Category: People

Matt Roberts has been on both ends of the construction labour shortage and is using his real life experiences both, good and bad, to build a unique platform for workers and companies in the temporary labour space in Canada. 

After leaving the UK construction industry to settle in Vancouver, the experienced carpenter struggled to find connections and make a living wage. And after starting his own contracting company, he had to build out his own international network to source quality workers. 

With the Canadian industry facing a critical shortage of workers, Roberts felt his approach could solve two problems at once: support overseas workers looking for a better life and providing high quality and legal labour for construction. 

The result was A Few Good Lads, a labour service that specializes in construction and related sectors, and adopts a long-term approach to reinforcing the industry’s ranks. 

Raised in Sheffield, a historic steel-producing city in South Yorkshire, Roberts was immediately drawn to the trades. His family has a rich history of carpentry, furniture making and steel production, so he decided to also work with his hands.

“I went down the non-academic path and I love it,” said Roberts. “I really took a shine to it, and I was lucky enough to get trained by a master carpenter in the UK. I learned good, standard carpentry and was fortunate to work on some beautiful properties. I fell in love with it straight away and I never thought about doing anything else. I’ve always loved construction and have an interest in architecture. It’s being able to put your stamp on something.”

Coming to Canada

At 23, Roberts was at a crossroads. He could play it safe and put a downpayment on a house in his hometown or try something new. Coming from a poor background, he’d never been able to travel. So, he decided to pack his bags and explore the world. It was a years-long journey that transformed his thinking and eventually landed him in the Canadian industry. 

He saw Israel, India, parts of Asia and even lived in Australia for several years. All along the way he made friends and learned about other cultures. 

“I met some Canadians and Irish people who’d settled in Vancouver, so I decided to come see them for a few months and here I am 13 years later,” said Roberts, who also recently became a Canadian citizen.

But early on it wasn’t easy. Despite his extensive trades experience, Roberts struggled to have his credentials and experience recognized in Canada and be compensated accordingly.  

Eventually he was able to familiarize himself with the local industry, earned more and started his own contracting company. He then ran into the same problem construction companies across the country are familiar with finding quality labour. 

“I used the general labour companies that existed then and it wasn’t cutting it,” said Roberts. “The quality wasn’t there, and the guys weren’t working out.”

He began tapping into his global network that was built up from years of traveling and sourced labour from the expat community. 

“I won a project in Shaughnessy doing a big house and used my lads and all the subtrades were saying asking where I found such good workers and that’s kind of how A Few Good Lads was created.”

A home away from home

Unlike other labour services, Roberts wanted to create the kind of community and support that wasn’t there when he was starting out in Canada. 

“I wanted to give us immigrants a fair landing pad and a fair wage,” said Roberts, whose team helps workers by providing insights into moving to Canada, securing a job and finding housing. They also provide social events, meetups and support for whatever may arise. 

The process starts even before workers get on a plane. Lads has strategic partners in several countries that help vet candidates and prep them for Canadian life and the local industry. 

“We’re a home away from home and offer support all the way through, so I don’t think other competitors in our field have the same retention that we do,” said Roberts.

He noted that this feeds into long-term upskilling, which means higher wages for their workers and more experienced people for clients. 

“That’s our ethos. We want to develop people who are going to stay in Canada, be a part of the Canadian lifestyle and want to work in the industry,” said Roberts. 

Lads has been able to take people with little or no construction experience, provide relevant training and help them build careers as a foreman or site superintendent. Roberts believes that Lads is a social enterprise as much as it is a business and can be a force for good.

“It’s the same feeling I get when I have built or renovated a house for a family. This is my replacement for swinging a hammer, it’s helping these guys make a go of it,” said Roberts. 

“It’s also about giving back to Canada and being a part of the Canadian experience,” he said. “I’m a really proud recent citizen here, and it’s great knowing that some of our lads will become citizens and contribute back into the Canadian way of life.” 

Lads has its eye on expansion. They’ve seen remarkable success in Vancouver and Toronto and currently have their eye on setting up shop in Calgary, Kelowna and Vancouver Island. The big picture isn’t just helping construction. It’s about helping Canada solve a real problem that is driving up construction costs and housing prices.  

Demographic cliff

With massive parts of the construction sector forecast to retire, Roberts really believes a more refined immigration strategy could be key to maintaining the workforce. 

A recent report by BuildForce Canada found that Canada’s immigration system heavily favors university-educated applicants and overlooks individuals with trade certificates or competencies needed in the construction sector. A small percentage of applicants admitted to Canada have apprenticeable or non-apprenticeable trade certificates (4%), while a large chunk have university education (69%).

“I think focused immigration is the key solution to mitigating the current labour issues. We need to target immigration more specifically towards the industry then offer pathways to continuing training and certification in the Canadian system’” said Roberts. .” We are really proud that a Few Good Lads is able to play such a key role in connecting aspiring workers with good quality local companies” 

If you are looking for labour or recruitment services, contact the team at A Few Good Lads.

More often than not, people are visiting a hospital during a challenging time in their life.

The doctors, nurses and other staff have a critical role to play in ensuring patients get the care that they need, but the building itself can also assist in healing. Architecture firms like Parkin Architects, which specializes in designing medical facilities, are experts in creating spaces that provide privacy, efficiency, dignity and comfort.

They have worked on some of the nation’s largest and most sophisticated healthcare projects, including South Niagara Hospital, Surrey Memorial Hospital (Critical Care Tower), Royal Inland Hospital, Royal Columbian Hospital and more.

