastman, and in what ways?

A year prior to the presidential election there was a healthy amount of unevenness in the economy, which drove more stopping and starting of projects. Maintaining momentum with construction and design projects. was harder to maintain, and this is all relative to companies moving with more purpose and a level of detail that ensures correct results. The motivations have changed. Prior to COVID, we couldn’t move fast enough. Post-COVID, that calculus has flipped to moving more methodically and with less urgency. Uncertainty in the economy has had a huge effect. 

What new types of projects have entered your portfolio recently, and are there any standout adaptive reuse efforts in Pittsburgh that you’re particularly proud of?

Perkins Eastman’s portfolio is purposefully composed of a robust and sustainable diversity of project types and practice areas. This allows us to move across the bumps in the road economically and within the financial markets. Over the last three years, we’ve greatly benefited from that approach in Pittsburgh with projects in multifamily, workplace projects, senior living, and college and universities. The work in colleges and universities has evolved to be less about academic spaces and more about student support spaces, and specialty spaces such as galleries and conference centers. Our most notable project currently is the Robotics Innovation Center (RIC) at Carnegie Mellon University, with construction completing this summer. The RIC is part of a development called Hazelwood Green, which was the site of the historic J&L steel mill along the Monongahela River. The building will provide CMU a tremendous amount of space for their robotics program, which is the largest in the world, and will, include a 1.5-acre “running room” for robots, a drone cage, and a three-story, flexible high bay to provide the space to test robots in a number of settings. The building is the first new building for the Hazelwood Green development, which is being strategically planned to catalyze continued growth in the adjacent neighborhood and city. 

What trends do you consider most influential in your current work?

The cost of construction, relative to the rental rates, has become a major challenge in this market. It’s expensive to build here and our clients are having difficulty running their pro forma around their operations. Our goal is always to deliver quality, timeless architecture that will make a positive and lasting impact on people and the city, but this can sometimes cost more money and take a little more time. This puts additional pressure on the development community, who want the same thing, but operate within a very tight margin. We are also aware of this uncertainty in our work with colleges and universities. We have a project that was ready to start construction but has now been postponed because the school is moving into a wait-and-see mode. Institutions are affected by uncertainty in policy from the federal level, which is impacting funding, and therefore, their bottom line.

How does the Pittsburgh office contribute to the firm’s national and global portfolio, and what distinguishes the design approach or client relationships in this region?

We value what it means to be operating in a market like Pittsburgh. Pittsburgh has a rich history of making and manufacturing for the United States and across the world and that maker culture is still going strong. We lean into the narrative of our history and use it as our design inspiration. Incorporating the city’s rich history into our design narrative gives it an authenticity that helps distinguish our work from that of our peers in other regions. All of our projects—in Pittsburgh and throughout the enterprise—are principal-led. For myself this means I’m an active participant with my team, leading by example to achieve the outcomes our clients expect. I act as an advocate for the client and continually challenge my team to execute. 

What are the top goals and priorities for Perkins Eastman as you look to the future?

We will continue to lean into our diversity of practice and projects. It’s crucial to listen and to not bring preconceived ideas to a project. We approach each project from a brand-new perspective. We believe the best outcomes come from collaboration with our clients. We use our depth of experience to ask pointed and informed questions and tease out what’s important to the client, project, and site.

In an interview with Invest:, Paul Ceriani, regional practice director of RETTEW, discussed the firm’s focus on infrastructure investment, talent development, and community engagement. “Engineering consulting is, at its core, a people business,” Ceriani said. “Calculations and numbers matter, but the right team makes the real difference.”

What changes over the past year have most impacted RETTEW, and in what ways?
One of the biggest challenges we’ve seen is tied to the diversity of markets we serve. RETTEW operates across public and private sectors, including transportation, government, water/wastewater, commercial development and energy pipeline work. Each of those areas has faced unique pressures, but one common thread has been funding, or lack thereof. Funding sources vary, from federal and local government allocations to private development investment, and uncertainty around those sources has impacted project momentum. In the past year, many clients hesitated to move forward with projects due to economic and political uncertainty. The rate of return and risk assessments played a larger role in determining whether a project would proceed. Now, as the economic and political climate begins to stabilize, we’re seeing renewed interest. Some projects unfortunately stalled permanently due to funding changes, but in other markets, activity is picking up. That initial uncertainty was the biggest challenge, but we’re starting to see clarity emerge.

Where are infrastructure funds having the biggest impact in Pittsburgh, and what gaps remain?

By far, the most significant impact has been on aging infrastructure, from underground utilities and pipelines to highway and transportation systems. Pittsburgh’s infrastructure has suffered from decades of under-maintenance and limited growth in key areas. While the recent infrastructure funding has helped address some of those deficiencies, there’s still a long way to go. Communities are beginning to understand the scope of the problem. Progress is being made, but the need remains substantial.
One of the most significant challenges has been the rise in interest rates and inflation. At a macro level, those two elements directly impact private development, institutional projects and nonprofit funding sources. Inflation raises project costs, and high interest rates make lending more difficult and expensive. We’re working closely with partners to explore creative, cost-effective solutions to keep projects viable. As those economic indicators improve, whether through rate adjustments or reduced inflation, we expect more developments to move forward.

How is RETTEW approaching workforce development to attract new talent and support existing employees?
Workforce strategies are so competitive right now. There is a severe talent shortage in the engineering industry. It really comes down to our investment in people, especially young professionals. From a recruiting standpoint, we’re focused on building strong relationships with colleges and universities and engaging with students early. Engineering students are in incredibly high demand, and that’s due to a few key factors. First, there’s been a shift in interest: fewer young people are pursuing traditional engineering degrees. More significantly, demographic changes mean there are simply fewer young people entering the workforce overall. We’ve made a deliberate effort to attend career fairs, build partnerships with institutions and provide training opportunities that bring young talent into the fold. That focus on youth engagement is essential to sustaining our future workforce.

