Spotlight On: Michael Russell, CEO, H.J. Russell & Company
September 2025 — In an interview with Focus:, Michael Russell, CEO of H.J. Russell & Company, showcased how development trends and regional market differences are affecting growth in the construction industry, and highlighted the need for workforce revitalization. “We have an aging workforce, and over the next decade, a lot of those folks will retire,” Russell said.
What recent change has most impacted your company?
As a construction service provider, the acceleration of growth opportunities in the data center and mission-critical space has been significant. Those remain our main focus, and our biggest line of business. We are cautious in this political climate, and are closely watching the impact of tariffs on supply and demand. It hasn’t had any major material impact as we are finishing the second quarter of the year, but the cautionary flags are there as we go into the second half of the year. That said, markets in Dallas and the Atlanta area have maintained some activities that allowed us to keep moving forward — those are some of the most resilient markets across the country.
How are you adapting to changes in urban development trends?
Urban development is something we’re familiar with. There is now more emphasis on environmental issues and safe work environments, such as water runoff management, water retention system, and tree canopy preservation, as well as safe practices and logistics congestion. A higher level of sensitivity to these factors plays an important role when we are working with our projects, especially for mixed-use developments in town.
What amenities are in high demand for mixed-use developments?
We are seeing more developments with flexible work and social spaces. High quality development of these spaces requires good flow. They allow people to move with ease from working, relaxing, to socializing, surrounded by conveniences. It creates new communities with a flexible state where people can work and play within the same environment.
How do regional market differences shape your strategy and operations?
Each market has its own nuances — all the markets have different things that are driving opportunities. For instance, in Texas, we have developed a pretty good presence in the healthcare industry. In Atlanta, that’s not as predominant. One consistent category is our data center work, not only in Dallas or Atlanta but also up and down the East Coast. We have developed a degree of expertise with the different dynamics and areas across our markets.
What are the strategies in place to navigate economic challenges?
In general, be cautious and be aware. Don’t jump in with both feet in all areas. Have some level of caution as we invest and engage in different markets. One example of staying on top of the risk parameters is making sure that the risks around cost escalation from tariffs don’t fall back on us, and we manage that accordingly. Smart management makes sure it is communicated and documented appropriately with the clients.
How are public–private partnerships evolving with regard to the company’s growth?
They are certainly playing a bigger role, especially for some of our clients in the housing market. Combining a level of public financing with some private financing is how these projects happen. For infrastructure project execution, our clients continue to look for a more privatized approach. Some larger projects are seeing third-party providers infusing equity into the deal, taking more responsibility in terms of construction, operation, and maintenance. So, public-private ownership can happen in a lot of different areas in a lot of different ways. We have to be open to what that might look like and be willing to adjust if it fits our risk parameters.
How do you see innovation affecting the diverse services you offer?
I was in a meeting recently where the focus was on innovation. We made sure to incorporate effective AI solutions around all aspects of the business, from procurement to data analytics — from understanding risk parameters, establishing different checkpoints, to managing the risk. AI and data analytics are playing an important role for all organizations throughout the entire project delivery. Innovation around sustainability is also a huge topic, from using different products, water and electricity delivery, to operating more efficiently with technology. Data centers, in particular, are big consumers of water and electricity, so we find innovative ways for them to operate more efficiently.
What strategy are you implementing to address long-term workforce sustainability?
That is still a challenge, but we are holding our own with attracting and retaining talent. The key is setting clear expectations about the job and how growth looks like in the organization. The best talent wants to always grow and learn, so we make sure our top performers feel like they’re being invested in as the organization grows.
How is the broader Southeast market evolving in the industry?
The Southeast is still robust. It is the premier area for growth in the country, given the variety of businesses and the more favorable business climate, and the more favorable climate, in general. It is well-positioned to be a leader in terms of economic development in the country.
How does the company advance economic development in the region?
We’re very intentional in providing opportunities for all, as well as a big believer in affordable housing and multifamily development. I appreciate what that means from a cultural perspective. It impacts the communities in multiple ways when we can maintain a level of affordability. This market aligns with our company not only because it is our team’s expertise, but it also provides and enhances the value of the community.
What are your top strategic priorities over the next couple of years?
There’s a long runway ahead with mission-critical work. We continue to build our team, to take on more responsibility and leadership around these projects. In terms of general infrastructure, we have deep experience with aviation and transit, so we are doubling down on growth in those markets. There are strategic opportunities in municipalities’ infrastructure, and we can provide the support as they expand. We also have a strong niche around affordable housing, and we are working hard to strengthen the team’s growth in that area.
Reinforcement for workforce development in the industry is still a very significant issue. We have an aging workforce, and over the next decade, a lot of those folks will retire. The question is, how are we being proactive in growing new talent? That should be on everybody’s radar.
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