One of their recent projects, the new Western Memorial Regional Hospital in N.L. recently opened. It features a top floor designed specifically for mental health care.

The mental health care floor includes an adult unit, medical unit, a small child and adolescent unit, two observation rooms, a day program area and separate and secure outdoor terraces that have views of the mountains and harbour to promote mental healing.

SiteNews spoke with Parkin Principal May Chow, an expert in sustainable and healthcare design, about what goes into creating a modern healthcare facility.

SiteNews: What prompted you to specialize in the healthcare sector as an architect and what sort of training and knowledge does it take to get into this niche?

Chow: As an architect, I have a passion for creating built environments that focus on improving people’s quality of life. This is especially true by specializing in the healthcare sector as the spaces we design will be experienced by almost everyone at one stage or another, and most often, in the case of patients, it is during their most vulnerable time.

As part of our role as healthcare planners, we have the opportunity to work collaboratively with clinicians, hospital staff and key stakeholders through many rounds of user group meetings. One of the most invaluable skill sets is problem solving; finding design solutions through listening, understanding and prioritizing the clients’ requirements. Experience through internship training and knowledge gained through working in the healthcare facilities are keys to successfully navigate the design process in this niche. In recent years, studies in healthcare architecture as a specialization are also available at various schools of design and architecture across the country.

I understand your team recently wrapped up work on the Western Memorial Regional Hospital Project in Corner Brook. Can you tell me about how Parkin got involved in the project and what its role was?

Parkin is an award-winning architectural firm and a leader in healthcare design. In 2018, in response to the RFP issued by the Government of Newfoundland and Labrador to design and build a replacement facility to the aging Western Memorial Regional Hospital at a new site in Corner Brook, Parkin was invited by Corner Brook Healthcare Partnership to be the project architect in joint venture with B+H Architects and John Hearn Architect. As the lead healthcare architect, Parkin designed and planned most of the clinical departments. Our objective was to create a healing environment that reflects Western Memorial Regional Hospital’s vision to offer the best patient experience and to provide excellence in care.

My understanding from learning about the role general contractors play in hospital projects is that they are often extremely challenging. From a design perspective, what are some of the unique challenges that come with working on a medical facility?

Today, in the field of architecture, the fundamental design principles such as sustainability requirements to combat climate change, universal and accessible design are constantly evolving. In the specialization of healthcare design, there are additional specific standards that require our knowledge for implementation. Being cognizant of the best practices of evidence-based design and the latest breakthroughs in medical technologies and equipment are keys to a successful healthcare project. Another unique challenge involves the understanding of the principles and protocols of Infection Prevention & Control which affects all aspects of design including room layouts, material selection, locations of sinks and other mechanical systems.

How did the idea of including a mental health care floor come about? 

The requirement of a 24-bed adult inpatient mental health unit and a 2-bed pediatric and adolescent inpatient unit were the contractual programmatic requirements of the Project Agreement. At the start of the design process, after many iterations of departmental configurations, we concluded that the mental health program should be a department by itself on the top floor. For safety reasons, no other patient, visitor nor staff will need to come to this floor without reason. This top floor offers the patient rooms with the best panoramic views of Corner Brook, while at the same time offers the most privacy as other portions of the hospital cannot overlook the rooms, nor overlook the dedicated outdoor terraces on this floor.

What sort of research, expertise or inspiration did the team draw on when designing this portion of the hospital?

The objective of our design is to create healing environments that provide a sense of safety and promote positive behaviours. Our team draws on experience from similar projects, best practice knowledge, mental health guidelines and evidence-based design (EBD) research to develop the
design of this unit.

What are some of the features included in the mental health floor that can support a person who is experiencing a mental health issue?

Safety and security are key principles that are embedded in every aspect of the design on this floor. When a patient is experiencing a mental health issue, physical safety, mitigating the risk of self-harm and harm to others are crucial. The program provides for a safe room and two high observation rooms for patients who need a sense of refuge away from other patients. To access these rooms, on-floor discreet routes that preserve patient privacy and dignity are provided for the adult patients and are completely separate and distinct from the route for the child and adolescent patients. Once the patient is ready, they can go back to their own room, back to their community on the floor.

Is mental health becoming more of a consideration when it comes to designing hospitals and other buildings?

Mental Health affects all of us and yes, mental health programs and departments have become an integral part of hospitals. It is not enough to just address medical conditions as studies have shown that patients with medical issues are more likely to have mental health issues. It is important to design an environment that promotes both physical health and psychological well- being.

What does it mean to you and the rest of the design team to be able to support mental health patients and others for years to come?

I, and the design team at Parkin, feel very privileged to work on this important project, the new Western Memorial Regional Hospital. This hospital will be providing important services such as mental health support to the communities in western Newfoundland and Corner Brook. Every project we work on, we are cognizant of the patients and staff for whom we are designing. And every mental health project such as this one has its unique challenges. Resolving them will add to our learned experience to contribute, improve upon, and inform other future mental health design projects.

Key Takeaways:

• More and more companies and municipalities are realizing the benefits of social procurement.
• David LePage, who passed away this summer, was a key figure in promoting social procurement in Canada. His work helped to develop the concept and encourage companies to adopt social procurement practices.
• By opening up opportunities for underrepresented groups, social procurement can help to bring more talent into the industry.

The Whole Story:

Advocates for social procurement have had a bittersweet year. 