What truly makes this region ideal is our people. RETTEW has made a concerted effort over the past few years to invest in strong, talented individuals. That investment is paying off, not only through technical expertise, but also through community engagement. Engineering consulting is, at its core, a people business. Calculations and numbers matter, but the right team makes the real difference. That focus on talent has positioned us well for the exciting times ahead.

What major industry or market trends do you see shaping client needs in the future?
The most obvious trend, and one that’s getting a lot of attention, is the rise of data centers to support the growth of AI. Infrastructure needs tied to those facilities are significant, and they’ll continue to grow. But what makes this region unique, and where we see real opportunity, is in energy. Pittsburgh and the surrounding areas have access to massive energy resources. That availability is a key factor in attracting data centers and other large-scale developments. We’re monitoring how infrastructure demands evolve and identifying where we can support utility upgrades to accommodate new growth. We’re also seeing a renewed interest in manufacturing. As a region with a strong industrial legacy, Pittsburgh is well positioned to support a manufacturing resurgence, especially with the infrastructure and energy supply already in place. We’re excited about the new opportunities that could follow.

How is RETTEW engaging with the Pittsburgh community beyond project work?
We’re active in a number of ways, including partnerships, volunteerism and educational outreach. RETTEW has always prioritized community involvement. That’s been true throughout our 50-plus year history. We even have a private foundation that supports causes our employees are invested in. As part of that, our team regularly volunteers with local charitable organizations. We’re proud supporters of March of Dimes, which has personal meaning for some of our staff.

We’re also engaged with the higher education community, not only for recruiting, but to help prepare students for long-term success. And we’re extending that engagement to the high school level through mentorship programs and internships. The goal is to create career pathways for students while staying rooted in the communities where we live and work.

What are your priorities for RETTEW in Pittsburgh over the next two to three years?

We believe we’re well positioned for the opportunities ahead. RETTEW has the technical expertise and the long-standing relationships across private, public and government sectors to support a wide variety of projects. We’re proud of becoming a trusted consultant for both public and private development across the region. That trust has given us access to some really unique projects that we believe will provide long-term value to local communities. Additionally, we’re starting to see momentum in energy and infrastructure work with projects we’ve been strategically preparing for. These initiatives have the potential to reshape the region’s landscape and position it for future growth. Our focus is on continuing to serve as a connector between private, public and government entities. By aligning their goals and needs, we help bring important projects to life. As the region’s economy and infrastructure evolve, we’re confident RETTEW will play a central role in that transformation.

When it comes to Pittsburgh’s office space, there has been a move away from the CBD in recent years into more niche and suburban sub-markets, according to John Bilyak, Market Leader and Principal of Colliers. “We’ve seen our clients capitalize on the flight to quality, which has benefited fringe markets like the Strip District, Lawrenceville, North Side and the North Suburban market,” Bilyak told Invest:.

What are the major highlights for your business during the last year?

2024 was an exceptional year for Colliers in Pittsburgh, marked by record-breaking revenue and significant recruitment successes. We were delighted to welcome Jeff Deitrick, a senior broker with extensive experience in corporate brokerage and development, and Ian Dupre, who will focus on capital markets, to our team. Our office continues to expand strategically, and our specialty practice groups are becoming increasingly active, a trend reflected in our 2024 revenue. This revenue was generated from a variety of sources including leasing, sales and consulting. Our leasing and sales activities are primarily driven by five key groups: industrial, retail, capital markets (with emphasis on multifamily) office agency (landlord representation), and office occupier services (tenant representation), the latter of which is led by Pat Sentner.

How do you attribute that success?

Our client-centric approach focuses on delivering value. Pittsburgh has experienced significant shifts in the last three years, with a notable transition of tenant demand away from the central business district (CBD) towards fringe markets. While there’s been much discussion about the CBD’s decline, you can’t believe all you read. We’ve collaborated with downtown office owners to promote the advantages of their assets and, when needed, counter the negative narrative. We’ve also capitalized on the flight to quality, which has benefited all markets including the Strip District, Lawrenceville, and North Side and in some cases the CBD. The industrial sector has largely maintained a bullish outlook; minor oversupply in late 2024 was quickly rectified through substantial lease-up efforts, and has since returned to a state of market normalcy, characterized by limited supply and steady demand across all submarkets..

How are you advising your clients to reposition or repurpose office assets to remain competitive and attract tenants?

The market presents a complex scenario with clear winners and losers, and our role is to provide clients with realistic guidance so they can make informed decisions.. For instance, a Class B office building not burdened by debt can be successfully repositioned. However, a Class B office building with excessive debt or functional obsolescence (due to location, structure or design) may be better suited for a non-office conversion, given the shifts in the office market and momentum in the multifamily sector. Each situation is different, and our approach centers on open and honest communication with clients, even when the insights we share may not be what they wish to hear.

What trends are you observing in the Pittsburgh multifamily market?

While my knowledge of multifamily properties is limited, I consulted with our highly experienced team. They indicate that the Pittsburgh multifamily market, similar to others of its size, is significantly underbuilt . Even if the current development pipeline for 2025 were to continue with the same velocity over the next decade, the additional units added wouldn’t meet the demand for new multifamily projects in Pittsburgh. This undersupply stems from our region’s lack of proactivity over a prolonged span of time. The limited development in the market may stem from Pittsburgh’s lower priority status among national developers in past years, or from challenges posed by an outdated permitting system that has slowed progress. Despite these challenges, substantial demand exists, and not only are local developers becoming more proactive in addressing it, we are seeing an influx of interest from national developers looking to invest in Pittsburgh for the first time.

How do you see technologies like AI influencing the future of your business?

