Ray Torrejon, District Manager, PCL Construction

July 2026 — Invest: sat down with Ray Torrejon, district manager of PCL Construction, to discuss how Tampa’s growth is reshaping civil construction and infrastructure delivery, and what that means for competition and resiliency across the region. Torrejon said owners are leaning more heavily into collaborative models as communities try to keep pace with population growth, aging systems, and climate-driven urgency. “The emphasis on collaborative delivery is a big trend that everybody’s starting to see,” Torrejon said.

What major changes have impacted PCL’s operations in the last 12 months, and in what ways?

Growth continues in Tampa, but the biggest shifts we’re seeing are in collaborative delivery. While these methods were already prevalent, it’s no longer just progressive design-build; the Construction Manager at Risk (CMAR) approach is now taking shape locally as well.

With continued population growth, there’s also a strong push to secure the funding needed to keep pace — particularly on the infrastructure side. 

Last year, we saw rapid growth and increased demand, and now we’re beginning to see more competition entering the Tampa market.

You mentioned Tampa’s collaborative delivery trend as a major advantage. How has that collaborative environment shaped your strategy in the region more broadly?

It’s all about relationships. For example, the Bayshore Pump Station project with the City of Tampa was a collaborative delivery effort. We didn’t just execute the project; we built a strong relationship and rapport with the owner based on trust.

As a result, the owner is now familiar with our capabilities and capacity, and we’ve since been awarded several additional projects in Florida, which are set to move forward over the next year.

Across construction markets nationwide, workforce availability continues to be a key challenge. How are you approaching talent attraction and workforce development, especially in competitive markets like Tampa?

PCL is very invested in our employees and their growth. We offer training and development programs that help employees grow their skills and advance their careers. 

In addition to that, staying competitive in terms of pay. That’s become a factor in attracting the right skilled workers; we have to provide competitive pay. 

Which industry trends do you see shaping the region, and how is PCL navigating them?

We see collaborative delivery as a major trend. We show clients how they can save money if they involve a contractor early on while staying on schedule. The collaborative approach creates a more positive client experience by improving coordination during construction and project sequencing.

AI continues to grow. We’re having to adapt, but we want to see it grow alongside the real people within PCL. People want to see platforms like Power BIs that help project teams run more efficiently.

There’s also the demand for resilient infrastructure. There’s so much population growth in Tampa that we need to make sure that the infrastructure we focus on benefits the growth of our cities. Sometimes the current infrastructure needs upgrades, so we’re rehabbing or expanding existing facilities. We are also seeing more national firms enter the Tampa market. We are a national firm; however, we have been here since 1987 and are familiar with the needs of the region.  

What are the biggest challenges you are dealing with in local construction and infrastructure work, and how is your team turning those into opportunities?

With the two hurricanes that we encountered last year, resilient infrastructure is key. There are so many opportunities for resilient infrastructure projects that not one contractor can deliver all these projects.

But we’re seeing it as a positive. It’s allowing us as a contractor to pick and choose which are the best projects that fit our expertise.

Can you share some examples of how PCL engages with the communities beyond the project delivery?

We support the Boys and Girls Club, where we have office-wide community engagement events. 

United Way continues to be one of our biggest partners nationally. I believe we had over 88% of our salaried employees participate in giving to United Way this past year.

We still continue to partner with our engineering firms locally. We do beach cleanups, and bring in our engineering partners, subcontractors, and even the owners, to really make a big workforce impact.

How would you describe the role of the construction and civil infrastructure sector in Tampa’s broader economic growth today?

I’d say Civil is one of the biggest markets right now. Our communities need resilient water infrastructure. The demand in these projects also means demand for skilled workers, which benefits Tampa and the communities we serve. Water infrastructure is generally recession-proof because people will always need clean water.

Looking forward, what are your key goals and priorities for PCL in the region?

Our big outlook — and one of our key priorities, not just for Tampa but for Florida overall — is to be a leader in collaborative delivery. By continuing our community engagement, staying actively involved, and maintaining a strong presence in the market. We remain committed to growing our water infrastructure portfolio and enhancing our collaborative delivery approach.

 We continue to deliver innovative, cost-effective solutions for both our owners and engineering partners, while bringing strong ideas to the table.