The movement to utilize construction spending to benefit local communities has gained traction among some of the nation’s largest construction companies and on some of its largest projects. Buy Social Canada, one of the main forces behind the movement, celebrated its tenth year and was preparing to reflect on its growth. 

But then Buy Social Canada’s founder and a champion for ethical and impactful construction spending, David LePage, suddenly passed away after a brief illness. 

“It’s almost impossible to say in words the impact that David had,” said Elizabeth Chick, Buy Social Canada CEO. “He was really instrumental in driving forward both the social enterprise ecosystem and the work that’s been achieved there in the last decade and the social procurement movement in Canada.”

Chick stated that his legacy will be as someone who was able to make progress in these efforts while understanding what these concepts should look like in practice. 

“The fruits of that labor are the social outcomes that we are seeing across the country,” said Chick. “And there are folks not just across Canada, but globally who want to thank David for the work that he’s done to drive social enterprise forward.”

Part of that legacy is helping companies like Delnor Construction Managers, which implemented social procurement policies on the kihcihkaw askî (Sacred Land) project in Edmonton. The city partnered with various Indigenous organizations for the project and there were requirements to ensure Indigenous people and businesses could participate in the work. 

“That was the beginning of our journey,” said Delnor Construction corporate project development manager Jason Deboski. “We worked with Buy Social to develop a social procurement framework.” 

Delnor did internal surveys with their vendors, trained employees and explored the concept of social procurement in construction. 

“I feel that construction can bee a tool to have a social impact in our communities,” said Deboski. “Barriers to entry are fairly low. You can start as a labourer and build a great career for yourself.” 

Deboski added that learning about the impact Delnor can have on the Edmonton community, especially with underrepresented groups like Indigenous people, has been a game changer. 

“It’s super important to me to be able to build a career for myself and the people that I work with,” he said. “But to be able to have a positive social impact in this community and see others getting to follow in the path I’ve been fortunate to walk down, it’s incredibly exciting and rewarding. Construction has given me so much. I am halfway through my career. I’ve learned a lot. To be able to give to others what has been given to me is the biggest draw in all this.”

LePage’s efforts have also reached some of the nation’s biggest, most sophisticated contractors. Early on, it was just Chandos, led by longtime social procurement advocate Tim Coldwell, who has since left Chandos to continue social procurement advocacy at Énska, Canada’s first Indigenous real estate advisory and project governance practice.

“I’ve known David for nearly a decade and worked closely with him advocating for social procurement across Canada,” said Coldwell. “David’s vision for a more inclusive society lives on through the work that Elizabeth Chick and her team at Buy Social Canada do every day. Through his work, David impacted the lives of thousands and thousands of people across Canada and he will be remembered for that.”

During the last decade the list of companies looking integrate social procurement into the business has steadily grown. 

“When I started at Buy Social Canada, we were just working with Chandos. Now we are working with Chandos, Delnor, PCL, Bird Construction, Clark Builders and a lot of these general contractors,” said Chick. 

She noted that many builders are starting to realize that social procurement isn’t just good for communities. It’s good for business. 

“We are having conversations with these contractors and they are saying that it used to be, and still is, a value add, but now they are starting to realize and quantify the work they are losing by not doing this because it is becoming a requirement,” said Chick. “Municipalities across the country—Edmonton, Calgary, Wood Buffalo, Peterborough, Brampton, Toronto—All them them are starting to ask in bids what are you doing for inclusive employment, if you practice social procurement.” 

With the nation facing a critical shortage of skilled construction workers, Chick believes that social procurement could be a great way to unlock talent from underrepresented groups. 

“We’re talking about opening up a pipeline of people and businesses that you may not have encountered before and so really this is an opportunity as the industry is facing a skill shortage, as we’re experiencing these supply chain issues,” she said. “These are people and businesses that are ready to serve you and work with you on that project to ensure that you are both successful and we are really seeing that.”

Chick explained that Buy Social Canada offers education and training on what social procurement is and provides the tools that are needed to put it into practice. They also do consulting and partnerships with the public and private sector and then help put that into practice on the ground.

One of the key tools Buy Social Canada has produced to aid these efforts has been a guide to community benefits and construction. The group also plans to release an updated guide to social enterprise this September. 

Those looking for a way to remember LePage and his legacy have been asked to consider donating to the Social Enterprise Policy Fund which he established.

Rain City Industrial’s strategy for Western Canada is anything but generic. They have built a team of specialists.

The west coast-based industrial design-build firm has managed to carve out their own place in warehousing/logistics, cold storage, agritech & food processing, manufacturing, and life science markets. We caught up with Brett Jeffrey, president, CEO & partner, Rain City Industrial, to chat about how they zeroed in on their niches, what it takes to be a successful industrial builder and how their team is overcoming workforce shortages, high costs and other challenges the industry faces.

SiteNews: Tell me a bit about Rain City, its team and the regions that you build in.

Brett Jeffrey: Rain City Industrial is Canada’s premier design-build firm specializing in industrial workspaces and specialty construction. At Rain City Industrial, we specialize in the integrated design and construction of industrial workspaces including distribution, manufacturing, cold storage and food processing facilities. Our team of experts in workspace planning, design, project management, construction, and real estate delivers tailored solutions for our industrial clients. We operate primarily in the Lower Mainland, Okanagan, Vancouver Island, and Alberta, leveraging our regional expertise to drive successful projects and provide innovative industrial spaces.

What are some of the niches that Rain City caters to and what sort of clients do you serve?