Our cutting-edge platform offers technology relevant to real estate, including AI and proprietary software, empowering clients to make real-time decisions. The key is to ensure technology enhances, rather than hinders, the practical aspects of real estate deals. It will be interesting to observe which technologies prove relevant and which become irrelevant in the coming years, especially with the integration of AI into real estate advisory. While AI certainly has its place, its potential might be overblown, leading to an “AI overkill” scenario. We believe AI will boost efficiency and intelligence in certain areas, but it’s not a complete solution. It won’t replace diligent, hands-on work; it will simply make us more efficient.

What makes Pittsburgh a good place to do business and live?

Having worked in Pittsburgh’s industrial sector for over 30 years, and currently leading the Colliers Pittsburgh office, I’ve had the unique opportunity to witness the city’s remarkable transformation. From its industrial, smoke-filled past, Pittsburgh has evolved into a beautiful, scenic city with mountains, valleys and rivers. While the challenging geography creates a scarcity of large development sites, the unique topography contributes to an exceptional quality of life. Pittsburgh is a small city with big-city attributes. Pittsburgh boasts a vibrant cultural district, world-class medical system, and some of the countries top colleges and universities all of which combine to drive our economy. Both the University of Pittsburgh and CMU are nationally recognized for their research, development, and education, creating a strong gravitational pull that makes Western Pennsylvania an attractive place to both live and do business.

What are your top goals, and what are the priorities for Colliers’ Pittsburgh office for the next two to three years?

Achieving record-high revenue and making major strides with recruitment has been incredibly rewarding, a testament to our collective efforts which has been recognized by those in our industry. The ongoing challenge is to replicate this success, year-in and year out. Our objective is to sustain revenue growth across all sectors: multifamily, industrial, retail and office, encompassing both agency and tenant representation. This will be accomplished by expanding our current client relationships and increasing our revenue-generating personnel. We are continuously striving to identify talented individuals who align with our culture, as we believe our distinct approach sets us apart. Our strong internal collaboration is intentional and provides substantial value to our clients. By strategically deploying the most suitable individuals for each client task, we have garnered positive feedback and more importantly, client loyalty. We will continue this approach, focusing on intelligent growth in both revenue and personnel.

In an interview with Invest:, Justin Zelekovitz, branch manager of Hillis-Carnes Engineering Associates in Pittsburgh, discussed how economic uncertainty and strategic relocation have shaped the company’s growth and opportunities. “Growth is important, but real success is giving people the tools to build a better future for themselves and their families,” said Zelekovitz.

What key changes over the past year have most impacted your operations, and in what ways?

For us, it always starts with the economy. Economic factors consistently influence the civil engineering and construction sector. Dating back to last year, one of the biggest themes was uncertainty, especially with the presidential transition. This created hesitation in the market, with many construction budgets being paused due to concerns over future funding, rate cuts or hikes, and the potential for inflation of materials.

This uncertainty directly impacted our office’s operations and our immediate outlook. We typically plan on a one-, three-, and five-year cycle, but significant events like political changes or abrupt economic shifts can force us to adjust mid-plan. At the end of last year, those changes slowed down the city’s economy and, in turn, our entire industry.

How is your team finding ways to grow?

When we opened our Pittsburgh office in Bridgeville in 2021, it was a great location by I-79, but small. Post-COVID, we weren’t sure how the market would respond, but we saw immediate success, achieving ROI in just two years. By year three, we’d outgrown the space.

Our new location in Fox Chapel is within the RIDC business park off of Route-28, which is leased by RIDC, who is also one of our clients. Being here keeps us close to a major highway, but with better access to the city and the northern markets, which we weren’t as focused on before. We’ve maintained our West Virginia presence, expanded into Ohio, and are now targeting Erie and the northeast corridor between here and our State College office. 

What recent successes from your Pittsburgh office would you like to highlight?

Moving to our new location has already paid dividends. We currently hold the contract for construction materials testing and special inspections for Carnegie Mellon University’s new Richard King Mellon Hall of Sciences. It’s a state-of-the-art facility and our largest project to date. We’ve just completed the first year of a three-year build.

Before that, we worked on ECHO Realty’s Market District Giant Eagle in Shadyside, also known as the Meridian, which included retail space with apartments above. That project ran from 2023 into early 2025 and was our previous landmark before CMU.

With growing demand for engineering and environmental services in Pittsburgh, how are you investing in talent development and retention?

We focus heavily on local universities — University of Pittsburgh’s Swanson School of Engineering, Penn State, Slippery Rock University (which launched its civil engineering program in 2019), and IUP. These schools are untapped resources for young talent. We bring students into our internship program, train them, certify them, and give them real project work experience so they leave with hard and soft skills they can apply immediately.

This year, we had six interns — our largest group yet — and about half of them typically stay with us after graduation. We keep them connected to our culture, even inviting them to our annual Christmas party. That sense of belonging and being valued is key to retention.

What sets Pittsburgh’s economy apart as a market for engineering and construction services?

Pittsburgh is a “big, small city.” It has the feel of a major metro, but everyone knows each other, often through school, work, or community connections. Even if we’re not working in the same building, we’re often on the same projects and supporting or recommending each other.

It’s also forward-looking. The city embraced the autonomous vehicle and tech sectors, becoming one of the top hubs in the country when companies like Uber, Waymo, and Argo were located here. Leaders like former mayor Bill Peduto and new mayor Corey O’Connor are deeply committed to Pittsburgh’s growth, and that energy carries through the community. The city constantly evolves while maintaining its unique culture and strong sense of family.

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

From a corporate perspective, the goal is to grow into a $100 million company. At the Pittsburgh level, while we are focused on expanding our environmental, geotechnical, and materials testing services, my main priority is to expand headcount, creating more jobs, opportunities, and a platform for people to enter the engineering field. Growth is important, but real success is giving people the tools to build a better future for themselves and their families.

