Bird Construction secured five major contracts totaling approximately $470 million, spanning infrastructure, industrial maintenance, and building projects across Canada.
The company is strengthening its expertise in Integrated Project Delivery (IPD) and sustainability, with projects like its first IPD contract in Atlantic Canada and a zero-carbon facility powered by solar energy.
Bird continues to expand its relationships with Indigenous partners, government agencies, and major industrial clients, reinforcing its presence in nuclear, transportation, and maintenance sectors while securing long-term agreements.
The Whole Story:
Bird Construction announced it has been awarded a total of five projects with a combined value of approximately $470 million. These projects include Bird’s first project to be delivered through an Integrated Project Delivery (IPD) model in Atlantic Canada, two new buildings that support Ontario Power Generation’s (OPG) nuclear program, civil infrastructure work with the Government of B.C., two significant multi-year agreements in the industrial maintenance sector, and a recreation centre redevelopment project in B.C.
Bird, as part of a joint venture, was awarded its first IPD contract model in Atlantic Canada. Through a shared-risk framework, transparent communication, and an integrated approach to decision-making, the IPD team will collaborate to deliver a 100,000 sq. ft. combined office and maintenance depot. Designed to achieve Zero Carbon, the approximately $70 million facility will be partially powered by a 260KW solar array, with plans for expansion to 600KW.
Bird, through an Indigenous-led joint venture, Makhos Bird Joint Venture (MBJV), was awarded contracts for the design and construction of two buildings for OPG that support ongoing nuclear operations and refurbishment activities. These projects, totaling approximately $120 million in aggregate, underscore the strength of Bird and MBJV’s relationship with OPG and Bird’s Indigenous partners to address the province’s growing electrification needs.
Bird’s recently acquired subsidiary, Jacob Bros Construction, has been awarded the Highway 1 Bus-On-Shoulder Lanes project by the Government of B.C. This $55 million project will widen nearly four kilometres of Highway 1 between the McKenzie and Colwood interchanges, adding continuous bus-on-shoulder lanes to enhance rapid transit services and reduce congestion. The project also includes a new pedestrian and cyclist bridge, ecological restoration works, and upgraded bus stops.
Bird’s industrial maintenance, repair, and operations (MRO) team has secured two significant contract awards totalling approximately $100 million, reinforcing its position as a leader in the industrial maintenance sector. The first award is a five-year MSA renewal with a long-term client, expanding Bird’s multi-discipline self-perform general contracting services to additional assets within the client’s portfolio. The second award is a multi-year, multi-discipline agreement with a blue-chip client in Eastern Canada. These awards align with Bird’s strategic plan for MRO, focusing on organic growth with existing clients and expanding into new strategic regions and markets across the country.
Bird has completed the validation stage on an IPD project to deliver the redevelopment of a major recreational centre in Kelowna, B.C. The completed facility will substantially increase athletic and aquatic space, offer three times as many programs, and include a dedicated childcare space. The redevelopment is part of a larger Building a Stronger Kelowna initiative, and Bird’s portion of the project is expected to approximate $125 million.
Parkinson Recreation Centre. – City of Kelowna
“Bird continues to win work across our industrial, buildings and infrastructure businesses in key strategic market sectors that remain economically resilient, building on the Company’s strong client relationships and forging new ones,” stated Teri McKibbon, President & CEO of Bird. “These awards highlight the scope of Bird’s capabilities, adding to the Company’s combined backlog of nuclear, healthcare, horizontal infrastructure and industrial maintenance work, while expanding Bird’s expertise in collaborative contracts.”
Karen Power, Vice President of Human Resources at Peterson, shares insights into the evolving landscape of talent acquisition and retention in the real estate and development sector. In this Q&A, she discusses the hiring challenges brought on by economic shifts, changing employee expectations, and generational differences in workplace values.
Power also highlights the strategies Peterson has implemented to attract and retain top talent, from fostering a strong company culture to offering flexible benefits, mentorship programs, and professional development opportunities.
SiteNews: What are some of the biggest hiring challenges Peterson and others in the real estate/development sector have faced in recent years?
Power: like many of our peers in real estate, has faced a range of hiring challenges in recent years. The post-COVID job market presented initial difficulties with a shortage of candidates as economic uncertainty made many hesitant to switch roles. Although candidate availability has since improved, competition remains fierce, especially for experienced senior-level positions. Rising construction costs, inflation, and high interest rates have led to project delays, frustrating younger workers and complicating workforce planning. Furthermore, balancing remote work expectations with the industry’s on-site requirements has added another layer of complexity. Finally, rising union pay rates, especially in hotel operations, have significantly increased our operational costs.
What are you hearing from employees and candidates about what they want from a job?
Both current employees and candidates are looking for roles that offer autonomy and the opportunity to share their ideas while working on diverse and interesting projects. They also value a balanced total rewards package that includes benefits like RRSP, HSA, and other perks. Additionally, opportunities for growth are highly important, whether through mentorship, skill-building programs, or collaboration with colleagues. Understanding these wants, Peterson also recognizes the importance of supporting employees’ long-term financial security, which is why we prioritize retirement planning assistance services and matching RSP contributions.
Have you seen a difference in how various generations value a workplace and an employer?
Different generations value workplace and employer attributes in distinct ways. Young professionals often prioritize flexibility, hybrid or remote work options, and rapid career growth. They seek projects that offer autonomy and opportunities for quick recognition. On the other hand, seasoned professionals tend to focus more on company culture, team dynamics, and the organization’s focus areas. Given current market uncertainties, they are more cautious about changing jobs and gravitate toward stable, reputable companies with a long-standing presence, which helps our recruitment efforts.
What sort of adaptations has Peterson made to attract and retain workers?
Peterson has made several adaptations to attract and retain workers by focusing on creating an overall positive employee experience. We bring in talented employees that align with our overall values, we treat them with respect, and we give them the tools and space to grow and learn. We put a lot of effort into creating a strong culture and engagement through this process. To meet diverse individual and family needs, Peterson offers flexible benefits packages, including health spending and lifestyle accounts. Additional perks include tuition reimbursement, a scholarship program for employee’s children, and retirement programs that recognize tenure. At Peterson, we also celebrate significant milestones with meaningful gifts and events, and we take time to volunteer in the community together, fostering a strong culture of appreciation and engagement.
What strategies have you found to be most effective?
Most importantly, we ask for feedback and we listen to our people. We ensure our leaders have an open-door policy that encourages employees to provide feedback, share ideas, and challenge norms. This fosters a culture of openness and innovation. We also run a mentorship program, with 28 mentees in the latest cohort, offering six-month sessions that provide both guidance and skill development. To further enhance growth, we implement cross-training projects that help younger employees expand their skill sets. Peterson Academy also plays a key role by allowing employees to apply their creativity to tackle current problems and explore emerging trends.
How do you make your company stand out from the others in the space and even from other industries?
Peterson sets itself apart by fostering a culture of innovation and enjoyment. Programs like Peterson Academy empower employees to find creative solutions to business challenges, while efforts are made to create an office environment where people truly enjoy coming to work. We also ensure that Peterson’s care for individuals extends to their families with a scholarship program to award children of employees for academic achievement, community involvement and leadership in school/work, and we offer maternity/parental Top Up benefits to support parents. We also welcome partners and children at select events and even dogs are allowed in the office, emphasizing a strong sense of community and balance.
How do you manage/track employee satisfaction?
Employee satisfaction is managed and tracked at Peterson through a mix of formal and informal methods. Stay interviews provide a casual way to understand individual experiences, while the Engagement Committee conducts pulse checks to gauge overall morale. Additionally, we use formal engagement surveys to collect detailed feedback, ensuring a well-rounded approach to monitoring and improving employee satisfaction.
What are some of the main reasons your longest-serving employees have stuck around?
Peterson manages and tracks employee satisfaction by fostering growth, collaboration, and engagement. Employees are given opportunities to take on diverse projects, allowing them to expand their responsibilities and advance their careers. We are always growing and evolving the spectrum of what we do; there is always challenging work and room to grow and employees are faced with stimulating work. Ultimately, Peterson spends time with its employees. Peterson prioritizes a people-first culture, where respect, fairness, and genuine care are foundational. The company promotes collaboration, supports employees in overcoming challenges, and provides various ways for team members to connect and build strong relationships.
Happy Women in Construction Week! We wanted to celebrate some of the incredible women who make our industry great. They are breaking barriers, leading innovative projects, and shaping the future of the sector. From pioneering entrepreneurs to influential engineers, architects, and safety advocates, these women are redefining what leadership looks like in a traditionally male-dominated field. Their contributions extend beyond job sites and boardrooms. Thanks for all you do! Here are some female construction leaders to watch:
Montana Wilson
Wilson is an entrepreneur and engineer who founded GRIT Engineering Inc. in Stratford, Ontario, in 2021. With over 17 years of experience in civil, environmental, and geotechnical engineering, she has built a successful consulting firm that prioritizes community, family, and client service. Under her leadership, GRIT Engineering has grown rapidly and received notable awards, including the Ontario Home Builders’ Association’s Service Professional of the Year Award in 2023.
Tania Bortolotto
Bortolotto is an award-winning Canadian architect and interior designer with over two decades of experience. She is the founder and president of Bortolotto Design Architect, established in 1999, a firm recognized for its innovative and functional designs across various sectors. Before founding her practice, Tania honed her skills at esteemed firms such as Diamond and Schmitt Architects, Teeple Architects, and Kohn Shnier Architects. Her firm was also recently named one of the “Top 15 architects in Toronto.” She was also recently the recipient of Ryerson’s Alumni Achievement Award, a distinction given to graduates who have made a significant contribution to their profession, community and country.
Donna Grant
Grant is the President of BC 1 Call, appointed to the role on October 29, 2024. With a strong background in the construction industry, Grant previously served as the President of the Vancouver Regional Construction Association (VRCA). Her career includes experience as a marketing and proposal manager for Scott Construction Group, covering B.C., Alberta, and Ontario. Known for her collaborative leadership style and commitment to safety, Grant brings strategic thinking and the ability to implement operational, marketing, and training initiatives to her role at BC 1 Call. As President, she leads the organization’s efforts in damage prevention and safety related to British Columbia’s underground infrastructure.
Hilda Letemplier
Letemplier is an accomplished Inuk entrepreneur from Happy Valley-Goose Bay, Newfoundland and Labrador. She is the President and Chief Financial Officer of Pressure Pipe Steel Fabrication Ltd. (PPSF), a 100% Inuit/Indigenous-owned company that provides steel fabrication and welding services for major resource development projects. In recognition of her contributions, Hilda received the Indigenous Business Lifetime Achievement Award from the Canadian Council for Aboriginal Business in 2024.
Agnes Wietrzynski
Wietrzynski is the President and CEO of QM Environmental, one of Canada’s leading environmental and industrial services companies, a role she assumed on May 9, 2022. With over 13 years of experience in the environmental industry, Wietrzynski brings a strong background in business operations, major infrastructure projects, emergency response, industrial services, and business development. Prior to joining QM Environmental, she served as District Manager at GFL Environmental Inc. Under her leadership, QM Environmental has experienced significant growth and transformation, with Wietrzynski championing a strong culture of diversity, collaboration, and innovation.
Rory Richards
Richards, a Coast Salish woman of Shíshálh descent, is the founder and CEO of NUQO Modular, an Indigenous-owned, female-led modular construction company based in Vancouver, B.C. With over two decades of experience in founding and leading successful Canadian businesses, Rory combines her community-first, values-led approach with innovative modular construction methods to address critical challenges such as affordable and Indigenous housing.
Marilyne Vallières
Vallières is the President of Signalisation de Ville and Signalisation STP, two successful construction companies specializing in road signage. A CPA by training, Vallières co-founded Signalisation de Ville with her partner Jimmy Girard nearly a decade ago. She has since grown the company to employ 250 people as of January 2024. Known for her hands-on leadership style, Vallières has fostered a company culture that prioritizes employee safety and well-being while maintaining high productivity. Her commitment to transparency and personal engagement with staff has been key to the company’s success. In January 2024, Vallières oversaw the relocation of the company to a new $15 million headquarters in Terrebonne, a move expected to create 45 new jobs by 2027.
Tannis Liviniuk
Liviniuk is a trailblazer in the construction industry with over 24 years of experience, currently serving as the Digital Advancement Executive at Zachry Group. She began her career on job sites, spending over a decade gaining hands-on expertise in project planning, construction execution, and technology implementation. Tannis later founded and led Trillium Advisory Group, a successful consulting firm focused on digitizing construction workflows, which she eventually sold. A passionate advocate for industry innovation and advancing opportunities for women in construction, she frequently speaks at global conferences and lectures at institutions.