Rain City Industrial specializes in a variety of unique industrial projects tailored to specific market needs. We focus on high-density storage facilities, including logistics, manufacturing, and warehousing, as well as specialized facilities requiring precise environmental controls, including food processing, cold storage, pharmaceuticals, life sciences, agritech, and data centres. Our clients range from large corporations seeking expansive warehousing and distribution centres to smaller enterprises needing customized manufacturing and storage solutions. Our in-house, all-inclusive, design-build approach allows us to meet the unique demands of each project, delivering tailored, high-quality industrial workspaces. This method ensures seamless integration of all components, facilitating smooth and efficient operations for our clients.

What sort of trends are you seeing in industrial space requirements?

In the industrial real estate sector, there’s a growing preference for properties strategically located in core markets close to essential logistics, skilled workforces, and amenities. This choice not only optimizes operations and attracts top talent but also focuses on designing facilities with future expansions in mind. By prioritizing scalability and adaptability, businesses ensure their spaces can evolve to meet changing demands, making location a crucial factor for long-term competitiveness and growth. With space at a premium, companies are also maximizing their industrial workspaces vertically. Vertical storage solutions like multi-level racking and automated systems are becoming increasingly popular, allowing businesses to efficiently use every cubic foot of their facilities. This shift enhances storage capacity and operational efficiency, which is crucial for managing inventory in constrained spaces.

What are some of the unique challenges that emerge when trying to create temperature-controlled environments?

Creating temperature-controlled environments presents several unique challenges. These include ensuring precise temperature regulation, managing humidity levels, and integrating specialized insulation and heated floors. Additionally, the need for temperature-controlled fire suppression systems and customized racking designs can complicate the process. At Rain City Industrial, our all-inclusive approach is pivotal to our success in addressing these challenges. We ensure seamless coordination of all project components by integrating specialized design and construction expertise in-house, along with company-owned vertically integrated trades such as refrigeration and racking. This integration facilitates a streamlined workflow, enhancing the efficiency and coherence of every project. Our comprehensive design-build process tackles the unique challenges and risks of misaligned project designs and fragmented schedules. By streamlining the entire process from design and permitting to construction, we ensure a unified and efficient execution, promoting efficiency on the construction site and overcoming the complexities associated with temperature-controlled environments.

What sort of projects or clients require these kinds of facilities?

These facilities are required for various projects and clients, including cold storage warehouses, refrigerated distribution centres, food and beverage processing, pharmaceutical storage facilities, data centres, laboratories and research facilities, food processing plants, cleanrooms for manufacturing, and medical storage rooms (used to store vaccines and biological samples).

How were you and your team able to develop the skills needed to specialize in this area?

We have developed the skills needed to specialize in this area by hiring experts in industrial workspaces, temperature-controlled environments, racking and storage, and specialty construction. Our in-house specialists actively manage our industrial designs, ensuring projects are built on practical and sound construction methodologies. Our senior leadership team trains our new generation of professionals through active participation in all aspects of the industrial design-build process. This mentorship and hands-on experience ensure continuity of expertise, ultimately maintaining our high standards in creating efficient, high-quality industrial spaces.

I understand that Rain City is the only design-build contractor in Canada with a warehouse racking and storage dealership. What prompted Rain City to develop this capability and what benefits does it provide?

Racking is a critical component in most industrial workspaces, essential for maximizing space utilization and enhancing operational efficiency. At Rain City Industrial, our unique capability to manage racking design and construction in-house as part of our warehouse racking and storage dealership allows for the seamless integration of storage solutions within the overall project design. This coordination extends through all phases of the project, including design, permitting, and construction. By incorporating racking systems directly into the workspace design, alongside considerations for lighting and fire suppression, we create a cohesive and safe environment that significantly boosts efficiency and aligns with our clients’ broader project goals.

Where do you see the major areas (geographically) of growth and opportunity in the industry project sector?

The Lower Mainland is a key area for industrial growth, particularly in e-commerce logistics, port-related infrastructure, and high-tech industries. Constrained land supply and rising demand are driving the need for large, well-located industrial spaces near major transportation hubs. Okanagan’s focus on agriculture and agritech, as well as Vancouver Island’s renewable energy and marine industries, also present significant opportunities for industrial development. In Alberta, diversification beyond oil and gas is leading to growth in advanced manufacturing, technology, and renewable energy sectors. Cities like Calgary and Edmonton are becoming hubs for these industries, driving demand for new industrial spaces to support this evolution.

What sort of kinds of builds are you seeing in high demand right now and where do you see that demand going in the future?

Currently, the highest demand for industrial builds is centred around core markets with strong workforce pools, excellent transportation links, and comprehensive amenities. These areas are highly desired by businesses focusing on industrial manufacturing and logistics due to their strategic locations. Due to rising property costs, there is also a high demand for industrial builds that maximize warehouse cubic square footage. Owners and occupiers seek efficient workspace designs that utilize vertical storage through advanced racking systems and compact automation solutions. This trend is driven by the need to optimize space and enhance operational efficiency. Looking forward, the emphasis on smart technologies and scalable designs will grow as businesses aim to future-proof their facilities and improve productivity.

The construction industry is facing high costs, labour shortages and many other challenges. What sort of approach to construction have you found to be most successful in mitigating project risks?

