Tim McClellan, President, Miles-McClellan Construction

Invest: spoke with Tim McClellan, president of Miles-McClellan Construction, about Charlotte’s steady construction climate, the firm’s focus on community-serving projects, and how employee ownership is shaping its future. “We simply want to do excellent work — one project, one client at a time — and let that speak for itself,” assured McClellan.

What trends or shifts have had the greatest impact on your operations in the Charlotte market?

Charlotte continues to perform well for us, even as the broader economic environment feels a little unusual. It’s not a bad economy by any stretch, but people are hesitant, and I think some of that comes from news cycles and political rhetoric rather than what’s actually happening on the ground. In Charlotte, what we’re seeing is a lot of “singles” — strong, steady projects — rather than the larger, more transformative opportunities that occasionally come through. Our hit ratio is slightly down, but our pipeline remains solid. This has been a roll-up-your-sleeves year, with a lot of hard work and persistent pursuit activity rather than big home runs. That’s been the case for a year or two now, and we’ve adapted by staying focused and consistent.

Where are you seeing the most consistent demand for your services, and do you expect that to shift in the coming year?

Municipal renovations continue to be one of the strongest and most reliable sources of work. Both Charlotte and Mecklenburg County have ambitious carbon-neutral goals — whether by 2030 or 2035 — and we’ve made a concerted effort to build relationships that allow us to support those commitments. These are hard-bid public projects, and while they aren’t the flashy headline-grabbing assignments, they’re exactly what we do best. We don’t build bridges or skyscrapers; we focus on the work communities need. No project is too small — although there are certainly some that are too big — so projects in the $300,000 to $1 million range fit squarely into our sweet spot. They’re the “singles” that keep our teams busy and our operations strong.

How do you view the role of companies like yours in supporting the region’s growth and shaping where the community evolves next?

Our role is to be present, reliable, and consistent. I’m not sure we influence the direction of the community as much as we support it by doing our work well. We pride ourselves on taking care of our clients and our people. When clients grow, we grow alongside them. The best contribution we can make is to be available when the community needs us and execute projects successfully. That steady presence is how we make an impact.

Outside of municipal work, are you seeing increased interest in adaptive reuse, renovations, or retail changes as the region grows?

We typically don’t pursue residential projects or the conversions of older structures into housing. Other companies specialize in that and often do well with it. We stay focused on the needs created by population growth: grocery stores, fire stations, police stations — the essential public and community-serving facilities that expand as people continue moving here. Growth brings challenges like traffic, but it also brings opportunity. When new residents arrive, they need services, and our work is rooted in delivering the infrastructure that supports that momentum.

Retail demand remains strong across the region. Are you seeing shifts in how those spaces are being used or built?

What we’re seeing most frequently is the ongoing need for upfits. As new people move into the area, new businesses emerge. When one tenant leaves, another steps in, and the cycle continues. That’s created steady demand in both retail and office, though this year has leaned more toward retail. A recent project we’re proud of is Yujin Sushi in the South End. It’s a beautiful space, a great client relationship, and a perfect example of the type of detailed, high-quality retail environment we enjoy delivering.

Talent remains one of the most persistent challenges across the construction sector. How is your recent transition to an ESOP shaping recruitment and retention?

We expect the ESOP to be a major advantage for us, particularly starting in 2026 as we look to grow our team. While the full talent impact will unfold over time, we haven’t had any turnover this year in the Charlotte market — and the yearlong discussions around our ESOP likely contributed to that. Becoming employee-owned provides meaningful long-term value for new and existing teammates alike. As we add five or six people in the coming years, that ownership model will be a significant differentiator.

Your company has a long history of investing in workforce development. How is your internal training program evolving to support changing project demands?

We maintain a robust onboarding and training infrastructure. Each year, we build a training calendar, and about every two weeks, we hold sessions for both office and field teammates, whether they’re new to the company or seasoned professionals. One of our most valuable resources is Steve Parsons, who has been with Miles-McClellan since around 1980. As he nears retirement, we’ve been intentional about capturing his expertise and transferring that knowledge to the next generation. He leads our training program and does an exceptional job ensuring our people are prepared for the work ahead.

How does being based in the Charlotte metro support your long-term strategy, and what makes this region a strong fit for your company’s growth?

Charlotte is simply a great place to be. It’s growing, and when growth is thoughtful, everyone benefits. Our team here has more than doubled over the last four years, and that growth hasn’t slowed — if anything, it’s accelerated. There’s strong talent in the region, though you do have to search for it. When you offer good pay, good benefits, meaningful training, and a healthy culture — now strengthened by the ESOP — people recognize the value of building a career here. We’re proud of what we’ve created in Charlotte and the opportunities ahead.

Are there any regulations or policies you’re watching that could influence your work in the coming years?

I try not to pay too much attention to national news because so much of it is noise. We stay focused on what’s happening locally, and things remain steady here. Rather than letting policies or headlines drive decision-making, we look closely at the region’s growth. That has been consistent and continues to be a reliable indicator of opportunity. There’s always something that could pull your attention — tariffs, taxes, political shifts — but in our view, this is a great area and will remain that way.

Looking ahead two to three years, what are your top priorities for maintaining momentum?

Our focus is on slow, steady, intentional growth. Taking care of our teammates so they can take care of our clients is central to that. People drive everything in our business, so having the right individuals in the right roles matters. We provide strong service and a high-quality product, and from there, we build deliberately. We aren’t trying to set the world on fire or see our name on a billboard. We simply want to do excellent work — one project, one client at a time — and let that speak for itself.