In an interview with Invest:, Philip Wilkinson, principal of AE7 Pittsburgh, said “promoting Pittsburgh as a live-work-play environment is our biggest focus,” as he discussed the challenges in downtown revitalization, noted key industry demands, and outlined how the organization is adapting to economic shifts while prioritizing innovative design and public spaces.

What changes over the last year have most impacted AE7’s Pittsburgh office, and in what ways?

The most significant impact on our office and the work we’re doing centers around advancing Pittsburgh as a vibrant live-work-play environment. This vision requires navigating complex factors such as interest rates, construction costs, and tariffs — all while maintaining positive momentum.

A major step forward has been the launch of 21 West, a transformative project investing in the North Shore. This development strengthens the city’s walkable urban fabric and creates a dynamic space for community life. Located next to PNC Park, it features 291 top-of-the-market multifamily residential units, setting a new standard for urban living in Pittsburgh.

One of the greatest challenges we face is attracting residential investment into the urban core, particularly Downtown and the North Side. As we shift from an office-centric model to a more balanced, community-focused environment, we continue to encounter headwinds — especially on the governmental front. A pro-development vision could help align public and private funding, making projects more viable and transforming Downtown into a destination where people can connect, celebrate, and experience the best of Pittsburgh.

Converting older office buildings into residential spaces remains a complex issue. While there has been investment to support this transition, the aging building stock poses significant challenges. The key lies in identifying which properties are best suited for reinvestment, redevelopment, or even demolition, to make way for financially feasible and future-ready projects.

In the post-COVID landscape — compounded by tariffs and fluctuating interest rates—our focus remains clear: to position Pittsburgh as a true live-work-play city, with Downtown residential development serving as a cornerstone for long-term growth.

Considering Pittsburgh’s push to revamp downtown spaces, how do projects like the Wood Street corridor reflect those revitalization efforts?

The Wood Street projects stand out as a powerful example of how private development can successfully partner with public services — including first responder stations — to revitalize a previously blighted block. These efforts not only restored historic buildings but also enhanced the surrounding public realm, breathing new life into the area.

Pittsburgh boasts a rich inventory of historic architecture, but unlocking its full potential requires creative and forward-thinking approaches to adaptive reuse. While the process is often complex, projects like Wood Street demonstrate what’s possible when vision, collaboration, and investment come together. They showcase the very best of Pittsburgh’s ability to honor its past while building for the future

In which industries are you seeing the most demand for your services?

Demand is emerging across industries, though many are still determining how to move forward amid today’s complex political and economic climate. One trend to watch is the increasing reliance on state and local funding for essential services that were traditionally supported at the federal level — a shift that could have lasting implications.

At the same time, there’s a renewed emphasis on public spaces—parks, plazas, and riverfronts — that foster community, enhance quality of life, and support health, wellness, and tourism. Visitors often express surprise at how much they enjoy Pittsburgh, thanks to its compact, walkable layout that seamlessly connects key districts like Downtown, the North Shore, the Cultural District, and the Strip District.

A standout example of this momentum is the upcoming Esplanade development, which is designed as a pedestrian first district also feature a ferris wheel as a day-one attraction. This project is designed to draw suburban visitors into the city, encouraging dining, riverfront activities, and transforming a former industrial site into a welcoming, park-like gateway to Pittsburgh. Initiatives like this — alongside major events such as next year’s NFL Draft—are helping to position Pittsburgh as a destination city for both local and national audiences.

What ongoing or emerging changes are you seeing in the architecture and design space, and how is AE7 Pittsburgh navigating them?

The industry is undergoing a shift toward innovation in building design, with a growing emphasis on quality over quantity — a response to rising construction costs and evolving user expectations. Whether it’s office, multifamily, retail, or residential space, the experience must be engaging and meaningful to attract and retain users.

This principle is especially evident in workplace design, where thoughtfully crafted, collaborative environments are encouraging employees to return to the office. These spaces not only support productivity but also help revitalize local businesses and foster stronger community connections.

Pittsburgh is making notable progress in this area. Projects like the Market Square renovation and high-profile events such as the NFL Draft are helping to showcase the city’s potential. Looking ahead, a multipronged strategy — leveraging strengths in healthcare, higher education, sports, entertainment, and tourism — will be essential to sustaining long-term growth and positioning Pittsburgh as a dynamic, future-ready city.

How have ongoing macroeconomic changes impacted your business, if at all?

Macroeconomic fluctuations — including tariffs and interest rates — have a direct and often unpredictable impact on project feasibility. For projects that require six to nine months for design and permitting, shifting financial conditions by the time construction begins can introduce significant cost uncertainty.

Larger developments must take a long-term view, anticipating a different economic and political landscape two to five years down the line. In contrast, smaller projects are more vulnerable to mid-cycle changes; even modest shifts in interest rates or tariffs can render them financially unviable.

Greater stability in these factors — even if costs remain elevated — would allow for more reliable planning and execution. Ultimately, the ability to anticipate, adapt, and respond to these challenges is critical for both our clients and our firm as we shape the future of development in Pittsburgh and beyond.

One of Pittsburgh’s most pressing challenges is how we continue to redefine the city in a post-industrial era. We’ve evolved through phases of information technology and biotech, and now face critical questions around the future of office space. What do we do with underutilized buildings? How can they be reimagined to contribute meaningfully to the public realm?

These questions are central as we reimagine Downtown, particularly the Golden Triangle. The goal is to reinvest in ways that transform it into a vibrant, post-pandemic urban space — one that is no longer solely dependent on office use. The outcome will determine whether Downtown remains a thriving center of activity or if energy and investment shift to other parts of the city.

Successfully navigating this transition will require vision, creativity, and collaboration, ensuring that Pittsburgh continues to grow as a dynamic, inclusive, and resilient urban environment.

Given the challenges posed by cost of construction and supply chain disruption since 2023, have you seen any improvement on those fronts?