In today’s construction industry, marked by rising costs and labour shortages, having a strong workforce and strategic industry alliances is key to mitigating project risks. Aligning with expert trades and consultants enhances project execution, maintaining timelines and budgets by leveraging specialized knowledge. Additionally, owning critical design-build trades like refrigeration and racking allows for tighter integration and control in the construction process. This not only streamlines operations but also minimizes delays and cost overruns, enabling efficient adaptation to the dynamic construction landscape and significantly reducing project risks.

Blackline Site Works

Crews with Blackline Site Works, a civil construction company based in Surrey, prep a site.

Surerus Murphy Joint Venture

Surerus Murphy crews work on a steep slope.

Graham

Graham hosts a group lunch to celebrate the significant milestone of completing the Arena structure at the Southeast Event Centre in Manitoba.

Wildstone Construction Group

A Wildstone superintendent snapped a shot of an arctic fox, taken on Banks Island in Canada’s Inuvik Region.

Clark Builders

Clark Builders crews support Little Warriors Be Brave Ranch by building therapy sand tables. The six tables will play a vital role in play therapy, helping children express their emotions and heal through creative play.

Jacob Wiens / North Star Contracting

North Star Contracting’s team does paving in Calgary.

Ventana Construction

Ventana’s team takes a break to smile for the camera at its Sohkeya site in Surrey.

Sideros Ironworks

The Sideros team is in process of crowning the Icon Tower at Southgate in Burnaby.

Alberta Premier Danielle Smith

Alberta officials celebrate the opening of the expanded BMO Centre. The project required over two million construction hours and contributions from nearly 5,000 tradespeople, including demolition crews, steelworkers, drywall installers, and electrical and mechanical teams.

Priestly Demolition

Priestley crews burn the midnight oil on a demolition project.

Gerry Ens Contracting

A worker lays down a weld on a four-storey Hocking Avenue Business Centre in Chilliwack.

Trans Mountain

Trans Mountain crews work in front of a snowy mountain backdrop.

Victoria Mancinelli – LiUNA

LiUNA Members and workers mark a historic morning as ironworkers and operating engineers in Canada and the U.S. completed the installation of the final two edge girders for the Gordie Howe Bridge deck.

Norland Limited

Kids experience construction up close at IUOE Local 115’s 25th Annual Heavy Equipment Rodeo in Maple Ridge. The event welcomes everyone from children to young adults beginning their careers in the trades to get hands-on experience with operating heavy equipment.

Zach Melezr / Benedict Pipeline

Benedict Pipeline in Alberta lines up their machinery for maintenance and cleaning.

Miguel Hernandez Arrese / Votorantim Cimentos

Crews are hard at work on the Parliament Centre Block revitalization project in Ottawa. It is the largest, most complex rehabilitation of a heritage asset in the nation’s history. PCL Construction and EllisDon are working together on the project. CBM (Canada Building Materials) is supplying ready mix concrete.

The Shot of the Month goes to:

Matea Herauf / Stormtec Water Management

Stormtec’s team assists with repairing a broken water main in Calgary. The damaged main caused widespread water restrictions in the city which are now in the process of being lifted.

Hasan Youssef has joined Infrastructure BC as a senior associate. Youssef brings experience in project management and engineering, having recently served as an assistant project manager at Pomerleau.

Diamond Schmitt has announced the appointment of two new principals, five new senior Associates, seven new associates, and one new director, along with two administrative promotions, strengthening the firm’s leadership team. See all the changes here. 

Nadine Fullarton has started a new position as CEO at Housing Hub of New Brunswick. Fullarton previously served as CEO of the Chamber of Commerce for Greater Moncton and as a director on the Canadian Construction Association’s board. 

Cavin Green has been promoted to chief operating officer at Cedar Coast. Green says he looks forward to providing continued support to the Cedar Coast team, its investors as well as other business partners.  

Javier Sevilla Roca has been promoted to CEO of Flatiron Construction. Roca will continue guiding the company as it focuses on emerging growth markets while continuing to strengthen its broad leadership in heavy civil construction. Prior to joining Flatiron in 2013 as chief operating officer, Javier was CEO of Pulice Construction.

Mike Lamontagne has been promoted to director of construction at Westridge Construction. He has been with the company for nearly 20 years. Westridge officials stated that he has been a cornerstone of the company’s success. Beyond his professional achievements, Lamontagne recently received the Volunteer of the Year (South) Award for Hockey Saskatchewan, highlighting his commitment to giving back to the community.

Lisa Prime is Diamond Schmitt’s new director of sustainability. Prime brings over 30 years of experience in community planning, progressive green building design, and developing performance-based solutions at an urban scale, including master plans for Toronto’s waterfront, the City of Markham, and Halton Hills; and has developed sustainable strategies and climate policies for municipalities across the Greater Toronto Area and Winnipeg Region. Lisa will guide Diamond Schmitt’s sustainability approach, driving strategy, education, and analysis of benefit on projects across all sectors.

Loraleigh Kovacik has started a new position as RAM’s vice president of business development. Kovacik brings a wealth of experience and strategic insight from her extensive career in building and
transforming businesses and leading high-performance teams in the energy, telecommunications, and IT industries. She has previously held leadership positions for ATCO Infrastructure Services, Rogers
Communications and Sprint Canada.

Kirk Fisher, CEO of Lark Group, is celebrating 35 years with the company. Officials say Fisher has been instrumental in shaping the company’s trajectory for decades. His journey began at the King George Mobile Home Park and continued as he played a pivotal role in establishing the Health and Technology District and the HealthTech Connex group of companies.