Juliane Kniebel-Huebner
Kniebel-Huebner is on the front line of fighting climate change as the Chief Operating Officer of Carbon Upcycling Technologies, a leading decarbonization and carbon capture & utilization technology provider. She joined the company in September 2024, bringing over 20 years of leadership experience in the energy and infrastructure sectors. Prior to her role at Carbon Upcycling, Kniebel-Huebner served as Director of Western Canada Development at Capstone Infrastructure Corporation and Chief Operating Officer at Genalta Power Inc. Her experience also includes working as a Strategic Advisor and Managing Director at Ventotec, a subsidiary of enercity AG, where she led a major restructuring project.
Constanza Maas, Tessa Ferzli, Samara Sampson
This trio co-founded Women on Site, a non-profit organization dedicated to reducing loneliness and retaining women in the skilled trades. Constanza Maass is an Environmental Technician with experience in environmental site assessments and remediation. Tessa Ferzli, a Red Seal brick and stone mason specializing in heritage masonry, became Canada’s youngest female Red Seal mason at 21 and now manages operations for a masonry company. Samara Sampson is a Red Seal Sheet Metal worker. They created Women on Site to address the challenges faced by women in male-dominated trades, hosting events, monthly meetups, and maintaining a supportive online community to share experiences, advice, and job opportunities.
Tamara Pongracz
For over 20 years Pongracz has been the Department Head of the BCIT Trades Access Department. The Trades Access Department includes Trades Discovery Programs that have helped thousands of people find their trade career match. Tamara received a BCIT Teaching Excellence Award in 2005 , an Employee Excellence Award (Inclusivity) in 2019, and was recognized by the Vancouver Regional Construction Association as Outstanding Woman in Construction 2007.
Catherine Karakatsanis
Karakatsanis, P.Eng., is the Chief Operating Officer of Stantec (formerly Morrison Hershfield), a global multi-disciplinary consulting engineering firm. With over three decades of experience, she has risen through the ranks from structural engineer to her current executive role, where she oversees operations for more than 1,000 professionals across Canada, the United States, and India. Karakatsanis has made history as the first woman president of the International Federation of Consulting Engineers (FIDIC) in its 110-year history.
Regina Marklund
Marklund is a seasoned construction professional with 18 years of experience at Turner Construction Company. Currently serving as Construction Manager at Turner Canada, Marklund has held various roles within the company, including estimating, project management, superintendence, and business development. In February 2025, Marklund made history by becoming the second female Chair of the Vancouver Regional Construction Association (VRCA) in its 95-year history.
Nour Hachem
Hachem is a seasoned workforce advisor, mentor, and influencer with over 13 years of experience. She is the founder and president of Build a Dream, a national non-profit organization established in 2014 in Windsor, Ontario, dedicated to empowering young women to explore careers in skilled trades, STEM, emergency response, and entrepreneurship. Under her leadership, the organization has raised over $15 million in funding, and continues to expand globally.
Kim Connell
Connell is a fearless leader with an impressive track record in the construction industry, dedicated to breaking barriers and promoting diversity. As Senior Vice President of Development and Strategy at Clark Builders, she drives strategic positioning, marketing, brand management, external engagement, revenue management, growth initiatives, and preconstruction services. Passionate about fostering teamwork, Connell nurtures individual excellence and camaraderie among colleagues.
Angela Clayton
Clayton is the Interim President and CEO of Infrastructure Ontario (IO), appointed in December 2024. With over 20 years of experience in the infrastructure sector, she has worked in both public and private roles, specializing in strategic planning, risk management, and program management. Prior to her current role, she served as IO’s President of Project Delivery, where she led transformative initiatives, including the development of new project delivery models for large-scale infrastructure projects. Angela has also held senior positions at Plenary Group, overseeing design, construction, and operations across North America, and at Brookfield LePage Johnson Controls in property and asset management.
Alicia Cornford
Cornford is the Director of Brand & Engagement at Clark Builders. With over a decade of experience in the architecture, engineering, and construction (AEC) industries, Cornford brings a wealth of knowledge to her role. Prior to her current position, she served as Manager of Corporate Development at Clark Builders from February 2021 to January 2024. In her role, Cornford is responsible for identifying and researching new business opportunities, facilitating regional market plans, and supporting the development and execution of corporate growth strategies. Cornford is also actively involved in industry associations, serving as the President of the Canadian Society for Marketing Professional Services (CSMPS).
SiteNews is dropping the puck on our next event: the Industry Icebreaker at Rogers Place in Edmonton.
The innagural Icebreaker will focus on priortizing wellness for peak performance. SiteNews, in partnership with ICBA Alberta, will host an intimate fireside chat and Q&A with Trevor Muir, one of the founders and former CEO of Surepoint Group, an entrepreneur, and published author.
Held in the prestigious Edmonton Oilers Hall of Fame, the Industry Icebreaker will see Muir will go behind the scenes of building and scaling Surepoint into a $100-million company. He’ll discuss navigating the complexities of private equity investment, forbearance, the challenges posed by the COVID-19 pandemic, and the implementation of an employee ownership model. Muir will also open up about the challenges he faced outside the office which are familiar to many high-performing executives.
“I was a business owner and leader, and a human being, living with human problems,” said Muir. “I kept my struggles and pain to myself for many years, before it got to be too much, and I thankfully reached out for help.”
Following the the chat with Muir, attendees can continue the conversation at the Sky Lounge Club and private Sky Lounge Loft at Rogers place for some exclusive networking while watching the Oilers face off against the LA Kings.
The Sky Lounge at Rogers Place will provide unique networking opportunities. The Lounge provides premium viewing for Oilers games.
Northcrest has announced a major executive shuffle. Loren Shore is now EVP of Investments & Asset Management, Kristy Shortall is now EVP of Development, and Catherine Barnes has been promoted to VP of Strategy and Operations.
Scott MacLeod will be joining Team Viking as their new Director of Business Development. As a veteran Director of Business Development & Indigenous Relations, MacLeod has overseen the business excellence and strategic direction of leading industrial companies that service the oil/gas/chemical industries in Canada, with more than 20 years of experience.
Jennifer Podmore Russell is taking on the role of Chief Development Officer at Nch’ḵay̓. She has served as Executive Vice President of Real Estate & Development since December 2023, and, prior to that, served a short term on our Board of Directors.
Jason Campbell is CarbonCure‘s new North America Commercial Director. He has 26 years of dedicated experience within the ready mix concrete industry. Before CarbonCure, Campbell oversaw sales operations for Sysdyne Technologies and sold dispatch, batch automation and trucking software.
Maddison Sharples is now Vice President, Communications and Marketing, at Fengate Asset Management. Previously, Sharples was Senior Manager, Marketing and Communications, North America, at Acciona.
Chris Sempson has joined Gillam as a Project Superintendent. He has 43 years of experience in the industry and brings a wealth of knowledge in planning, scheduling and communication.
Angus English has been promoted to Project Director, North Shore Wastewater Treatment Plant, at AECOM. He has 40 years of experience in infrastructure revitalization, replacement and upgrading for public and private sector clients in Western Canada, South America, and Asia.
Sean Wilcock has joined Stream-Flo Industries as President of Operations. He will focus on North American manufacturing and service operations to support the needs of the western hemisphere.
Alexandre L’Heureux, CEO of WSP, has been named Canada’s Outstanding CEO of the Year for 2024. He joined WSP in July 2010 as Chief Financial Officer and held this position until he was promoted to President and CEO in October 2016. Since he joined, WSP has completed more than 90 acquisitions and increased its workforce to over 73,000 globally.
John Tagle has been appointed Executive Vice President, Sales and Business Development, for ZS2 Technologies. He joined the company in 2022.
Brett Rutledge, a Co-Founder of SiteNews, is now the publication’s Chief Product & Marketing Officer.
SitePartners saw several big new hires and promotions, including:
Laura Boyer is now Vice President of Client Success at the industrial-focused marketing firm as part of its acquisition of BlackBean.
Trevor Wales has been promoted to Director, Communications and Engagement.
Michelle Hughes was promoted to Director of Digital Marketing.
Andrew Grant was promoted to Vice President, Strategy
Jeremy Mielke is the new program manager for the Calgary Construction Association’s “Tailgate Toolkit” Recovery Resource Program. With both educational and lived experience in addiction and recovery, Mielke has spent years working with individuals in high-risk sectors, helping them navigate challenges, reduce stigma, and access the support they need.
Alisha Wong is now Vice President, Finance, for Intracorp Homes in Vancouver. She will oversee Canada’s financial management, reporting, strategic planning, insurance and IT functions.
Ali Salman announced plans to leave Northgate Modular where he worked as its Indigenous Partnerships lead. Salman says he will announce his next career move soon.
Becca Nagorsky has joined HDR as its Transit Planning Leader. Nagorsky will collaborate across HDR’s global rail and transit markets to develop a vision and goals that will align HDR’s resources with the needs of its clients and the communities they serve. Her work will span all transit modes, including paratransit, fixed-route bus, express bus, bus rapid transit, light rail, subway, commuter rail, intercity passenger rail and more.
Ian Baird has been promoted to Vice President of Construction, and Zack Staples is now Vice President of Development and CFO at Caliber.
Dean Gagne, GSC NCSO has been promoted to Regional Manager, Manitoba, in Ledcor’s Prairie Division. He joined Ledcor in 2023 as a Project Director, bringing over 35 years of industry experience with him. In his new role, Dean will leverage his vast knowledge and strong leadership skills to mentor and grow our teams, and will continue to build solid, long-standing relationships with our clients and business partners.
In 2008, Justin Bontkes was on top of the world. Raised in a life steeped in construction, he was on track for the career of his dreams. As a child, he loved playing in the sandbox and building forts. As he grew older, his summers were spent on the job site, learning the ins and outs of multiple trades.
By 21, he had earned a degree in construction management, was newly married, and was working as a project manager on a major six-storey wood-frame housing project in Surrey, B.C. His career was soaring, and he couldn’t have been happier.
“I was loving it and on top of the world. I had this feeling of invincibility around me. Life was good,” he said.
But just days before Christmas, everything came crashing down. A global financial crisis had gripped the market, and his boss laid him off. Not long after, tragedy struck. He lost one of his brothers, shaking his foundations to the core. In the aftermath, Bontkes began reflecting deeply on life and what truly mattered. He poured himself into his community, volunteering at a kids’ camp and his church. He also earned a master’s degree in psychology and clinical counselling.
It was during this time that Bontkes realized he had a second passion besides construction: Building people. He came to see that, over time, he could merge both passions. With that in mind, he started Caliber Projects and began steady work on custom builds and renovations.
However, Justin soon moved on to larger-scale projects, landing a major contract to lead the construction of Latimer Village, the centrepiece of Latimer Heights—a 75-acre master-planned community with over 2,000 homes. As Caliber grew, Bontkes refined his approach to construction, focusing not only on building projects but also on Building People and Building Process. From 2019 to today, the company scaled from 10 employees to nearly 100.
“We are a well-managed, well-oiled machine now,” said Bontkes. “And we have been able to define who we are and what we do.”
This vision extends far beyond the job site. Bontkes sees Caliber as an opportunity to build into communities and create generational change.
“The vision for us is infinite,” he explained. “This business that we are in, this game we are playing is only for a time. But, as time goes on, others will play it and we want to be able to influence them for good and to really impact communities.”
For Bontkes, this means helping the team become the best version of themselves. This often involves challenging people’s assumptions, beliefs, and actions.
“We don’t just want to give young people jobs,” said Bontkes. “We want to give them careers. Help them understand their purpose in life. Come up with some goals and strategic plans for them to reach.”
At Caliber, this includes encouraging employees to lead healthy lives—through healthy bodies, healthy diets, and strong, healthy relationships. It’s a holistic view of both life and business.
“I see a world where people are inspired, where people are healthy – physically, mentally, and spiritually. And they have lifestyles which are conducive to growth. Where healthy families have strong relationships,” said Bontkes. “I could see Statistics Canada doing a study on all the different neighbourhoods throughout Canada and the influence that we have. Success for me would be them noticing that there’s something different about the community that we’re operating in: Stronger marriages, the kids are doing better in school, there’s fewer homeless people, there’s just a sentiment of general well-being, elevated within these communities.”