The supply chain challenges we previously faced have largely resolved, and we’ve developed effective strategies to manage them. Our focus has shifted to sourcing products that are either unaffected by global disruptions or produced locally within the United States, which has significantly reduced risk. While some sectors—such as those involving transformers and large-scale utility infrastructure — still face hurdles, these can be anticipated and planned for.

Today, the primary concerns are rising construction costs and interest rates. While many projects begin with a strong vision, the key to success lies in finding creative and flexible solutions to bring that vision to life. This might involve alternative construction methods, material substitutions, or even removing certain elements from the design. The goal is to solve challenges creatively without compromising the core intent of the project. In architecture and engineering, this is the reality we navigate daily to make projects viable.

Interest rate reductions would certainly be welcome, but labor costs continue to rise, and most other expenses trend upward. It remains a delicate balancing act to maintain project feasibility. Our developer clients must be especially resourceful with their capital stack, often contributing more upfront to ensure financial viability. Their creativity and adaptability are essential in making these projects successful.

What are AE7 Pittsburgh’s top priorities and goals over the next two to three years, both locally and within your broader design strategy?

In Pittsburgh, our focus remains on enhancing the public realm and creating spaces where people can live, thrive, connect, celebrate, dine, and play. The riverfront is one of our greatest assets, and we continue to prioritize meaningful connections between new developments and this natural amenity — transforming them into memorable destinations. This commitment has long been a cornerstone of our work, and we pursue it through both large-scale initiatives and smaller, community-driven efforts.

Internationally, we’re engaged in master planning projects that aim to evolve into fully realized communities — places where people don’t just live, but truly flourish. Whether in Pittsburgh or abroad, our work is rooted in a singular purpose: creating spaces for people. Regardless of building type or location, our goal is to foster environments that support human connection, well-being, and vitality.

In an interview with Invest:, Guy Amatangelo, president of construction company Mariani & Richards Inc, discussed the company’s growth and challenges in the restoration industry, noting how the past 18 months have culminated in “an explosion of activity.” Amatangelo also highlighted the surge in demand for skilled tradespeople. “It is an ongoing effort to engage younger generations in the trades and increase interest levels.

Over the past year, what major changes have you seen at Mariani & Richards, and how do they reflect broader shifts in the restoration industry?

If we confine the discussion to the past year, I would say the major change we have seen is a tremendous boom. There has been a lot of consistency in our sector over the years, with certain periods seeing repetition in project types and clients. However, what distinguishes the past 12 to 18 months is the sheer volume of work. We are experiencing a level of activity I have not witnessed in 20 years. There is a significant amount happening, with many old facilities being restored for new uses. There is also a reinvigoration of efforts to construct new buildings in locations that had remained stagnant for a long time. 

Post-COVID, there was a brief lull where everyone was waiting for conditions to normalize. Over the past few years, we began to see recovery, but the past 18 months have culminated in an explosion of activity. We are currently operating at maximum capacity in several areas. In the past six to seven weeks alone, we have hired approximately 20 people, and if 15 more qualified candidates were available, we would hire them as well. The industry faces a challenge in maintaining a properly staffed workforce, particularly with skilled tradespeople. Some local trade unions are struggling to attract enough new workers to meet demand and replace those retiring. It is an ongoing effort to engage younger generations in the trades and increase interest levels. The work is certainly available, and with many exciting projects on the horizon, we remain highly optimistic about the coming years.

How are you attracting talent in your industry and what initiatives are in place to attract talent for your company?

There are a combination of efforts in place. The majority of our employees come from local trade unions, which conduct independent recruiting. While this has yielded some success, the most effective method has been referrals from current employees. When a worker recommends a friend, relative, or acquaintance, the success rate is nearly perfect. These individuals typically fit well within the company and become long-term employees. In contrast, traditional recruiting through the unions has a success rate closer to three out of 10. Some candidates explore the trades but quickly realize it is not the right path for them. However, when someone is referred by a trusted source, they often feel a sense of accountability. They want to make a good impression and uphold the reputation of the person who recommended them. These individuals frequently become some of our best employees.

We consistently encourage our team to spread the word and generate interest in the trades. There is a strong effort to educate younger generations about the viability of a career in construction. Many of our employees have highly rewarding careers, both financially and personally. In the past, there was an overwhelming focus on higher education as the only viable career path. However, we believe that for those with a passion for construction, this industry offers a fulfilling alternative. It provides a platform for individuals to pursue what truly matters to them.

Mariani & Richards was recently involved in repointing the historic First United Presbyterian Church in Braddock. What impact did that project have on the local community?

That project involved the renovation of a former church building, spearheaded by community leaders in Braddock who sought to revitalize the area. Braddock has faced challenges, with many abandoned properties and the community experiencing economic hardship. However, this initiative aimed to repurpose old structures into useful spaces. Our team cleaned and repointed the building, transforming it into something new and functional. The project was successful, and our workers enjoyed contributing to it. The community was very pleased with the outcome. Just a few years prior, the lot was overgrown with trees, bushes, and tall grass, obscuring the building. Now, it stands as a point of pride for the neighborhood. 

There are many similar communities around Pittsburgh waiting for investment and development. With the right leadership, funding, and vision, these spaces can be revitalized into valuable assets. Projects like this demonstrate the potential for historic preservation to breathe new life into underserved areas.

We have had a very long-term, multidecade relationship with the Diocese of Pittsburgh, so we have been involved in the restorations of many churches. Some of them are particularly noteworthy. Additionally, we work extensively with local universities, including the University of Pittsburgh, Carnegie Mellon University, and Duquesne University. We do a tremendous amount of work for all those institutions.Those kinds of places hold great significance for large segments of the community, and when we have the opportunity to work on them, we put a great deal of pride into it. The same applies to libraries. Buildings that carry a lot of history and meaning for the area and the region over the years are the ones that excite us the most.

What makes Pittsburgh a great place to live and do business in?