Multiple Canadian construction professionals have been shortlisted for EY Entrepreneur of the Year (Pacific Region). They include:

• ETRO Construction president Mike Maierle
• Orion Construction president Josh Gaglardi 
• Michael Green Architecture founder Michael Green 
• Michael Green Architecture principal Natalie Telewiak
• Concert Properties CEO Christine Bergeron
• First Nations Major Projects Coalition CEO Niilo Edwards
• Musqueam Capital Corp. CEO Stephen Lee.

Jennifer Price is McElhanney’s new president and CEO. She is taking over for Allan Russell, who served in the role since 2013. Her previous roles include CEO, US of Buro Happold, and executive and senior leadership positions at AECOM, CH2M, and GHD.

Jennifer’s strategic mindset and leadership skills have consistently yielded success in her previous endeavors. She will empower her strong management team while mirroring the personal attributes that reflect McElhanney’s valued culture.

Catherine Roome, PEng, McElhanney Ltd. board chair

Charlton Mosdier has started a new position as senior project manager, civil & infrastructure, at Pomerleau. 

Stephanie Bellotto has been named manager of government relations and communications for the Ontario Sewer & Watermain Construction Association as well as the Greater Toronto Sewer & Watermain Contractors Association. 

We are thrilled to welcome Stephanie to our team. Her extensive knowledge of the provincial political landscape and communications expertise will be instrumental in advancing the interests of our members, particularly during this pivotal moment within the construction industry as we grapple with issues around investments, growth, and workforce development.

Patrick McManus, executive director of OSWCA and GTSWCA

Carly Guilcher has joined Trico Homes as its new director of construction management. She previously spent seven years serving in various roles at Clark Builders, including director of preconstruction solutions and director of project development.  

Michael Lines, area manager for Emil Anderson Construction, has received the company’s Frank Jacobs Operational Excellence Award. The award is in honour of Frank Jacobs, who served as vice president and director of operations. The company says Jabobs was an exceptional leader whose contributions were immeasurable.

Dave Cassidy, the former president of Unifor Local 444, has been appointed as skilled trades special advisor to Ontario’s minister of labour. He will assess the workforce needs in Ontario’s skilled trades, focusing on the manufacturing and automotive industries, including electric vehicles (EV).

Dave Filipchuk, PCL president and CEO, has been elected a fellow of the Canadian Academy of Engineering. The honour celebrates Filipchuk’s distinguished achievements and career-long service in engineering.

Jesse Percy is starting a new role as vice president, special projects, at Flatiron Construction.

Brian Shelton, a current independent board member of Graham Income Trust (GIT), has been appointed GIT chair of the board. In addition to 21 years of construction and engineering experience, he brings extensive knowledge in capital transactions in mergers and acquisitions in the global marketplace.

Sean Ennis will join Allnorth Consultants as the new operations leader in Vancouver and vice president of metals & minerals. Ennis has more than 30 years of mining experience spanning North and South America, Eastern Europe and Austral-Asia. 

Nathan Carter has joined Hillcore Group as senior VP portfolio operations.

Lisa Grago has joined Cooper Equipment Rentals as its chief people officer. brings over 25 years of experience in human resources and Cooper says she is dedicated to fostering a culture of growth and inclusivity.

Curtis Scott is starting a new position as director development planning at City of Surrey. Before this role, Scott spent six years working for the City of Coquitlam as manager of land development and director of city lands & real estate.

Ben Temple, has joined the Wales McLelland team as its new business development manager. Temple is a former commercial real estate broker and acquisition manager with over 14 years of experience in a variety of real estate sectors. He will help Wales identify opportunities for new partnerships and continued growth, manage the development and execution of market plans, and work to successfully advance projects for clients.

Onne Van der Weijde is CarbonCure‘s newest board member. He is a veteran cement executive with 30 years of experience solving complex problems for construction materials companies. He currently serves as senior adviser to the CEO of CRH, one of the world’s largest vertically integrated materials and construction companies.

Onne’s extensive experience in the global construction materials industry — particularly cement manufacturing — combined with his proven ability to drive growth and operational excellence, will greatly enhance our mission to deliver innovative, sustainable solutions that empower concrete producers worldwide.

Robert Niven, CEO, CarbonCure

Geoff Ruytenbeek has been promoted to manager of infrastructure engineering (acting) at Ontario Power Generation.

Argon Robinson has joined the Fort Modular team as its new construction manager. It is a new role at the company intended to expand Fort’s capabilities and services. Working in tandem with Fort’s current team, Robinson will focus on site execution.

Mike McFarlane has started a new role at Avison Young as principal and director of its Toronto valuation and advisory team. Avison Young stated that McFarlane’s extensive experience in commercial property valuation and his leadership skills will be instrumental in expanding its capabilities and mentoring the next generation of appraisers.

Sean Lal is starting a new position as vice president – project commercial implementation – CPG Rapid Transit at Metrolinx. He will oversee all commercial elements of the LRT and Subway Extension projects under construction.

Burnaby-based ETRO Construction is embarking on a long-term partnership on Vancouver Island through a strategic joint venture alliance with Victoria-based Durwest Construction Management. This alliance aims to leverage the strengths of both firms to offer enhanced construction services on the island.

ETRO Construction views this partnership as a natural fit due to shared values and construction approaches, in addition to a true focus on building impact in their communities.

Mike Maierle, President of ETRO, highlighted the synergy between the two companies, explaining that his team’s innovative approach to construction coupled with Durwest’s decades of experience and established relationships in the region will provide significant value to their clients.