He’s not alone in this vision. Over the years, Bontkes has seen a new generation of builders who share the same ambition to create a company culture that elevates the lives of workers and the communities they serve.
“If we want to have an engaged workforce, we need to do these things,” he said. “We need to build into our people. We can’t think of people just simply as a resource anymore. I believe Caliber is part of that movement,” he said.
Key Takeaways:
The Sisters in the Brotherhood Capacity Building Project (SIBCAP) aims to recruit more women into the construction industry while providing essential supports, including mentorship, leadership training, and advocacy to address systemic barriers.
With high attrition rates among women in trades, particularly in carpentry (where 70.8% leave within two years), SIBCAP is focused on retention through initiatives like a Resource Network, workplace harassment reporting systems, and increased engagement within SIB committees.
The project is funded in part by Women and Gender Equality Canada ($563,319) and the Carpenters’ Regional Council, with a total budget of $692,786 over 20 months, highlighting significant investment in improving gender diversity in the skilled trades.
The Whole Story:
Creating pathways to employment for women entering the construction industry and establishing foundational supports to ensure their success is the focus of a new program from Sisters in the Brotherhood (SIB), an organization dedicated to supporting women in the skilled trades.
The Sisters in the Brotherhood Capacity Building Project (SIBCAP) will grow SIB’s network of tradeswomen through a range of recruitment and community activities. This same expanded network will work collaboratively to advocate on behalf of cisgendered and trans women in the construction industry. This advocacy will include identifying current barriers and creating actions and policies to help reduce and remove them.
An initiative of the United Brotherhood of Carpenters (UBC), Sisters in the Brotherhood supports UBC tradeswomen by providing them with assistance in obtaining craft training and leadership skills; by being advocates on women’s issues; and by providing mentorship opportunities to new members and even potential members.
The potential to recruit more women in construction is strong. While women comprise roughly 50% of the general population, they only represent 5% of the on-site construction labour force nationally (BuildForce Canada, 2023). Beyond recruitment, retention is an ongoing challenge with many women leaving the trades after only a couple years. Carpentry has the highest attrition rate, with 70.8% of women leaving the trade within their first two years of apprenticeship (Statistics Canada, 2022).
“It’s no secret in the construction industry that women continue to be our greatest untapped resource,” says Jason Rowe, Vice-President of the UBC Canadian District. “In addition to better promoting career training and creating more job opportunities for women in construction, we must also focus on investing in supports to ensure their continued success within the industry. This is what helped first inspire the Sisters in the Brotherhood initiative and we are thrilled to expand its suite of services with SIBCAP.”
As part of the project, Sisters in the Brotherhood will develop 12 new SIB committees across Canada to grow the network and increase the voice of tradeswomen within the UBC. The project will also increase membership within SIB’s 31 current committees to further grow their capacity and reach. This will be complemented by an event hosting strategy, which will help SIB maximize engagement opportunities.
Further, SIB will develop a Resource Network, which will assist tradeswomen in finding online resources and organizations that specialize in providing supports and services to help eliminate barriers for women in the skilled construction trades.
By creating a recording and reporting system for women currently working in the trades, SIBCAP will ensure they have a safe space to report incidents of harassment in the workplace without repercussion or fear of reprisal.
“While recruiting more women into construction will always be an industry priority, systemic challenges mean this effort must be complemented by retention strategies and initiatives like SIBCAP,” says Rachelle Premack, Sisters in the Brotherhood Liaison. “By increasing representation in our SIB committees and establishing a nationalized framework, our advocacy will help ensure more women find and stick with fulfilling careers working on the tools.”
SIBCAP is funded in part by the Government of Canada with an investment of $563,319 through Women and Gender Equality Canada’s Women’s Program. Along with an in-kind contribution from the Carpenters’ Regional Council, the total budget is $692,786 over the 20-month duration of the project.
The UBC Canadian District represents the nearly 75,000 members of the United Brotherhood of Carpenters and Joiners of America (UBC) in Canada. UBC members perform work in a wide range of trades in the construction industry, and include carpenters, millwrights, piledrivers, floor coverers, interior systems mechanics, and many more, in addition to workers in the industrial and healthcare sectors. The UBC plays a key role in training and advancing the interests of its members throughout the country, from bustling urban centers to remote northern communities.
This project has been funded in part by Women and Gender Equality Canada.
Construction leaders descended upon SiteHQ in Abbotsford to celebrate the construction sector’s most innovative construction companies.
The event, which drew more than 130 leaders from some of the nation’s biggest industry firms, was the final part of this year’s 25 Innovators in Construction awards program.
Now in its second year, the program recognized a diverse array of leading organizations, from the nation’s largest general contractors to pioneering tech startups, materials manufacturers, homebuilders, and environmental advocates.
“It was the first time we have ever hosted an even in our offices and we felt it was a smashing success,” said Russell Hixson, SiteNews Editor. “Even with a recent snowstorm and frigid temperatures, we had to cut off ticket sales because we simply ran out of room. I think this shows there is immense demand in this industry for new ideas and bold strategy.”
Expert panels
The evening featured in-depth discussions with leaders from some of the winning companies. First, SiteNews Co-Founder Andrew Hansen moderated a panel featured leading subtrades NuFrame, Fettback & Heesterman and Maxan Interior Systems.
On the panel were Fettback & Heesterman Co-Founder and Principal Andrew Fettback, NuFrame Founder and CEO Lorne Derksen and Maxan’s Vice President of Construction Doug Villeneuve.
Villeneuve explained how Maxan has being using robotics and technology to push the industry forward, a point that was highlighted by Little D, a layout robot the brought to the event to demonstrate some of their techniques. Derksen spoke about how a contractor’s true value lies in delivering a project on time and ensuring the critical construction path continues to flow. Fettback took the audience behind the scene’s of his electrical contracting company’s explosive growth.
“I don’t care about your resume,” said Andrew Fettback, explaining how professionals from outside the industry often bring valuable, untapped approaches to problem-solving.
Next, attendees heard from larger firms about how they impelement innovation at the enterprise level. Hixson moderated a panel that included Kinetic President and COO Mike Walz, Fast + Epp Partner Tobias Fast and RJC Engineers Associate Mohammad Fakoor.
If you fail, I take responsibility, but if you succeed, the glory is yours.
Mohammad Fakoor, RJC Engineers, Associate
Fast spoke about his firm’s Concept Lab, a research and development space focused on advancing structural design, discovering new ways to build, and propelling architectural imagination. Walz explained his firms approach to caring for employees, how to manage large projects and the importance of succession planning. Fakoor, highlighted the importance of sustainability and the need to create a safe environment for growth.
“If you fail, I take responsibility, but if you succeed, the glory is yours,” said Fakoor.
Tech Demonstrations
Hours before guests showed up, Road Show Tour Lead Ken Barwich expertly backed a 34-foot trailer directly inside of SiteHQ. The trailer was with simulators and virtual reality technology so anyone can experience first-hand what it’s like to work in the industry. For nearly a year Ken has been driving the trailer across the province, showcasing road building careers as part of the BC Road Builders and Heavy Construction Association’s Road Show initiative.
Attendees heard from the association’s Board Chair Vanessa Werden, who stressed that initiatives like this are critical to women, Indigenous people and other underrepresented groups in the construction sector.
Maxan Interior Systems brought “Little D”, a layout robot that autonomously prints layout instructions on site. The robot printed a special SiteNews pattern design specifically for the event right in the middle of our board room.
Our friends at SitePartners were onhand to capture the entire evening. Check out some more photos:
Danny Ross has joined UBC Poperties Trust as a Senior Development Manager. Ross has 7 years of experience in development and began his journey with an urban development internship in Los Cabos, Mexico. He helped redesign a series of public parks using community-led design input and knew this field was where he belonged.
Catherine Karakatsanis, Chief Operating Officer at Morrison Hershfield (Now Stantec), has been awarded the Order of Ontario. She has been a pivotal figure in engineering and served as President of Ontario and Canada’s Professional Engineers’ Associations. She is the first woman president in the 110-year history of the global International Federation of Consulting Engineering which represents the interests of more than 40,000 engineering firms in about 100 countries.
Zara Gerogis, P.Eng., has been promoted to Manager of Transportation Engineering for Western Canada and Robert Keel is now Manager of Transportation Planning in Vancouver at LEA Consulting. The company stated the promotions are part of its strategy to expand operations in Western Canada.
Patrick Chouinard has announced his retirement from Element5. However, he will remain a shareholder. He founded the company 15 years ago to pioneer the greater use of wood in the industry.
Doug Benavidez, Assistant Manager of Finance & Commercial Risk at PCL’s Ottawa district, is celebrating 20 years with the company. His journey with PCL Construction began back in 2004 as a Project Accountant in Toronto.
Jan Jenisch, chairman and former chief executive of Holcim, is now chairman and CEO of Holcim’s North American company following its multi-billion dollar spin-off. Jenisch has been leading the separating of the company’s North American business into a separate U.S.-listed entity.
Shalana Morton has started a new position as Director of Construction at PML Professional Mechanical. Prior to this, Morton spent eight years with Pitt Meadows Plumbing, reaching the role of Director of Construction Operations.
Brad Burnett is now president of ITC Construction Group, taking the role over from Doug MacFarlane, who will continue to serve as CEO. Burnett joined ITC in 2003 and has more than 25 years of industry experience.
RJC Engineers has announced the appointment of three new Principals and four new Associates. With these appointments, RJC’s leadership has grown to 55 Principals and 55 Associates as the organization rings in its 77th year of business in 2025.
Jesse Unke has joined MNP as Partner on the BC Advisory team.
Nolan Frazier is taking on a second-line sales leadership role at Procore, overseeing its Canadian Enterprise and Commercial business. He is now Regional Sales Director, Canada.
I want to extend my deepest gratitude to Claude Reeves for trusting me with this responsibility and for the continued mentorship and support along the way. To our incredible customers across Canada, thank you for allowing me to partner with you as we navigate the future of construction together. Your collaboration and trust inspire everything we do at Procore.
James Rogers is now Senior Director of Carbon Strategy at CarbonCure Technologies. Previously, Rogers helped oversee climate risk governance and disclosures at Bank of America.
Geoffrey Smith, Executive Chair of EllisDon, is the 2025 Toronto Regional Builder Award recipient. The Toronto Region Board of Trade stated that his leadership has helped shape EllisDon into a global construction powerhouse, driving innovation and growth in the Toronto region.
Conner O’Leary has been named Director, Industrial Development at Beedie. He has been with the company for six years.
Steve Hoy is now President of Hall Mechanical after serving as General Manager at the company for two years.
Susan Reisbord has been promoted to Chief Operating Officer for Stantec, North America. Previously she led the firm’s environmental services business for three years.
Patrick Hampson is now Regional Manager, Infracon Prairies, Infracon Construction. He has more than a decade of experience at the company in a variety of roles, including project, business development, and mergers and acquisitions.
Adam Gray has been promoted to Director of Operations at Stuart Olson. Gray has helped deliver projects in excess of $1 billion. Prior to Stuart Olson, he worked for Bird Construction for more than three years.
Krystal Yee is now Director of Marketing & Business Development at Fast + Epp. She has more than 16 years of experience in marketing, communications, and client relations.
Jennifer Murray has been promoted to Senior Partner at Kadus Group. In addition to her new role, Murray is becoming a common equity shareholder.
Andres Duran has joined Beale & Co as Partner and to head up its new Toronto office. Duran is a qualified lawyer in Ontario and BC, has over 15 years’ experience in Canada’s infrastructure sector, where he was formerly SVP Legal Services and General Counsel at EllisDon.
Andreas Kaufmann is now Chief Marketing Officer at Phantom Screens. He will oversee marketing and product management for both Phantom Screens and Rolltec Rolling Systems. The role is the first of its kind in the company’s 30-plus-year history.
Andrew Scott is now Territory Manager for Canstar Restorations. With over 15 years of experience in the construction and restoration industry, Scott brings a wealth of expertise and leadership to the growing organization.
Cameron Schaefer is now Transportation Technology Director for HDR. His leadership on high-profile projects like the Ontario Line subway, Los Angeles International Airport Automated People Mover and Link Union Station has demonstrated his ability to develop and translate cutting-edge digital tools into tangible benefits for both clients and project teams.
The demand for accelerated infrastructure improvements coupled with industrywide labor shortages has necessitated the need to innovate and work smarter. Infrastructure projects generate and manage vast and varied datasets — 3D models, light detection and ranging, computer aided drafting files, traffic data, imagery and more — all of which have untapped potential for delivering insights.