I am very proud of the city because I believe its people are genuine, honest, and generous. Many people in this town, if you need help, will be there for you. They will offer assistance and be the first to step forward. It is a place with a small-town feel — everyone here seems like someone you know. We all share a lot of common experiences and history. 

As far as a place to visit and get excited about, we have great colleges and universities, as well as leaders in the healthcare and technology sectors. Pittsburgh has really distinguished itself in those areas. The University of Pittsburgh has people doing incredible work in the medical field. Carnegie Mellon is a leader in robotics and artificial intelligence. It is a place where young talent in technology and medicine is arriving in large numbers.

Additionally, many neighborhoods are being reinvigorated with young people from all walks of life moving in and establishing new traditions. Yet, this blends well with the old traditions that we continue to uphold. It is a place where outsiders who visit usually feel very welcome and are greeted with open arms. Those of us who have been here for a long time are very proud of it and protective of it. You could argue that if you have someone from Pittsburgh in your corner, you are going to do OK. We look out for each other, protect each other, and we are a tough group of people.

What are the key strategic goals for Mariani & Richards over the next 12 months?

We are involved in multiple ongoing projects that we will continue to complete over the next six to 12 months, as some are multiyear projects that have been in progress. We remain committed to those while also seeking new opportunities. Several projects have been on hold since COVID, with developers waiting for the right conditions. That time has now come. The next 12 months will see a continued boom in restoration work, and we hope to be at the forefront of that, involved in many of these projects. Our team is constantly maintaining existing relationships and building new ones so that we remain leaders in this field. We take great pride in being the most knowledgeable group in what we do, and we strive to share that expertise with all our clients. We expect a tremendous amount of work over the next year.

In an interview with Invest:, Tom Frank, Executive Director of NAIOP Pittsburgh, pointed to State and Local policy as the catalyst for Economic Growth saying “If we continue to see incentive and investment related policy develop from the Governor’s office and State Level, apply smart policy at the County Level and remove red tape at the local level, sky is the limit for Pittsburgh.”

What have been some of the most significant commercial real estate developments in Pittsburgh recently?

The most significant project would be the First National Bank Financial Center — the first multitenant office building in our central business district in 40 years. They reinvested into the community, securing funding from various sources. It was a strategic partnership between F.N.B. Corporation, the Buccini Pollin Group, the Pittsburgh Penguins, and Clay Cove Capital. It kicked off development on the former Civic Arena site.

First National Bank occupies most of the building, but the first floor is a great retail space that highlights their cutting-edge banking tech. The tower, designed by Gensler, is gorgeous and a fantastic addition to our skyline.

RIDC has another major project in New Kensington Park. It came together through support from the WCIDC, The Governor, and multiple elected officials. What’s significant isn’t just the facility — it’s the creation of skilled manufacturing jobs and training. Pittsburgh is known for manufacturing, but we have a shortage of skilled workers — some estimates put the gap at around 1,000 jobs.

RIDC is also working on Neighborhood 91 near the airport, which focuses on advanced manufacturing. It’s a different level from what people usually think of as manufacturing.

The airport authority has also done a lot — new solar farms, new energy systems, and a revamped terminal. Even the parking garage is high-tech. They own about 800 acres and are developing business parks that support everything from offices to heavy manufacturing.

Lastly, the Elmhurst Group developed the new Allegheny County Health Department Laboratory. It’s designed to grow and will eventually serve the greater region with advanced lab services.

What makes Pittsburgh an ideal location for real estate investment?

We have a governor focused on statewide competitiveness. He’s pushing for more pad-ready sites and infrastructure investment, including energy. With PA Sites, RACP, and the SPEED Program, it positions us to compete against neighboring states.

Thanks to our natural gas, Pittsburgh is uniquely positioned to lead in data centers — if we align state strategy and marketing effectively. We’re also one of the most livable cities in the U.S. From a multifamily perspective, we still have a housing shortage. Demand remains strong, especially in the Strip District, where over 1,000 units are expected in the next few years.

On the manufacturing side, in conjunction with our tech ecosystem — companies like Duolingo, Argo AI, Gecko Robotics — want to produce locally, which drives real estate needs, especially in advanced manufacturing.

What trends are you seeing in multifamily development and adaptive reuse projects?

In multifamily, demand depends on location. In city limits, like with The Parks by SomeraRoad, the focus is on live-work-play. Tenants want access to amenities — gyms, nightlife, walkability.

Outside the city, projects are simpler, less amenitized, but still in demand. 

Attracting different demographics — millennials, Gen Z, and eventually Gen Alpha — means developers need to be strategic in design, location and amenities.

Multi-family conversions can be tricky and expensive. I used to work at an architecture firm and saw the challenges first-hand. Tall buildings limit rooftop HVAC space, and deep floor plates create interior rooms without light. Newer or smaller buildings are easier to convert.

Brett Walsh at Hewitt Properties has done great work on conversions here. We’ve even explored federal legislation to help close capital gaps due to high conversion costs.

In the office market, we’re seeing a “flight to quality.” People want newer buildings — high ceilings, natural light, and amenities. Older Class B & C buildings are being left behind, and that’s a national issue, not just here.

Where do you see the biggest real estate growth opportunities for the next two to three years?

Data centers are the hot topic and potentially the biggest opportunity, thanks to our energy assets. If we attract them, they’ll help spur business parks that can support advanced manufacturing, jobs, and housing demand. Pittsburgh’s facing population decline, unlike other Midwest metros. But if we build data centers near energy sources and support them with smart policy, we can drive growth faster. Everything else like manufacturing, multifamily, and workforce will follow. 

Focusing on downtown, housing is crucial. More city residents means attracting large, national brands to some of our vacant retail spaces. Their metrics for site selections rely on population numbers that we currently fall short of. If we see housing projects continue to increase, we will be able to build a stronger tax base to tackle other critical city issues.

How has NAIOP Pittsburgh evolved this past year?