The joint venture will focus on mixed-use master-planned communities and institutional work. Additionally, ETRO plans to offer its Revive brand, targeting retrofits, heritage upgrades, building rehabilitations and more. 

“We’re excited about working with a great company who have 40 years of history, deep roots and a fantastic reputation,” said Maierle. 

Zoe Mitchell, President of Durwest, said she was excited to work with an innovative and technologically sophisticated builder like ETRO as opportunities in the region grow. 

“There is so much development of affordable housing projects and ancillary developments like schools, hospitals and transportation infrastructure. There is an influx of population growth because it’s a great place to live,” said Mitchell. “We are set up for the future and it looks bright here.”

Founded in 2015, ETRO Construction is one of Vancouver’s fastest growing construction management and general contracting firms. Built on a foundation of quality and rooted in a commitment to creating exceptional projects and experiences, we add value to lives and communities through our people, our expertise, and our passion for doing things differently.

Metrolinx

Renny, a tunnel boring machine, breaks through the final wall after two years of digging for the Eglinton Crosstown West Extension project.

Turner Construction

High school carpentry apprentices wrap up their time with at Canadian Turner Construction Company‘s Self Perform Operations’ warehouse.

Ventana Construction Corporation

Ventana crews document their historic work on the creating the world’s most seismically advanced mass timber building, The Hive, in Vancouver.

WDBA-APWD

The Gordie Howe Bridge Project is inching closer to meeting in the middle. While more steel and concrete needs to be placed, the gap to connect the deck is only 11 metres.

CGC Inc.

Construction is officially under way on CGC’s newest and most sustainable manufacturing plant in Wheatland County, Alberta.

Mike Garrod / True Mechanical

While True Mechanical superintendent Mike Garrod utilizes BIM and AutoCAD to design and fabricate mechanical rooms and systems, he still can dust off his pencil and plan things the old-fashioned way. These drawings were for Anthem Properties’ JINJU project in Coquitlam, B.C.

Bird Mechanical

A welder with Ontario-based Bird Mechanical goes about their work.

SiteNews

We can’t help but toot our horn a little bit. Here is a shot from our recent event to celebrate Construction’s Most Influential People in Calgary. In this shot, SiteNews co-founder Andrew Hansen (left), Orion Construction president Josh Gaglardi (middle) and SkilledTradesBC CEO Shelley Gray (right) participate in a panel.

SHD Aerial Services / Lafarge Concrete

Crews work on Concert Properties‘ Myriad project in Coquitlam. The project team includes Bosa Construction and Lafarge Concrete.

Raymond McDonald / ATCO

Raymond McDonald, supervisor of work coordination for ATCO‘s electricity division – Drumheller operations, captures an out-of-this-world shot of the Northern Lights.

The Shot of the Month goes to:

Carlos Planelles / Acciona

It’s safe to say this team has all the camera angles covered. Crews celebrate tunnel boring machine Elsie breaking through to Arbutus station for the Broadway Subway project in Vancouver.

• Corporate Health & Safety Manger – Kitchener, Ont. – Gillam Group
• Senior Project Manager – Mississauga, Ont. – Bird Construction
• Senior Project Coordinator – Peterborough, Ont. – Matheson Constructors
• Chief Estimator – Vancouver, B.C. – Urban One Builders
• Senior Project Manager – Montreal, Que. – Broccolini
• Site Superintendent – Vancouver, B.C. – Kindred Construction
• Manager of Building Design & Construction – Charlottetown, PEI – Government of PEI
• Superintendent – Delta, B.C. – BlueCity Construction
• Senior Estimator – Vancouver, B.C. – Govan Brown & Associates

Mary Van Buren has accepted a position as governance & strategy advisor at tng after more than six years as president of the Canadian Construction Association.

Jason Dew is stepping into a new role as senior manager of brand storytelling at Procore Technologies.

Thomas McDougall has been promoted to vice president of operations at Jacob Bros Construction.

Keeli Husband has been promoted to director, business development at EllisDon.

Chandos has changed up its leadership team: Nicholas Darling is chief operating officer, Ellie Choi is senior vice president (risk and legal), Oliver Dees is senior vice president (strategic services) and D’Arcy Newberry is senior vice president (civil and Edmonton).

Mindy Henyu starting a new position as senior manager, Indigenous relations at Aecon Group. Henyu is an Indigenous woman from the Tahltan Nation and Waterhen Lake Cree Nation living in Treaty 7 territory

Jon Castillo has been promoted to operations manager of construction at Orion. He has been with the company five years and Orion says he brings a wealth of experience to his new role.

Larry Mac has stepped into a new role as regional director for Vancouver Island and Amy Livingston has been promoted to senior project coordinator at MAKE Projects.

Derrick Leung has joined Urban Systems as its new civil engineering technologist.

EllisDon has announced leadership appointments in Eastern Canada: Wayne Ferguson (senior vice president, construction, buildings), Mike Armstrong (vice president and area manager for Ottawa) and Brad Cyr (vice president and area manager for Quebec). 

Brianne Mahon has been promoted to community relations director, North America, at GFL Environmental. Mahon also recently celebrated nine years at the company. 

After seven years away, Austin Vlooswyk is returning to WSP Canada as senior director, business development – energy, resources and industry, west. 

Annette Cooper, director of data & analytics for Graham, was one of the winners for the Top 100 Data & Analytics Professional Awards at the 2024 OnConferences Icon Awards. Winners were voted on by their peers. 