Katherine Carlson is now Executive Officer of The Canadian Home Builders’ Association (CHBA) of Northern B.C. The group says that Carlson will be bringing her experience in nonprofit organization leadership having most recently been the Executive Director for the Central BC Railway & Forestry Museum.
For now, I intend to focus on recharging my batteries, investing time with my family, friends and hobbies and eventually exploring new opportunities. For those of you that I worked closely with, please accept my thanks for your support and I am looking forward to our paths crossing in the future.
Paul Tiefensee
James Williamson is now Principal at Stantec. He has been with the company for more than 12 years.
Leah Rennie has been promoted to Senior Vice President – Group Health and Retirement Benefits at the Independent Contractors and Businesses Association (ICBA). Rennie oversees all aspects of ICBA’s benefits business, which supports more than 300,000 Canadians. She was previously ICBA Benefits’ VP-Client Services, and is a longtime employee of ICBA.
Paul Gough is now Vice President of Operations at Artic Machinery. Gough has extensive domestic and international experience in operations, P & L oversight, multi-product distribution, and marketing involving both start-up and growth organizations.
Douglas Rubingh has been tapped to lead HammerTech‘s global sales, helping the company scale in key markets. He was an engineer and project manager in the engineering & construction space from 1994 to 2007. Rubingh then joined Aconex (acquired by Oracle) before his last role with MessageMedia (acquired by cloud communications platform Sinch).
This feels like coming home — returning to construction tech with a company trusted by 500+ contractors globally. I can’t wait to be part of this HammerTech journey to help drive even more innovation & impact.
Douglas Rubingh, Chief Sales Officer, HammerTech
Christopher Johnstone is now Director, Multi-Family at Cantiro. The company says he will play a critical leadership role in the sales, project management, operations, and construction of multi-family townhomes and housing projects across Edmonton, Calgary and the Okanagan.
Rod McKway is the Building Trades of Alberta’s new Chair and George Emery is its new Financial Secretary-Treasurer. The group said that both bring many years of experience within the labour movement.
Kevin Halter has joined OpenSpace AI as its new Chief Revenue Officer.
Kevin is a founder and entrepreneur in our space. He therefore has a holistic view of the industry, and there is no substitute for that. Kevin is also one of the few people on Earth that has led meteoric growth in construction technology, as a sales leader at PlanGrid. There is no substitute for that experience either.
Harold Louwerse has been named Principal, Practice Lead for Building Specialty Services in Western Canada at Stantec.
Jacqueline Lotzkar is now President and CEO of the Canadian Association of Recycling Industries. For the last four years, she has been Vice President with Pacific Metals Recycling International, Vancouver, B.C. while recently supporting the corporate sale process and ownership transition following their 112-year family-owned business.
Chad Penney has joined Industra Construction as Director, Corporate Development. Previously, Penney spent nearly five years at Rio Tinto.
Melissa Chee has joined EllisDon‘s Board of Directors. Chee brings over 25 years of diverse experience scaling global technology multinationals and start-ups, while fostering innovation and inclusion in the tech ecosystem.
Melissa’s appointment to our Board reflects our commitment to aligning with leaders who embody our culture and organization’s core values. As a respected thought leader, she brings a rare combination of personal humility and real determination, paired with her deep expertise in technology and innovation.
Geoff Smith, Chair, Board of Directors, Ellisdon
Jesse Reynolds is now VP and District Manager, Toronto, at Chandos Construction. Reynolds joined the Toronto district four years ago, since then, he has consistently demonstrated exceptional leadership, a passion for collaboration, and a commitment to delivering results.
Andrew Ahrendt has joined PCL as its new Manufacturing Centre of Excellence Leader. With decades of experience delivering exceptional results for manufacturing clients, Ahrendt will spearhead innovation and excellence across industries like semiconductors, life sciences, food and beverage, and more.
Tom Plumb will retire from his roles as CEO and President of Kinetic Construction on Jan. 5, 2026. He has been with the company for 28 years. Mike Walz, Kinetic’s current Chief Operating Officer will take on the role of President.
Soni Proctor has begun a new position as Head of Electrical Engineering at KGS Group. Previously she spent 11 years at BC Hydro in a variety of positions.
Cropac Equipment
New equipment gets lined up for the winter season.
Matea Herauf
A worker with Standard General Calgary flashes a smile while on the job.
Dialog Architecture
The project team celebrate the completion of the building structure for The Hive in Vancouver.
Emil Anderson Group
Emil Anderson Group crews enjoy an epic B.C. sunset.
StructureCraft
Experts from StructureCraft conduct research with wood products
Kiewit Corp
Project Engineer Megan Rich takes a paws to appreciate her four-legged colleague.
Metrolinx
The Verona System maintains train service during construction.
Ventana Construction Corp.
Ventana Crews are making progress at their Southlands site.
Chris Smith
Alberta-based custom woodworker Chris Smith carefuly recreates the cab of some heavy machinery.
MGI Corp
Demolition of the soya sauce factory in Leslieville.
Tieback Siteworks Inc.
Crews demonstrate the important of post grouting.
The shot of the month goes to …
Ledcor
Ledcor Technical Services ties up their boat.
Key Takeaways:
The Tailgate Toolkit program, a collaboration between the City of Calgary and the Calgary Construction Association (CCA), aims to address substance use and mental health challenges among construction workers through access to support programs, targeted training, and awareness initiatives.
Funded with $283,000 through Calgary’s Mental Health and Addiction Investment Framework, the program underscores the city’s and CCA’s dedication to fostering safer, healthier workplaces while improving the quality of life for workers in Calgary’s construction industry.
Originating from a successful pilot by the Vancouver Island Construction Association (VICA) and inspired by findings from the 2018 BC Coroner’s Report, the program has demonstrated its effectiveness in addressing substance use issues within the construction industry and is now tailored to Calgary’s unique needs.
The Whole Story:
The City of Calgary and the Calgary Construction Association (CCA) announced that they have joined forces to launch the Tailgate Toolkit recovery resource pilot program to help workers struggling with substance use or mental health issues.
Funded by the city through the Mental Health and Addiction Investment Framework with an investment of $283,000, the program will provide access to support programs, and promote safer workplaces across construction sites in Calgary.
“Our industry recognizes the responsibility we have to prioritize the well-being of all construction workers,” said Bill Black, President and CEO of the Calgary Construction Association. “By collaborating with The City of Calgary to bring the ‘Tailgate Toolkit’ to our community, we aim to equip workers and site supervisors with the resources they need to address substance use issues with compassion and informed support, ultimately fostering a safer, healthier and resilient workforce.”
Originally developed and successfully piloted by the Vancouver Island Construction Association (VICA), the CCA is expanding the program to address the unique needs of Calgary’s construction industry. Through tailgate meetings, targeted training, and engagement, the program raises awareness of the resources available to workers struggling with substance use while connecting them with recovery and support services.
“Collaborating with the Calgary Construction Association allows us to tackle these critical issues head-on,” said Mayor Jyoti Gondek. “Our investment in the Tailgate Toolkit program demonstrates our commitment to improving the quality of life and work conditions for Calgarians in this key industry.”
After successful partnerships with Island Health in 2017 & 2021, VICA expanded their Tailgate Toolkit Harm Reduction program provincially, with the support of the Ministry of Mental Health & Addictions. The precedent for the original project came from the 2018 BC Coroner’s Report “Illicit Drug Overdose Deaths in BC: Findings of Coroners’ Investigations” which investigated demographic trends among those who had lost their lives to a drug poisoning event. The construction, trades, and transport industry are overrepresented – of the 44% of people who were employed at the time of their death 55% worked in the industry.
VICA CEO Rory Kulmala (left) and Calgary Construction Association President Bill Black (Right).
Key Takeaways:
Tom Sparrow, with over 35 years of experience in construction and infrastructure management, is recommended as Winnipeg’s first Chief Construction Officer (CCO). He has led high-profile projects across Canada, including hospitals, schools, and data centers, with values exceeding $1 billion.
The CCO position aims to enhance infrastructure governance, improve project management, and increase competition for city projects. Sparrow’s first task, pending City Council approval, will be overseeing governance improvements for the North End Water Pollution Control Centre, a multi-billion-dollar initiative.
The unanimous recommendation by a search committee of councillors and city officials highlights confidence in Sparrow’s qualifications. Mayor Scott Gillingham emphasizes the importance of the CCO role in addressing cost control and strategic project management challenges for the city.
The Whole Story:
Winnipeg Mayor Scott Gillingham’s campaign pledge to create a Chief Construction Officer (CCO) to provide expert guidance on infrastructure and construction policy is moving closer to reality. This month, a City Council search committee unanimously recommended Tom Sparrow for the position.
Sparrow brings more than 35 years of experience in construction and infrastructure management across both the public and private sectors to the role. He has led major projects including hospitals, schools, airports, and data centres across B.C. and Yukon, with project values ranging from tens of millions to over a billion dollars.
A seasoned public service leader, Sparrow previously served as a Director with Public Works and Government Services Canada and advised the Office of the Auditor-General of Canada on infrastructure issues from 2015 to 2018. He is a certified Professional Project Manager and holds a Master of Science from the University of Victoria and an MBA in IT Management from Athabasca University.
Councillor Brian Mayes, chair of the search committee, expressed confidence in Sparrow’s capabilities, stating, “Mr. Sparrow is more than qualified to help City Council and City Hall navigate complex strategic infrastructure challenges – including the effort to get more bidders and more competition for City projects, for example.”
Mayor Gillingham emphasized the urgency of the role, noting, “Just this month, auditors have said we need to improve project management to control costs on major initiatives like the North End Water Pollution Control Centre. If City Council approves this appointment, improving governance for this multi-billion dollar project will be the first file on Mr. Sparrow’s desk.”
The search committee consisted of three City Councillors – Brian Mayes (St. Vital), Jason Schreyer (Elmwood-East Kildonan), and Shawn Dobson (St. James), alongside senior representatives from the City Public Service and the Mayor’s Office. Their recommendation will go to City Council for final approval at the January 30, 2025 meeting. Pending approval, Sparrow is expected to begin his role no later than April 1, 2025.
Sparrow’s recent leadership roles include: • Chief Project Officer, Cowichan Secondary School Replacement ($87M) • Project Advisor, Victoria High School Redevelopment ($100M) & Cedar Hill Middle School ($46M) & Langley School District Smith Campus Project (Middle School & Secondary School) ($312M) • VP, Project Delivery, Iris Energy – Led the design & construction of two institutional data centers (50MW & 80MW) • Chief Project Officer, North Island Hospitals Project ($606M) & Royal Columbian Hospital ($1.4B) & Fort St. John Hospital and Complex Care Project ($302M)
Key Takeaways:
The first half of the new five-lane Steveston Interchange is now complete, with westbound traffic beginning to use the new structure on January 16, 2025. Eastbound traffic will follow once road tie-ins are finalized.
When completed, the new interchange will improve traffic flow with three westbound and two eastbound lanes, enhance regional transit access, and provide safer pedestrian and cycling infrastructure, including sidewalks and separated bike lanes.
The full Steveston Interchange is scheduled for completion in fall 2025. In the interim, the removal of the old crossing and subsequent construction phases will involve lane closures and diversions, potentially causing delays for drivers. The project is part of the larger Highway 99 Tunnel Program.
The Whole Story:
Construction of the new five-lane Steveston Interchange has hit a major milestone with the first half of the new crossing now complete.
Westbound drivers on Steveston Highway will begin using the new structure the morning of Thursday, Jan. 16, 2025.
“This is a major step in a project that will improve how people get around in our communities,” said Kelly Greene, MLA for Richmond-Steveston, on behalf of Mike Farnworth, Minister of Transportation and Transit. “When completed, the new five-lane Steveston Interchange will improve connections between Highway 99 and Steveston Highway to reduce queuing for vehicles in all directions, while improving regional transit and cycling connections. Whether you’re taking your kids to hockey practice at Richmond Ice Centre or supporting local businesses, the new interchange will help get you there faster.”
The traffic changeover will begin with westbound Steveston Highway traffic routed to the new structure overnight tonight, Wednesday, Jan. 15. Once all road tie-ins have been completed, eastbound Steveston Highway traffic will be moved to the new structure and removal of the old crossing will begin.
The removal of the old Steveston Highway crossing will take three weekends to complete and will require lane diversions on Highway 99 and periodic lane closures on Steveston Highway to allow for safe removal of the structure. During this work, drivers can expect delays and should plan alternative routes. Details of these closures will be communicated as dates are confirmed.