Brandon Mendoza laid a strong foundation — growing membership, advancing advocacy, and shaping great events. I was on the Board of Directors during his tenure and have immense respect for what he built.

Since becoming Executive Director, we’ve expanded our advocacy. We now have committees for both state and local issues. We’re working with the Allegheny Conference, PA Chamber and C&G Strategies on introducing energy legislation for rural industrial projects. We have also partnered with BAMP to reverse a DEP coal definition that negatively impacts our industry.  We have also recently played a key role in defeating Mayor Ed Gainey’s mandatory Inclusionary Zoning legislation, which we believed would depress development and construction. 

We finalized our PAC and hosted our first several events, one of which was in support of Corey O’Conner, the predicted next Mayor of Pittsburgh. Our PAC will continue to support candidates who promote economic development. 

We have around 500 members, which makes us the largest commercial real estate group in the region. Our awards banquet draws close to 1,000 people, and we’re bringing back our summer camp next year. We also partner with local universities like Pitt and CMU to build a pipeline of talent. There’s no degree in commercial real estate, so we help students discover it as a career path.

What’s your outlook for the Pittsburgh commercial real estate market?

If you remove national uncertainties — like tariffs or inflation — I’d say we have a strong outlook. Our governor is investing in making the state competitive. Locally, we have engaged leaders who want to make Pittsburgh the best it can be.

The NFL Draft coming to Pittsburgh will be huge from an economic standpoint. 

Overall, if political outcomes go in the right direction and we stay focused on smart growth, I’m optimistic.

Ken Schultz, president of Shannon Construction, sat down with Invest: to discuss the current state of the construction industry, technological advancements that Shannon Construction has integrated to improve operations and client satisfaction, and how the company has expanded its operations in recent years. “Continuing to diversify will allow us to more easily withstand changes in the economy and remain viable,” said Schultz.

What changes over the past year have impacted Shannon Construction and in what ways? 

We have expanded our marketplace to include construction management agency services, along with our commercial, retail, education, and healthcare groups. We are working on projects for a cyber school in Pennsylvania and have made an effort to dive deeper into higher education. We’ve also begun several healthcare projects. Additionally, we’re expanding in the DMV (District of Columbia, Maryland, and Virginia) with concrete repairs on both federal and private projects.

Recently, we have seen a consolidation of smaller universities in the region. Larger universities are also beginning to look at their branch campuses and reevaluate their viability. Across the board, smaller universities are shutting down while larger universities are growing. We have seen a 9% increase in the size of larger state schools and a 21% decrease in enrollment at smaller institutions. Over the next decade, I anticipate a shift in the number of universities, which can be both positive and negative. I think we may begin to see more people looking into the trades, which is an industry that needs more people.

How do you view the current state of the construction industry?

In the office sector, we have seen a reduction in work post-COVID. A lot of companies are asking their employees to return to the office. In an effort to encourage them, our clients are requesting upgraded spaces with more amenities, such as conference centers, fitness centers, wellness rooms, and outdoor spaces. However, getting people back into the office has come with some pushback from employees. Job hopping has become more challenging in the current market conditions, so employers now have a bit more leverage.

On the retail side, there is still a lot of activity. When e-commerce first began taking off, many thought retail would disappear — but we’ve found that’s not the case. In fact, finding tenants for retail facilities has actually been quite easy.

Would you share insights into the Chitwood Hall project’s significance and its impact on your team’s future endeavors?

Chitwood Hall is a 100-year-old building at West Virginia University. As expected with such an old building, we performed quite a few renovations. We worked closely with WVU’s staff to resolve any issues that came up, ensuring the project was completed in a timely manner. Working on campus while students are present creates a unique set of circumstances—including the movement of materials, managing site access, and putting up enough barriers to keep students from entering the work zone. We enjoy working on historic structures because they connect us to the past.

How have new technologies and integration improved your operations?

We use a number of tools, such as Procore, to manage projects and ensure smooth information flow. We take pictures daily at each job and upload them so clients can see real-time progress. We also use a product called OpenSpace, which provides a view similar to Google Street View and creates a timelapse of how the project is completed. Additionally, we are incorporating information modeling so the client can visualize how the project is progressing, as well as what it will look like when finished.

What motivates your involvement in community programs, and what outcomes have you observed?

We are a union shop and currently have union carpenters, laborers, and drywall finishers. We enjoy bringing new people into the trades. When you go to a traditional university, you pay for four years of schooling. As an apprentice, you get paid and trained at the same time. The majority of our long-term employees started as apprentices. We continue to use this model because starting with individuals early allows us to show them the best way to execute the work. Many people have started with Shannon Construction as apprentices and retired with us years later.

How is Shannon Construction developing talent in the construction industry?

We look for staff who are eager to learn and want to grow their skill sets. We’ve brought on individuals who had little construction experience. Several of our female project managers did not start out in construction. We’re working to make the field more inclusive, though that remains challenging due to the physical demands of the job.

What are your key goals and priorities for Shannon Construction for the upcoming years?

One of our key goals is to continue diversifying our work and the markets we serve. Twenty years ago, 85% of our work was commercial—today, that number is 35%. This diversification allows us to better weather economic changes and stay viable. We also want to continue integrating technology into both the office and the field—whether to improve project information flow or enhance safety. Fostering new talent remains a major priority for us as well.

Fairchance Construction is navigating a complex and diverse construction landscape, marked by an increase in intricate projects with multiple stakeholders and demanding clients. To address these challenges, the company has implemented a formal internal process, including our “Always Forward” mentality. As Executive Vice President Michael Burns explained to Invest:, “Adapting and overcoming challenges is our MO.” 

What major changes over the past year have most impacted Fairchance and how has Fairchance adapted in response?