Once the old crossing is removed, work will begin on the second half of the new interchange. The new Steveston Interchange will have three westbound and two eastbound lanes to improve traffic flow. It will also provide better access to transit stops and safer pedestrian and cycling connections across Highway 99, with sidewalks and separated bike lanes on both sides of the overpass. The new interchange is scheduled to be finishedin fall 2025.
The Steveston Interchange Project is a key part of the Highway 99 Tunnel Program and is being delivered in advance of the new tunnel project.
From transforming self-storage facilities into cutting-edge, multi-story solutions to navigating the complexities of the COVID-19 pandemic, Prism Construction’s journey reflects resilience and adaptability. We caught up with Omar Rawji, who took the helm as CEO in 2022 after over a decade with the company. He shared insights into Prism’s keys to success, emerging trends in construction, and the opportunities shaping B.C.’s building landscape.
SiteNews:With a decade and $2 billion in construction under your belt at Prism, tell me about the growth you have seen during your time leading the team.
Omar Rawji: Since becoming CEO in 2022, and during my time as VP starting in 2011, I’ve watched Prism grow steadily—not only in the scale of the projects we handle but also in the variety of markets we serve.
While we’re based in the Lower Mainland, we have worked in nearly every major city across Canada. No matter the location, our approach has remained consistent: staying true to our design-build philosophy, prioritizing quality and keeping our commitments to our clients.
Over the past decade, we’ve consistently tackled large, multi-million dollar projects, with 60% of our business coming from repeat clients. Hayden Drilling is a great example—a long-term partner who has trusted us with three major projects since 2008, including our most recent development on #5 Road in Richmond.
These enduring partnerships are a testament to the trust we’ve built over the years and continue to drive our growth.
Another significant contribution to the construction landscape: Prism pushed the evolution of mini storage buildings, transforming them from single-story, drive-up buildings to advanced, multi-story, climate-controlled structures.
Our self-storage projects have set a new standard in the industry, enhancing the functionality and security of these spaces while meeting the rising demand for flexible, high-quality storage solutions. We’re proud of the impact we’ve made in this sector and the lasting improvements we’ve helped bring to the design and use of self storage facilities.
One of the greatest challenges I’ve faced as CEO has been navigating the effects of COVID-19 from the rush of economic activity to subsequent slowdown. The pandemic disrupted the labor market in ways no one could have predicted and the construction industry faced rapid increases in pricing and material costs.
In response, we had to adapt quickly—working closely with our suppliers to secure materials and manage costs effectively while maintaining our commitment to pricing and quality. We prioritized flexibility and transparency with clients, keeping them informed and working together to manage expectations during these unpredictable times.
Overall, the growth I’ve seen at Prism is a result of our expertise, built up through decades of experience.
What would you say are some of your biggest keys to success?
Some of our biggest keys to success are rooted in a few key practices.
First, we prioritize reliable and realistic budgets from the outset, and we have a longstanding track record of keeping promises to our clients—three decades of successful projects and repeat clientele are proof of this.
Rawji
We also focus on training top talent from within, ensuring our team consists of experts who are among the best in the field. Their knowledge and commitment to excellence are key to delivering high-quality results.
Finally, we emphasize open communication and proactive problem-solving, which allows us to address challenges swiftly and effectively.
Where do you see the biggest opportunities in B.C. for builders?
B.C. is a dynamic market with several promising opportunities for builders. The biggest areas I see are:
Affordable Housing: As housing prices continue to rise, there’s a significant need for more market and below-market housing options. Builders who can deliver cost-effective, high-quality residential projects will not only help address this urgent need but also secure long-term growth opportunities. Government initiatives to support affordable housing are expected to increase, making this a high-impact area for builders who are willing to innovate and find creative solutions.
Mixed-Use Urban Developments: With B.C. cities facing continued population growth, there’s a rising demand for mixed-use developments that integrate residential, commercial, and recreational spaces. Builders who can create innovative, sustainable communities that combine living, working, and leisure in one place will be at the forefront. As land becomes more limited, these types of projects will play a key role in shaping B.C.’s urban landscape.
Tech and Innovation Infrastructure: As B.C. continues to emerge as a leading hub for technology and innovation, there’s a growing demand for specialized infrastructure to support industries like AI, cloud computing, and biotech. Builders who can create high-tech, energy-efficient facilities such as data centers, research labs, and innovation hubs will have a significant advantage.
What are the biggest trends or changes you are seeing in construction?
There are several key trends shaping the future of construction:
Urbanization and Density: As B.C.’s cities grow, the demand for high-density, mixed-use developments is rising. Developers are thinking more vertically to address population pressures while trying to maintain affordability in urban centers.
Skilled Labor Shortage: The industry is grappling with a shortage of skilled workers, and we’re seeing an increasing reliance on automation and robotics to fill labor gaps, especially in repetitive tasks like material handling and prefabrication. At the same time, initiatives like upskilling programs and immigration are crucial to bring in the talent we need.
Digital Transformation: Technologies like AI, drones, and digital twins are reshaping the way we manage projects. These innovations allow for better planning, improved collaboration, and enhanced cost efficiencies across the board.
Sustainability and Net-Zero Goals: As regulations tighten around environmental performance, there is a greater push towards energy-efficient designs and green technologies. Sustainability is no longer just a trend—it’s becoming a necessity as clients demand environmentally responsible buildings that meet net-zero standards.
Beyond these overarching trends, we’re also seeing significant changes within the industry:
Multi-Use Business Parks: A key change in the commercial sector is the rise of multi-use business parks, which combine office, retail, and industrial spaces into flexible environments that can adapt to changing market needs. This shift reflects how companies are looking for more versatile spaces that offer operational efficiency and cost savings.
Self-Storage Demand: With increasing urban density, we’re seeing growing demand for high-efficiency self-storage facilities. These projects are evolving to meet the needs of urban residents and businesses looking for secure, convenient storage solutions in crowded areas.
Adaptive Reuse: The adaptive reuse of existing buildings is becoming a prominent strategy in urban areas. As cities become more congested, converting underutilized industrial or commercial spaces into modern residential or mixed-use developments is an effective way to meet housing and business needs while minimizing environmental impact.
Specialized Facilities: The demand for specialized facilities like luxury auto showrooms, food processing plants, and data centers is increasing as B.C.’s economy diversifies. These projects require unique design solutions tailored to specific industry needs, reflecting how the market is evolving toward more niche, customized spaces.
These trends and changes highlight the industry’s growing need for flexibility, innovation, and sustainability. As builders, we must be prepared to adapt quickly to these shifts, whether through technology, new design approaches, or the ability to meet the specialized demands of emerging industries.
As the industry shifts, what is Prism doing to adapt?
Prism is committed to staying ahead of the curve by embracing smart technologies and sustainable practices. We’ve integrated AI into many facets of our organization to enhance efficiency, improve cost management, and create future-ready buildings.
As client priorities evolve, we’re focused on creating customized, energy-efficient spaces that offer long-term adaptability. Clients want buildings that not only meet today’s needs but can also accommodate future growth and change. To help with this, we’re using advanced design tools that allow clients to visualize their projects early on, make data-driven decisions, and ensure long-term value.
In addition, we’re actively addressing the ongoing challenges of supply chain disruptions and cost management by streamlining workflows, strengthening relationships with suppliers, and being proactive in managing budgets and timelines. As regulations shift and new policies are introduced, we’re staying agile and ready to adapt, ensuring that our projects remain resilient no matter what changes may come.
As you hit some of these big milestones, what are some projects that stick out in your mind as being most significant for you and why?
A few projects stand out as defining moments in our journey, each demonstrating our ability to tackle unique challenges and push the boundaries of what we can achieve.
For instance, Bridge Studios is a highlight, where we built Canada’s second-largest fossil-fuel-free movie studio. Bridge Studios is known for having major productions companies like Netflix and Amazon Prime utilizing their facilities.
Our extensive work in self-storage also comes to mind. Transforming outdated facilities for clients like Public Storage and Maple Leaf Storage into modern, multi-story, energy-efficient spaces exemplifies how we adapt to meet evolving market needs.
Finally, our cold storage projects for companies like Konscious Foods and Centennial Food Service stand out because they support the critical infrastructure behind sustainable and locally sourced food systems. These facilities are essential for industries driving a healthier and more sustainable future.
Construction lawyer and partner with Jenkins Marzban Logan LLP Vanessa Werden has a long history of service excellence and giving back to the construction community. In December, she joined the BC Road Builders & Heavy Construction Association (BCRB) as its new Board Chair.
Werden previously served as a Director and then Vice Chair, spearheading the formation of the BCRB’s Women in Road Building Committee. The Committee’s mandate is to promote initiatives and host programs that focus on attracting and retaining a more diverse cross section of the population to the vast array of jobs available in the road building, maintenance and infrastructure sectors. It’s a topic she has always been passionate about. She spent six years on the board of Canadian Construction Women, including a 2-year term as President, during which time she mentored countless women, spoke at conferences, and led the board of directors in the process of awarding 20 $1,000.00 bursaries to women pursuing trades or construction-related education and training.
As an expert in construction law with more than 13 years of experience, Werden has also worked to pass her knowledge on to others. From 2014 to 2018, she was an adjunct lecturer for the UBC Civil Engineering program course, “Law and Contracts in Civil Engineering”, providing lectures on the topics of contracts, delay claims, builders liens and surety bonds. Each year since 2017, Vanessa has been a guest lecturer for the UBC Masters of Engineering Leadership Program, delivering a lecture on complex construction disputes. She regularly delivers seminars at conferences, such as Buildex Vancouver. In 2023 and 2024, she was voted by in-house counsel as a Thomson Reuters “Stand-Out Lawyer”. Werden’s firm acknowledged her expertise and drive to succeed by making her the first female equity partner in their construction group.
We caught up with Werden to get her thoughts on construction law, road building and her new role as Chair at BCRB.
SiteNews: As an award-winning lawyer who specializes in the construction sector, can you explain the role you play in the construction process?
Vanessa Werden: There are many different types of lawyers who aid parties in the construction process, from navigating regulatory processes to land acquisition, or contract drafting and claims. I typically serve my clients by providing advice that is proactive and forward-thinking (such as contract drafting or negotiation), aimed at mid-project risk management (such as identifying and preserving contractual or other legal rights, including preservation of potential or active claims), or post-project advocacy (such as prosecuting or defending claims for delays or cost overruns). Regardless of the stage of the project, a key part of my role is to give my clients an objective and realistic assessment of the situation so that they are empowered to make informed decisions. I strive to provide exceptional service, not only by providing timely and pragmatic advice, but also by trying to understand the dynamics of the particular relationships at play, the nature of each project, and my client’s short and long-term objectives, which can vary depending on the size, type, and priorities of each client.
What are some of the toughest legal issues you’ve had to tackle?
Complex construction disputes always come with challenges, whether that means substantiating a death-by-1000-cuts cumulative impact delay claim, trying to find a way to explain to a judge why building a stadium roof required state-of-the-art engineering and equipment, or finding the right experts to write a report for an arbitrator on why geotechnical conditions 100 meters below ground caused a year of delay. Aside from the legal and factual issues, there are often relationship or human dynamics at play, and to achieve a resolution (whether that means signing a contract or obtaining a settlement), I need to determine what each party is willing to compromise without sacrificing my client’s ultimate objective.
What is the single best piece of advice someone has given you during your career?
Pay it forward. That mindset put me on a path to build relationships and explore opportunities, which in turn have been the foundation of the practice that I have been able to build over the past 13 years. During law school I was recruited by one of the top construction litigation boutiques in the Province. Within a couple of years, I had decided that I was going to build a legal career serving the construction industry. I then set out to learn about my clients and potential clients, their values, their ambition, and how I could give back to the construction community. By getting involved in the construction and legal communities I serve in my practice – by sitting on boards, leading committees, giving out bursaries, lecturing at UBC, mentoring young people, and speaking at conferences – I have developed a deeper understanding of the industry itself, different sectors, how construction participants operate and what drives them to achieve and maintain success.
This isn’t your first role at the BC Road Builders and Heavy Construction Association. When did you get involved and what prompted you to connect with the group?
After I served on the board of Canadian Construction Women for six years and passed the President torch in 2020, I was seeking an opportunity to contribute to another industry organization. My firm has a long history with BCRB. One of our founders, Bob Jenkins, was a regular attendee at events for many years before he was a judge. It seemed like a great fit in terms of my practice areas, advocacy and communication skills, and board experience. I proudly serve several members in my practice and have been able to contribute my time and skills to initiatives that are important to their sectors.
As Vice Chair of the Association, you founded the Women in Road Building Committee and throughout your career you have mentored women and provided opportunities for them to begin construction careers. What does the industry need to do to recruit and retain more women? What sort of impact can it have when we see women not just in construction, but in leadership roles in the industry?
Unfortunately, there is no simple answer to these important questions. When I speak with women who work in construction about this issue, they raise a range of concerns from safe accommodations at remote sites, to cleaner hygiene facilities, to societal gender stereotypes, to flexible work hours and childcare costs. Some of these are larger scale societal challenges but others can certainly be tackled by employers. Many have implemented policies and practices to address some of these issues and are seeing results in the diversity and retention of their workforce.
I recently had a conversation with a superintendent in the road construction and paving sector about the subject of attracting and retaining women. Her view is that while the focus and efforts on attracting women to the field are getting some results, many women still leave construction because of the way they are treated when they get there, including harassment, microaggressions, and being overlooked for leadership roles. Some of the critical pieces of progress are representation, mentorship/relationship building, and identifying and consciously changing biases.
Retention has a direct link to representation. When individuals can see themselves reflected back from a leadership position, they are more likely to believe that they can achieve the same. There is simply less room for imposter syndrome in the face of representation.
Showcasing examples of diverse leadership is key, but just as important and impactful is mentorship and relationships within the industry. Associations like BCRB and the Women in Road Building Committee help women to find each other, providing the opportunity to make these meaningful connections outside the workplace, where they may otherwise be limited or unavailable. I encourage employers to participate in initiatives and programming, including encouraging up and coming employees to attend events.
Another important factor is that people who are in positions of power or leadership and have the ability implement change at a management or policy level. Efforts cannot stop at issuing policies and distributing handbooks. When those in leadership positions take action in uncomfortable situations, they make clear that there are expectations and boundaries in the workplace, they promote a workplace culture that is actually safe and inclusive. I think in the current climate, there are less overt instances of harassment or sexism (though it does still occur); but a lot of the work that still needs to be done is addressing our unconscious biases that are hidden in cracks and crevices that we sometimes do not even realize are there. It takes time and effort to erode the layers of decades of socialization about gender roles or gendered competencies. It comes down to looking for potential in all people and ensuring that when we are making decisions on hiring and promotions, we are not defaulting to making decisions that are influenced by unconscious biases.
What is one thing you didn’t know about the road building sector that you have learned since joining the association?
I have long been aware of the importance of maintenance and construction of highways, roads and bridges for connecting communities and keeping people safe. What I was surprised to learn is that there are nearly 3,000 bridges connecting BC communities!
What areas of focus can we expect to see from the association in the coming year?
Going into 2025, it is an exciting time and there are good reasons to be optimistic, despite some challenges on the horizon. We have an opportunity to build on the momentum that the Association currently enjoys in terms of a progressive and innovative membership, existing relationships with government, of which we should be very proud. We have set the Association up with opportunities and tools to tackle potential challenges and keep things moving in the direction that our membership deserves. We have the attention of several stakeholders who are very interested in hearing what the membership views as progressive changes to procurement models, contracting, and current issues such as commodity price fluctuations. I look forward to working with leaders to connect with stakeholders, engage in meaningful discussions on these issues, and build lasting relationships.
What are some ways the construction industry can get involved in the association and have an impact?
There are countless opportunities. Some of the 2025 highlights will be:
Participating in events and taking advantage of networking opportunities at the Association’s signature events, such as the Annual Ivan Hanchard Charity Golf Tournament, the Fall Conference, and the Annual General Meeting & Winter Celebration;
Visiting one of the stops of The RoadShow (https://bcroadshow.ca/). We are always grateful to have volunteers from member companies assist at RoadShow stops and events.
Safety is complicated.
Especially if you are a massive general contractor with hundreds of construction sites and tens of thousands of workers that span multiple continents. This has led to the rise of digital tools that are rapidly becoming a must-have in the sector.
Mark Bryant, Chief Information Officer for PCL and his team is a good example of an organization who has invested significant effort in technology to improve employee engagement and on-site safety. “It allows us to get a good grasp on risk across a significant growing company that operates on two continents,” said Mark Bryant, Chief Information Officer for PCL, one of Canada’s largest general contractors. “Providing a central reporting and management system for our team and all the employees that use it across 1,000 job sites is what it’s all about.”
Ben Leach, Co-Founder and CEO, and his team at HammerTech saw this need early on and have spent that past decade refining their safety engagement platform.
“We are 10 years on and we’ve still got a roadmap that is focused on safety; it just goes to show how complex safety processes are.”
Leach began his career over 25 years ago as a site engineer in Melbourne, Australia. Early on, he was assigned to a safety role. He noticed the industry’s inefficiencies in safety management, particularly the heavy administrative burden.
“A lot of it was just administrative work… making sure that you’re documenting every person and piece of equipment that’s coming on site… but you weren’t doing what I think is the most important part which is being out in the field engaging with workers and supervising the risk.”
This was how HammerTech was born in 2013. While many other solutions have sprung up since then, Leach believes it takes time and effort to be able to handle the nation’s largest contractors’ safety needs. Leach and his team’s construction safety software platform aim to move safety beyond compliance. He believes that by measuring worker and subcontractor engagement with safety processes – in addition to digital processes and comprehensive leading safety data – contractors can make safety a team sport.
The times are changing
When he first arrived in North America he found that many large, sophisticated builders still had basic safety programs. Leach also saw significant challenges due to limited connectivity on job sites and workers using outdated devices. This lack of modern technology made it difficult to engage subcontractors and workers.
Today, improved connectivity and the ubiquity of personal smart devices have transformed the landscape. Workers are now accustomed to using their phones for various tasks, and it’s expected they’ll use tools like HammerTech as part of daily operations.
Leach emphasized that while artificial intelligence is often spotlighted for its “flashy” features, the real value lies in efficiency gains from speeding-up low-value paperwork and leveraging data to enhance decision making that improve safety on-site. What’s valuable today and what HammerTech focuses on is embedding practical AI solutions that address the actual problems faced in the field, rather than adopting generic AI applications.
Now he is witnessing a shifting mindset where firms are seeking comprehensive platforms that not only manage safety documents but manage workflows with subcontractors and workers and also harness data to improve safety outcomes. “Companies are starting to identify that they need something more,” Leach said. “Something that goes beyond documentation to actually consuming the data that comes from all that work.”
He believes that the need to attract labor to overcome shortages as well as protecting the reputation of general contractors and their clients are some of the main factors driving this shift. But there are also major big regulatory updates that are having an impact.
Ontario recently introduced sweeping legislation that would increase fines for employers and boost sanitary requirements. And new court decisions are redefining the responsibilities owners and general contractors have when it comes to incidents involving subcontractors.
Leach noted that clients now regard HammerTech as one of the top three critical technologies in their operational stack, alongside project management and financial management tools.
“The things that come outside of these are the nice-to-haves,” he said. “When you’re building a software business, you always want to be a need-to-have.”
Finding a good fit
The importance of safety management software is clear when looking at PCL Construction, one of the largest general contractors in the country and North America. They built their own solution, SMC, more than a decade ago. But they began to outgrow it. With more than 1,000 job sites across two continents, they needed something more robust. They spent several years planning for either upgrading their current system or transitioning to something better.
“We knew that our SMC system needed to be replaced or rebuilt,” explained Jim Barry, PCL’s Vice President of Health, Safety and the Environment. “Our system was quite intelligent and we wanted to match up with a new system that would provide all the same benefits and then some.”
The search was extensive. PCL wanted something that could handle all the reports and analysis required for its large teams and also be easy to use by thousands of workers and their different smart devices on site.
“We deal with about 50,000 people in one day so we wanted to create a venue where they could get the information they need and do what they need to do. We wanted a system that could encompass everything we do,” said Barry.
Barry noted that not only could HammerTech do all the things it wanted—hazard analysis, online orientations, document tracking and more—it was smarter than its competitors, and worked with whatever device a worker was using.
“We chose HammerTech because it offered a level of maturity above and beyond the digitization process that we had in place,” he said.
More than megabytes
Recent years have seen many tech companies enter the construction space.
“I wake up in the morning and probably have 15 companies on a daily basis that would like to sell us some new technology,” said Bryant. “And during the past 12 months it’s been more AI magic dust than anything else.”
To sort through these solutions, PCL has an extensive vetting process which includes testing a tool’s technical prowess and going through a detailed security checklist. They also require open, accessible cloud-based solutions so PCL can manage, maintain, organize and access data when they need to. It also has to be easily used in the field by a wide range of phones, tablets and laptops.
“We look for companies that can act as an extension of PCL,” said Bryant. “We look for partners not suppliers.”
Their process involves more than technical details. They also are careful about the culture of companies they partner with.
“With HammerTech, we tried it, we played with it, we put it into the field, we did a very good pilot,” said Barry. “We wanted to part with a group of people who had the same values and guiding principles as us. Safety is so dear to us. We need our partners to be the same way. We also wanted a group that we were going to grow with. We know that safety is constantly evolving and we wanted to be on top of it with a partner that could grow with us.”
Retaining workers
Beyond safety performance, Leach highlighted the impact of advanced safety technology on talent retention. HammerTech has become so integral in the industry that it’s frequently mentioned in job postings for safety roles.
“We’ve had people say, ‘I’m not going to take a job if they don’t use HammerTech,'” Leach noted. This trend underscores a broader expectation among the workforce for employers to equip them with modern, efficient tools.
He believes that by embracing technologies like HammerTech, companies not only improve safety and operational efficiency but also enhance their ability to attract and retain top talent. Leach concluded, “If they’re not enabling their people with technology and the right solutions, then they’re losing people. And people are going to go to companies that are well-known for innovation.”
As the Canadian construction industry braces for an unprecedented labour shortage—needing over 299,000 new workers by 2032—companies are realizing traditional recruitment methods alone won’t cut it. With a job vacancy rate of 4.2% and wages surging to $29.75/hour in 2024, the race to attract talent is on.
But where can companies find the next generation of builders? Platforms like TikTok, Instagram, and LinkedIn offer a foot in the door to new generations. Social media is transforming recruitment, reshaping how trades are perceived, and bringing fresh talent into the fold. One of those at the forefront of this is Tianna Sarra, Digital Media Coordinator at Orion Construction. In this Q&A, Sarra shares how Orion’s visual storytelling is inspiring Gen Z to trade their screens for steel-toed boots and helping to close the industry’s talent gap.
SiteNews: Tell me about your role as digital media coordinator at Orion and how you found your way to the construction sector.
Tianna Sarra: As Digital Media Coordinator at Orion, I manage our social media channels, create content and analyze performance to ensure we’re reaching and engaging the right audiences. I also handle internal communications, contribute to marketing materials and capture site progress with photography and videography, bringing our projects and culture to life online. My role is a blend of strategy, creativity and execution, which keeps every day exciting.
As I was graduating from university, I came across Orion Construction online. I was immediately drawn to the company’s transparency and passion – it felt authentic and different from the cookie-cutter corporate vibe I had seen elsewhere. I loved the idea of working for a company where I wouldn’t just be a cog in the machine, but a valued contributor. Applying with Orion gave me a sense of curiosity and challenge: to take a sector that sticks to the status quo and make it modern, exciting and a sought-after sector to work in.
Having grown up with a dad in the trades, I knew the value of the work but also understood the stigma. I saw an opportunity to reshape that perception through social media, trailblazing new ways to present the construction industry online as an innovative and fulfilling career.
What is the labour crisis that the industry faces and why does Gen Z offer an opportunity to fill this gap?
It’s no surprise that the Canadian construction industry is facing a serious labour shortage. Over 25% of the workforce is 55 or older, and as they retire, it’s leaving a huge gap that needs to be filled. Job vacancies have more than doubled since 2020, and almost half of construction companies are struggling to find skilled workers, but this challenge also presents a huge opportunity when it comes to Gen Z.
As a tech-savvy generation, we’re fluent in tools like automation, AI, and other emerging technologies reshaping construction. One thing that sets Gen Z apart is our ability to leverage technology to work smarter, not harder. We thrive on efficiency, preferring streamlined processes and tools that simplify tasks rather than long, tedious workflows. Growing up with social media has shortened our attention spans and we are driven to find the most efficient ways to get things done. To attract this type of talent, companies need to lean into what matters to us: tech, innovation, clear career growth, work-life balance, and inclusive, team-oriented workplaces. Social media is a great way to show us that construction isn’t just about dirt and concrete. It’s about creativity, efficiency, problem-solving, and making an impact in our community.