At Fairchance Construction, adapting and overcoming challenges is our MO. This is essential given the diverse types of construction and project models today, including how projects are funded, managed, and represented. Our internal “Always Forward” mentality is crucial for our team to collectively navigate difficult client or project situations, enabling us to identify steps to move past obstacles and achieve our goals. The industry is evolving, with more complex projects involving multiple entities. Effectively managing these entities is critical for project success. While quick handshakes still lead to projects (and remain a significant part of our work), newer projects, particularly in Pittsburgh, present challenges due to the increased number of stakeholders and the complexities of managing them. Despite these difficulties, our staff and resources allow us to consistently achieve excellent results.

Could you share some of the standout projects or recent successes from the past year?

Every project undertaken by Fairchance Construction holds significant value and importance. The diversity of our portfolio stands as one of our greatest strengths, reflecting the wide range of expertise and capabilities within our team.

One of our current major initiatives is a large commercial and residential multi-use development in downtown Pittsburgh, known as City’s Edge. This project is located adjacent to the PPG Arena and exemplifies our commitment to impactful urban development. Alongside this, we remain deeply involved with the Commonwealth Charter Academy (CCA) in Monongahela, PA, and the Doddridge County Courthouse in West Virginia. Most recently, we completed a substantial 200,000-square-foot manufacturing facility for Hranec Corp in Uniontown, PA, further demonstrating our ability to deliver on complex, large-scale projects.

The range of projects we manage—from small medical offices to expansive, multi-story complexes—highlights the breadth of our experience. Giving back to the community is a core value for Fairchance Construction. We often take on smaller projects for former friends, board members, or community members, such as replacing a door or repairing a damaged building, even as we continue our work on larger developments. No project is ever considered too small; what may seem like a modest 5,000-square-foot addition holds great importance for those directly involved, just as our largest projects do. We embrace every opportunity to help, whether by supporting the community through smaller undertakings or by executing significant, large-scale developments.

How is Fairchance Construction approaching workforce development, both in attracting new talent and supporting growth among the existing employees?

Fairchance Construction is deeply committed to workforce development, with a strategic approach that addresses both the attraction of new talent and the continued growth of existing employees. Internal promotions are a priority, fostering a culture in which advancement is recognized and supported from within. The company has also successfully recruited talented young professionals—men and women alike—directly from trade schools, ensuring a steady influx of skilled individuals.

Recently, Fairchance completed a nearby project designed as a direct pipeline for trade school students to join the company. This initiative is viewed not simply as a job placement effort, but as an integral part of a broader workforce development program that emphasizes extensive training. The company’s philosophy centers on empowering and developing employees, a principle championed by leadership during performance reviews and throughout the employee experience.

Fairchance recognizes that every employee has unique aspirations. Some team members thrive in hands-on roles, such as swinging a hammer or setting steel, while others are motivated to pursue executive career advancement. The company values both career paths equally and is dedicated to guiding individuals toward achieving their personal and professional goals.

Success in workforce development is reflected in Fairchance’s ability to attract the right people. The company’s location in Fairchance has proven advantageous, as it continues to draw interest from prospective candidates—evidenced by the increasing number of resumes received without the need for active recruitment efforts.

What broader trends or innovations are most shaping your operations today?

Fairchance Construction manages a wide spectrum of projects, accommodating clients with varying priorities—from those who require full LEED certification and a strong emphasis on sustainability, to those whose primary goal is rapid building occupancy. This diversity enables us to remain at the forefront of industry trends and evolving client expectations.

Our experience has taught us the importance of focusing on immediate client requirements, as these are increasingly driving changes within the construction industry. The traditional long waiting periods are a thing of the past. Today’s clients expect a “just-in-time” approach, paralleling the “Amazon effect” observed in online shopping, where quick turnarounds have become the norm. In practice, this means clients often request immediate cost and timeline estimates for large-scale projects, such as a 200,000-square-foot facility.

To address these demands, Fairchance Construction is actively researching and integrating artificial intelligence solutions for tasks such as modeling and takeoffs. This commitment to technological advancement ensures that we can deliver the speed and efficiency our clients require. At the same time, we are careful not to lose sight of our clients’ current needs by advancing too quickly; we strive to balance innovation with practical, actionable solutions tailored to our clients’ present realities.

What are the main challenges you are seeing in today’s market?

In markets with established builders, like Pittsburgh, penetrating the market can be challenging due to the presence of larger competitors. However, we recently secured a significant project in Washington, Pennsylvania, surpassing these larger firms. This success is largely attributed to our strong ties within the real estate industry, developed over a considerable period. Our approach involves strategic investigation to understand potential clients. We delve deep into their operations, utilizing what we call our “secret sauce” – a proprietary method for identifying, engaging and strategizing based on a client’s logistical needs, market reach, product and growth rate. This leads to further conversations and opportunities. While heavy competition, budget constraints and personnel availability are significant challenges, we’ve been fortunate to manage numerous multi-million dollar projects successfully over the years. Our aim is sustained growth, avoiding overexpansion.

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

Fairchance Construction’s foremost priority over the coming two years is to ensure the well-being of our employees and their families. We recognize that our people are at the heart of our continued success, and we are committed to supporting them both professionally and personally. Our business remains robust, with a steady influx of new projects. We are experiencing notable growth in both project size and geographic reach, expanding our operations across multiple states. Significant work is scheduled in Ohio and Pennsylvania, with additional opportunities emerging in South Carolina, West Virginia, and Kentucky.

This ongoing expansion, combined with our diverse portfolio and proven capabilities, enables us to provide stability and support for our team. We firmly believe that empowering our employees and investing in their development is essential—not only for achieving project milestones but also for building lasting success for our company and our clients.

Achieving success depends on continual growth—it goes beyond simply launching projects or handing over finished work to clients. Our motto, “Fe2 … Iron Sharpens Iron,” is more than a slogan; it reflects the principles that guide our actions as we uphold a legacy of success that has lasted 110 years, with many more decades and generations ahead.