How do they differ from previous generations?
Contrasting Baby Boomers and Gen Z helps highlight how workplace values have shifted over time and what that means for the industry. Baby Boomers grew up in a time of economic growth and stability, where success meant finding a secure job, working hard, and building a legacy. In construction, this translated to mastering trades, taking pride in craftsmanship, and building structures that symbolized their contributions. Boomers prioritized stability, long-term growth, and loyalty, which built the foundation of today’s industry.
Gen Z, on the other hand, has grown up in a digital-first world shaped by almost constant technological changes and a growing emphasis on mental health and work-life balance, due to the visibility of global crises that we are facing. For us, work isn’t just about a paycheque – it’s about purpose. We prioritize workplaces that align with our values of inclusivity, sustainability, and flexibility.
Work-life balance is especially critical for Gen Z. We’ve grown up seeing social media highlight people working remotely, travelling, working flexible hours and still achieving success. The traditional 9-5 is less appealing, especially when compared to options that ‘promise’ flexibility and freedom. This presents a challenge for industries like construction, which offer stability and longevity – important qualities, but ones that don’t feel as immediately exciting. To attract the next generation, companies need to work hard to show that construction isn’t just a job, it’s a meaningful career that evolves alongside society and provides a tangible opportunity to make an impact.
We’ve found at Orion that social media offers a unique way to bridge these generational perspectives. It can honour the tradition of Baby Boomers while connecting with Gen Z by telling authentic stories – from small businesses with generations of family carrying on a legacy to companies like Orion that started with four people in a mezzanine and have grown exponentially. Baby Boomers built the industry’s foundation, and now Gen Z is ready to innovate and take it forward.
What is the significance of social media for Gen Z?
Social media is where Gen Z communicates, learns, and makes decisions. Platforms like TikTok, Instagram, LinkedIn and YouTube aren’t just for entertainment – they’re where we go to discover ideas, connect with communities, influence major decisions, and, sometimes, just to scroll mindlessly for an escape. Social media has shown its power by mobilizing Gen Z during elections, amplifying messages, and inspiring action. For construction, this presents an incredible opportunity to shift perceptions.
One significant aspect of social media for Gen Z is the rise of influencers. Unlike Hollywood celebrities, influencers are close to our age, relatable and seen as more credible. We trust them not just because of their status, but because of their perceived accessibility and the way they align with our values. Whether it’s showcasing career opportunities, advocating for sustainability or sharing insights, influencers have the power to shape how Gen Z views the world.
At Orion, we see this as an opportunity to highlight innovation, sustainability, and career growth in our industry. Time-lapse videos, behind-the-scenes content, and stories about how projects make a difference in communities can redefine how we see the trades. Social media isn’t just a tool for Gen Z. It’s how we experience the world, and the construction sector needs to be part of that picture.
What platforms are they using and for what purposes?
Gen Z gravitates toward platforms that are visual and interactive, using each one for different purposes. TikTok is our go-to for entertainment and discovering trends, with short videos shaping everything from career choices to lifestyle preferences. Instagram is where we connect with friends, follow brands, and engage with visually curated content. YouTube is our main source for tutorials and in-depth content, while Snapchat remains popular for real-time, personal communication.
LinkedIn has become increasingly relevant for Gen Z as we transition into the professional world. While traditionally associated with older demographics, LinkedIn has seen a growing number of Gen Z users who leverage the platform for networking, job searching, and professional development. We use LinkedIn to build personal brands, connect with potential employers, and access industry insights.
Influencers are a big part of why these platforms resonate. We trust them more than traditional marketing because they feel more credible. In construction, influencers are reshaping perceptions by showing that trades can be modern, fulfilling, and lucrative. Tradespeople on TikTok and Instagram have made #BlueCollar a movement, inspiring young people to explore the trades as a debt-free, rewarding career path.
Tell me about Orion’s digital strategy and what sort of tools you are using to communicate with young people about the construction sector.
A. At Orion Construction, our digital strategy is all about meeting the next generation where they are. On Instagram, we share compelling content like drone footage, project time-lapses, and behind-the-scenes moments, including comedic outtakes featuring our leadership team. It’s not just about showing finished projects but giving people a real look at the teams, the company culture, and innovation behind the scenes. Gen Z values transparency, and they love seeing how things come together.
On LinkedIn, we highlight professional updates, employee spotlights, and industry insights to position Orion as a leader while staying approachable. Our strategy balances LinkedIn’s professional tone with Instagram’s creativity. By using short-form videos and authentic storytelling, we’re breaking outdated perceptions and showing how exciting this industry can be. It’s about more than sharing content – it’s about building real connections and inspiring the next generation.
Do you have any success stories of how you and your team have been able to attract young talent?
At Orion, we’ve been intentional about creating an environment that aligns with what people value at work.
One of our biggest success drivers has been our referral program, which taps into the power of “internal influencers” – our own employees. More than two-thirds of our new hires come from internal recommendations, which speaks volumes about the trust and connection our team members feel toward Orion. For Gen Z, peer influence is crucial, and our team naturally act as ambassadors both internally and on our social media platforms.
The real value lies in fostering an environment people are proud to recommend. In a way, our employees become influencers in their circles, demonstrating how a supportive, flexible, and growth-oriented workplace can make a difference. Peer-to-peer validation is far more impactful for Gen Z than traditional advertising, making these endorsements one of our best tools for attracting talent and proving the benefits of a strong culture.
Social media amplifies this even further, providing a platform for our team to showcase the stories and experiences that make Orion unique. Platforms like Instagram and LinkedIn allow us to share moments that highlight our values – whether it’s celebrating team member promotions, bringing our dogs to work, or balancing work with personal life thanks to our flexible policies. These snapshots create a transparent story that appeals to younger audiences, attracting those who want to be part of a workplace that genuinely supports their growth and well-being.
A great example of this is a recent applicant who reached out to Orion even though there weren’t any open design roles posted. She mentioned that she was inspired to apply after seeing our social media channels and feeling connected to our culture and values. This isn’t the first time our social platforms have been mentioned – team members often share how people compliment our online presence and it’s clear that our efforts to showcase Orion’s unique culture and identity are making an impact.
At the heart of it, Gen Z prioritizes growth, inclusivity, and mental well-being, and they want to work for companies that stand for more than just profits. By showing who we are and how we support those values, especially through social media, we’ve been able to attract amazing young talent that fits into our team and culture.
What do you think most companies in the industry get wrong about social media?
A. Many companies treat social media as a one-way broadcast instead of a portfolio about who you are as an organization. Posting updates without engaging with the audience misses the opportunity to build relationships and foster community. Another mistake is focusing too much on overly polished, stylized content. While it might look professional, it feels disconnected and inauthentic. Gen Z values behind-the-scenes moments, real people, and raw, relatable content.
Inconsistent posting is another common issue. Some companies start strong but let their profiles go inactive, which makes it seem like they’re not invested. Social media thrives on regular activity, and meaningful interactions.
While recruitment is obviously beneficial for individual companies, do you think an industry-wide effort to improve social media strategies could have a broader impact on how construction careers are perceived?
Absolutely. An industry-wide effort to improve social media strategies could completely change how people view construction and trade careers. Social media is where Gen Z forms opinions and discovers opportunities. If the construction industry worked together to leverage platforms like TikTok, Instagram, and LinkedIn, it could create a unified message that highlights how innovative and impactful this field truly is.
Authenticity is key. Sharing real stories about the process, challenges, and technology being used is so compelling to Gen Z. Social media can show that construction is about more than hard hats and heavy equipment. It’s about collaboration, problem-solving, and building a better world. A collective effort could break stereotypes, inspire pride, and show the next generation that construction is a forward-thinking career choice.
What first steps can companies take to start boosting their storytelling?
The first step is simple. Start posting. Too many companies overthink social media, worrying about perfect content, but human connection always wins. Start with what you already have, like photos from the field, progress updates, or a quick video introducing your team. It doesn’t have to be polished. Gen Z values content that shows the human side of your company.
Focus on storytelling. Every project has a story. What challenge did you solve? What impact will it have on the community? Even something as simple as a time-lapse of a site coming together can be fascinating. Highlight your people too. Share employee spotlights or a day-in-the-life post to show what it’s like to work in your company.
Use your phone for photos or short videos. Overly edited, highly polished videos miss the mark. Gen Z wants raw, in-the-moment content that feels genuine. A quick video of your team at work or a candid moment on-site will be far more engaging than a corporate-style production. Real, unfiltered moments build trust and help you connect with your audience. Incorporating trends can take this a step further. Think about how you can showcase your team while tapping into the latest trend, whether it’s a popular sound, hashtag or meme. Trends make Gen Z laugh, immediately fostering relatability and showing that your company understands our world.
Most importantly, find your company’s personality and let it shine. Social media thrives on authenticity, so focus on being true to who you are as an organization rather than trying to mimic others. Trying too hard is out; being yourself is in.
*December People Moves is brought to you by the 25 Innovators in Construction program. Meet this year’s winners at our awards celebration on Feb. 6. Get 30% tickets to the event by using promo code PEOPLEMOVES at 25innovators.com.
Trevor Tetzlaff has started a new position as Director of Sales, Positioning Construction at Brandt Group of Companies. He has over 20 years of experience in product and business development, sales, and senior leadership within the heavy equipment industry.
Joshua Gaglardi, president of Orion Construction, has been named Business Person of the Year at the 26th Annual Surrey Business Excellence Awards.
I am very proud of the sucess achieved while employed with TNDC. I was exposed to an incredible team that proved they can move dirt. I shared time with the most influential leaders and also befriended the most inspiring Tahltan’s who are just fantastic human beings. I see my time with TNDC as a privildge.
Bruce Gordichuk, former president, TNDC
Brett Armstrong is starting a new position as Principal, Managing Director at Avison Young in Vancouver. Armstrong will focus on executing on the firm’s core strategic business plan, with emphasis on business development and increasing market share throughout the city and province.
Jeff Larsen has joined Gorman Group as Chief Operating Officer. He has more than 35 years of industry experience.
Andrew Stiffman has been appointed Kalesnikoff’s first ever Vice President, Construction Services. Stiffman will be responsible for leading the lifecycle of all projects from initial discussions, planning and contracts with clients to ensuring the successful delivery and completion of projects.
Kalesnikoff’s team lifts materials into place at site in Montana.
Andreas Kaufmann has been promoted to Chief Marketing Officer at Phantom Screens. Previously Kaufmann worked as Nice President of Marketing. Andreas will oversee marketing and product management for both Phantom Screens and Rolltec Rolling Systems.
Ryan Beedie, President of Beedie, has been inducted into the the Canadian Business Hall of Fame. This recognition celebrates Canada’s visionary business leaders for their lifetime achievements and contributions to leadership, community engagement, philanthropy, and global impact.
Angela Clayton is interim President and CEO at Infrastructure Ontario following the departure of Michael Lindsay. Clayton assumes the role with more than 20 years’ experience in the infrastructure sector. Most recently, she has served as IO’s president of project delivery after taking over that role in 2021.
Mark Podlasly has been named CEO of the First Nations Major Projects Coalition. As co-founder, Podlasly has been integral to the FNMPC’s development since its inception, shaping and implementing our vision, priorities, and strategies. Notably, he has been instrumental in establishing the flagship event, the FNMPC’s Annual Conference and the group’s policy and thought leadership.
Franklin Playter and Dennis Kuschminder are celebrating 25 years with Chandos construction. In 1999, the company had only 130 employees and had completed 62 projects. They joined the company’s only office in Edmonton. Since then they have been involved in over 150 projects and become leaders within the organization.
Nicole Borque-Bouchier, CEO and co-owner of Bouchier Group, and Dave Tuccaro, founder and CEO of Tuccaro Group, have been awarded the Order of Canada. Bourque-Bouchier is a member of the Mikisew Cree First Nation and a prominent business leader in her community. As the CEO and co-owner of one of western Canada’s top employers, she has advanced the role of women in business and is at the forefront of Indigenous economic development in Alberta. Tuccaro actively elevates Indigenous business and contributes to the economic growth of the Regional Municipality of Wood Buffalo. A generous philanthropist, he supports and guides numerous community initiatives.
Michael Parker, vice president of Jancon, has been appointed Chair of the Gold Seal Committee. Parker joined the Committee in 2023 and has been a strong advocate for Gold Seal since obtaining his GSC in 2010. He has also chaired other committees in previous roles, such as the CaGBC Toronto Chapter.
Chris Cooper is taking over the top spot at one of Canada’s biggest projets ever. On April 1, 2025 he will succeed Jason Klein as CEO of Shell-led LNG Canada. Cooper brings over 35 years of experience in the energy sector. Since joining Shell in 1998, Chris has accrued extensive expertise from his leadership roles in Upstream, Downstream and LNG businesses around the world, spanning complex challenges in projects, assets, commercial and stakeholder relationship areas.
I’m pleased to continue the journey with all those involved in and around the LNG Canada investment. Together, we are setting the benchmark for economically, environmentally and socially responsible large scale LNG production in Canada and creating a positive and lasting legacy with First Nations, the local community and for British Columbia and Canada
Chris Cooper, incoming LNG Canada CEO
Former housing minister Sean Fraser announced he will be leaving cabinet and not seeking re-election to spend more time with his family. Fraser joined the cabinet in 2023. Fraser’s mandate included accelerating homebuilding efforts, with ambitious targets set to construct nearly 3.9 million homes by 2031.
Murray Goodman is joining Shindico as its Senior Vice President, Industrial & Investment. With over 20 years of commercial real estate experience, Goodman specializes in negotiation, property valuation, investment sales, leasing, and development.
Elise Meakin has been promoted to Senior Project Manager at MAKE Projects. MAKE stated that Meakin has worked on a variety of impactful projects in recent years, including the Seabus Refurbishment, multiple feasibility studies for Vancouver Coastal Health, Montrose, Smith Campus, and electrical upgrades at BC Children’s and Women’s Hospital.
Lylle Kephart is joining The Fastener Group as President and CEO starting on Jan. 2. Kephart spent 20 years with Acklands-Grainger, where he rose to the position of Senior Director. He also worked as Vice President of The Master Group where he was responsible for post-acquisition integration and strategic initiatives.
Tyrone Gan, P.Eng., has been awarded the William G. Ross Lifetime Achievement Award from the Canadian Urban Transit Association (CUTA). Gan, a Senior Vice President with HDR, has more than 40 years’ experience in transportation planning. The William G. Ross award, named after CUTA’s first president, recognizes individuals who have made exceptional contributions to the public-transit industry in Canada for at least 25 years. As this year’s recipient, Gan is also inducted into CUTA’s Hall of Fame.
Anahita Jami has been promoted to ESG Director at CIMA+. Her previous role was senior sustainability advisor to the environment. Jami has worked for IKCo, Renault, s2e Technologies, the Canadian Urban Transit Research & Innovation Consortium (CUTRIC), Sandler Consultancy and CSA Group.
Thomas Rapley has joined global consulting engineering firm Arup as its water business leader for Canada. Rapley has more than 20 years’ experience in municipal infrastructure design and construction spanning Canada, the U.K., Australia and New Zealand, including stints with consulting engineering firms Buro Happold, WSP and, most recently, CIMA+.
Grant MacDonald has been promoted to Director of Projects at Hall Excavation & Shoring. The company noted that MacDonald has been instrumental in its growth, playing a key role in mentoring the next generation of project managers and fostering leadership within the team. They added that his efforts have empowered others to step up and contribute to the continued success of the group.
Dave Donaldson is CarbonCure’s new Senior Vice President of Sales & Marketing and Brad Vickers has been promoted to CarbonCure’s Leadership team as the low carbon concrete company’s inaugural Vice President of Customer Success. Donaldson is an accomplished sales and marketing executive with more than 24 years of experience. Vickers has been with the company for more than a decade, developing, operationalizing and scaling CarbonCure’s technologies in prior roles that included Field Engineer, Director of Engineering and Head of Product.
Catherine Peacock has been promoted to Vice President, Planning and Procurement at Infrastructure BC where she will lead its planning and procurement services. Peacock joined the organization as an assistant vice-president in 2019. Previously, she worked at PwC in its capital projects and infrastructure practice and at Ernst & Young in that company’s infrastructure practice.
AtkinsRéalis president and CEO Ian Edwards has been named International Business Leader of the Year by the Canadian Chamber of Commerce. The recognition highlights Edwards’ leadership with regard to engineering services, nuclear energy, innovation and sustainability.
Not only has Ian’s leadership been pivotal to transform and steer the company towards a more strategically focused, growth-oriented and purpose-driven future, but it has also helped fortify Canada’s reputation as a place where business is done with both innovation and care
Candace Laing, Canadian Chamber of Commerce CEO
Lafarge Canada’sWarren Anderson, Civil Manager, and Tyler Callaghan, Operations Manager, have both been picked for Rock to Road’s Top 10 Under 40 list. The list celebrates Canada’s brightest professionals in the aggregates and roadbuilding industries who are driving progress and shaping the future of construction through their significant contributions.
Wayne Ferguson has been promoted to Chief Operating Officer and Executive President, Infrastructure Services, at EllisDon. He has been the company for more than 26 years, starting as a Project Superintendent in 1998.
I have been very lucky to have had many wonderful teachers and mentors so far in my career journey. Without their support and wisdom, I would not be at this point today. This includes members of our LAPRAIRIE family, Executive Team, and the many employees who have spared their time to answer my questions and help me learn more about our operations. I’d like to thank each and every one of you!
Georgia LaPrairie-MacManus
Kevin Choi has been promoted to Senior Principal and Practice Leader of Taylor Ryan’s construction business in Vancouver. Kevin was the companys first construction recruiter and was pivotal in launching and shaping the construction team.
Brett Armstrong has been named Managing Director of Avison Young’s Vancouver office, effective Dec. 2. In this role, he will concentrate on driving business growth and increasing market presence. Armstrong previously held the positions of Principal and Senior Vice President of Leasing in Vancouver.
To step into this role at such an exciting time for our industry is something that I am very enthusiastic about,” Mason said. “Not only is the mechanical contracting sector shaping up to play an increasingly important role across Canada, but our national association is taking the critical steps to ensure our members have a strong and prominent voice across the country.
Brad Mason, Mechanical Contractors Association of Canada, President
Sarah Zaharia has joined ACCIONA as the Director of Communications for North America. Coming from the owner side, Sarah was the Executive Director of Major Projects Labour Agreements for Transportation Investment Corporation and before that she served in the Ministry of Finance and Government Communications and Public Engagement.
Jeff Larsen is now Chief Operating Officer at The Gorman Group. Previously, Larsen spent more than 34 years at Weyerhaeuser, holding a variety of positions. Most notably, he was Unit General Manager for more than 18 years.
Patrick Gloux, P.Eng., has been promoted to Structural Department Head KGS Group’s Winnipeg office. Gloux has more than 19 years of experience. He studied at the Manitoba Institute of Trades and Technology (MITT), Red River College (RRC Polytech, Lakehead University and the University of Manitoba, earning a B.Eng., M.Eng. and PhD in civil engineering.
Don’t just read about Canada’s most innovative construction companies—meet them in person.
After announcing this year’s 25 Innovators in Construction program, SiteNews is inviting all the winning teams for an evening of celebration, networking, live technology demos and more. Most importantly, we want our readers to join us.
If you want to rub shoulders with Canadian construction’s best and brightest, we currently have five remaining early bird tickets up for grabs. Visit the event page here and use promo code 25EARLYBIRD when purchasing tickets to get 30% off your order. But wait too long and it will be gone. The early bird rate ends Dec. 20 or once we run out.
The event will take place on Feb. 6th, 2025 at the new SiteNews HQ (2393 W Railway St, Abbotsford) at 6 p.m. The facility is also the homebase of SitePartners, a specialized marketing firm for the industrial sector, and its affiliated companies, including SiteTechnology, and SiteTalent.
“While digitization has taken construction by storm and video calling and online chatting has made collaboration easier than ever before, there is something about gathering together in person that just can’t be beat,” said SiteNews Editor Russell Hixson. “That’s why over the past few years, our team has worked to build out our event hosting capabilities and double down on live events. We can’t wait to finally host an event in our own space for the first time ever.”
Here’s what attendees can expect:
Winner panels discussing the latest trends and innovations in construction.
High-end food and drinks.
Intimate networking opportunities to connect with fellow industry leaders.
Professional video and photography to capture the event.
SiteNews’ HQ features a stunning 10,000 square-foot industrial photography studio on-site, the first of its kind in Canada.
The new SiteNews office
Parked inside SiteNews HQ will be a massive trailer filled with heavy equipment simulators and virtual reality gear. As part of a training and recruitment blitz by the British Columbia Road Builders and Heavy Construction Association the trailer has been on a three-year mission across the province to let people test-drive road building careers.
For all the event details and to purchase tickets, be sure to visit 25innovators.com. We can’t wait to see you in February!
The Emil Anderson Group (EAG), one of British Columbia’s legacy construction companies, has been in business for 87 years operating an integrated group of infrastructure construction, development, and maintenance companies, with over 600 employees in Chilliwack, and Kelowna, BC. As part of EAG, Gerry Enns Contracting has access to the resources to provide the services of a large contractor, while still maintaining the small or local contractor experience.
Gerry Enns Contracting (GEC) division has experienced significant growth since 2019, transforming from a small local contractor into a major player in B.C.’s construction industry.
Helping lead this journey is Ian Poettcker, vice-president of commercial contracting for EAG, who oversees GEC. Poettcker joined the company in 2019 after EAG acquired GEC in 2017.
A return to roots
Poettcker’s journey into construction was influenced by his father, who ran a framing and formwork crew.
“I decided I really liked construction. I really liked the people. I thought I was not suited for a corporate job that I wanted to kind of stay in construction,” he said.
After attending the University of the Fraser Valley, he shifted to the British Columbia Institute of Technology’s building technology program, graduating in 2007. His early career included positions with Ventana Construction and Dominion Fairmile in Vancouver.
The acquisition of GEC by EAG provided the opportunity he was looking for. “I started as the operations manager for GEC in 2019 and then in two years I was the general manager and now I’m a VP with Emil Anderson Group.”
Combined resources
Under Poettcker’s leadership, GEC has expanded its operations significantly. Annual volumes have grown from around $15 million at the time of acquisition to projections exceeding $50 million this year, with expectations to reach $80 million in the next few years.
The integration with EAG has been a catalyst for this growth. GEC can access more resources than ever before.
“There’s so much stuff that I don’t have to do that I get supported by Emil Anderson. If I was a business this size trying to grow, there’s a bunch of things I would be having to do off the side of my desk and I’d probably be doing them poorly. When I’m looking at hiring, working on our website or marketing we have a team in place for all of this stuff.” Poettcker said. “I can focus on other things”.
As a result, GEC has been able to expand far beyond Chilliwack and further into B.C., opening an office in Kelowna to tap into new markets.
Community-centric projects
GEC’s growth is anchored in community-focused projects, particularly in affordable and supportive housing. Their first major project was the Paramount Building in downtown Chilliwack, a collaboration with a local nonprofit and BC Housing.
“That was our first big jump into BC Housing projects,” Poettcker said. The success of this project led to additional contracts, including four other BC Housing jobs and a Canada Housing and Mortgage Corporation rental housing project.
The success of this venture led to additional significant projects, such as a 110-unit rental complex currently under construction and an elder housing project at Seabird Island. GEC built the Eddy at the Bridge project near the Vedder River in 2022 and is working on a four-storey office building in partnership with the YMCA. These projects not only demonstrate GEC’s expanding capabilities but also its commitment to serving community needs and fostering long-term relationships, especially with Indigenous communities in the Fraser Valley.
This approach has been especially fulfilling for Poettcker, a Chilliwack native.
“I have a five-minute commute to work,” Poettcker said. “This is the town I grew up in. I love Chilliwack—the smallest big city in the world.”
A people-first approach
Central to GEC’s success is its focus on hiring for fit rather than just experience.
“We don’t hire resumes; we hire slow,” Poettcker explained. The company emphasizes finding individuals who align with their team culture.
“Having people in the office that you like working with literally makes you better at your job,” he said. “We have a group here that people enjoy being a part of.”
This approach has fostered a collaborative environment that benefits both employees and clients. “Everyone wants to work hard. Everyone is helping each other out,” Poettcker said.
Looking ahead
As GEC continues its upward trajectory, Poettcker remains committed to his community. “I love it. I never want to leave Chilliwack, and it’s great. I couldn’t like what I do more,” he said.
With a strong foundation, strategic partnerships, and a dedicated team, GEC and the Emil Anderson Group are poised for continued success, contributing positively to the communities they serve across British Columbia.