James Fisher has retired from Kinetic Construction after 13 years of service. The company noted that Fisher was instrumental in mentoring multiple superintendents, foremen, carpenters, project managers and project coordinators.  

Jill Truscott is now senior director of global marketing at CarbonCure Technologies. 

Braden Barwich has been promoted to VP of revenue at SiteMax after five years with the software provider. The company stated that Barwich has played a pivotal role in bringing most of its customers on board.

Christina Chiarini has transferred to PCL’s solar district as district HR/PD coordinator after serving its Toronto district for more than two years. 

Jonathan Graham has joined Kindred Works Development as its new manager of building performance. He holds a master’s from Toronto Metropolitan University in building science and has experience in sustainability analysis as well as architecture and engineering consulting.

Pongsatorn Phimnualsri has started a new role as preconstruction technologist at Stack Modular. 

Cheryl Schindler is Maple Reinders’ new business development manager for its western operations. Schindler said Innovation, integrity, and a diverse portfolio of complex projects are part of what drew her to the company.

George Stasinaki has joined the Gillam Team as an assistant project manager on the LOFT Bradford House project. George graduated with a civil engineering degree from Toronto Metropolitan University and brings over 24 years of experience working in the industrial, commercial and institutional sectors.

Deanna Perrin, an associate at RJC Engineers, has been recognized as an Outstanding Instructor at the University of British Columbia.

Passionate about paying her education forward, Deanna taught a fourth-year undergrad course on Reinforced Concrete Design. This was her second time teaching the course as a Sessional Instructor at UBC’s Okanagan campus.

RJC Engineers

Ken Tanner has been appointed vice president & district manager of Canada at Flatiron Construction. Tanner joined Flatiron after graduating college in 1998 and has progressed through many vital roles: field engineer, structures superintendent, project engineer, project manager, area manager and operations vice president.

Nicole Emmett has started a new position as Associate Vice-President, Marketing and Communications at Canadian Construction Association – Association canadienne de la construction where I’ll be leading our marketing, communications and events teams. I am looking forward to all the opportunities ahead and working with this incredible team.

Cristal Sargent has begun a new role as mentorship advisor team lead with the BC Construction Association’s Building Builders Mentorship Program.

Patrick Lalonde has been promoted to senior director, digital project delivery at EllisDon. He joined the company nearly 14 years ago as a BIM coordinator.

This reflects not only a significant achievement in my career, but also the fast-changing world of BIM/VDC and how it integrates with all aspects of the built asset lifecycle … I would like to thank the EllisDon family for all their support and leadership allowing me to embrace the spirit of entrepreneurial enthusiasm and grow both personally and professionally within the organization.

Patrick Lalonde, senior director, digital project delivery, EllisDon

Lynn Richman has joined NUQO as a senior project manager. The company noted that with over two decades of modular construction industry experience, Richman is one of the most experienced and respected modular project managers in Canada, managing over 400 modular construction projects including key developments for BC Housing and the 2010 Winter Olympics in B.C.

Travers Stephan is celebrating ten years with Westridge Construction. He has led diverse projects, from water treatment plants to bridges. Most recently, he spearheaded the construction of the Douglas Park Pickleball Court Development.

Joey Chiasson is Acciona‘s new environmental manager. Previously, Chiasson was environmental lead for Ledcor.

April Watson has retired from Sanderson Concrete after working as its office manager for more than 25 years. Company officials noted that her intelligence, kindness, and dedication have shaped Sanderson’s workplace into a community of warmth and camaraderie.

* Editor’s Note: This piece is part of a series of interviews conducted with winners of SiteNews’ recent awards program, Construction’s Most Influential People. 

As building transformation & adaptive reuse leader, principal, for global design firm Gensler, Steven Paynter is using technology to help revitalize downtown areas around the world.

When tasked with assisting the city of Calgary in converting vacant office space for other uses, Paynter and his team developed a digital tool that uses information any broker would know to feed into an office building conversion algorithm. The tool then determines if the stripped down bones of the structure would work for residential conversion. After creating thousands of new housing units, this approach has now spread to other major cities, including Toronto, New York and San Francisco.

We caught up with Paynter to learn about building teams, being creative, leaving the UK for Canada and more.

SiteNews: Is there one book, podcast, video or piece of content that you think everyone in construction should check out?

Paynter: “Creativity Inc.” by Ed Catmull. It’s not about construction, but it is about how to organize and manage creative teams across complex tasks. It explains how to do that better than anything else I’ve read.

Did you have a mentor or role model early in your career? How did their guidance or example shape your path in construction?

The two early mentors that shaped how I work were my first Managing Director, he was a creative risk taker that always looked for what was next in the industry. That company led the way on BIM, Digital Twins and sustainability a decade ahead of others. The second was a drywaller that I worked with on site, as an architect having a person on site that could really tell you how things worked was great

What was the biggest calculated risk you took in your career, and what were the rewards (or lessons learned) from that experience?

Leaving the UK in 2012 and coming to Toronto because there was more opportunity here. The payoff has been huge, most people I worked with in the UK have since left the architecture industry because there was no space to grow. By moving I’ve been able to do what I love and massively expand my influence across North America.

What advice would you give to your younger self, just starting out in your career?

Learn everything! You never know when you’ll need it or what else it will inspire.

What strategies have you found most effective in building and leading high-performing teams in construction?

I think it starts with hiring, I’ve always hired people that have skills that I don’t have and focused on people that were better than me in skills I do have. It’s allowed me to create an amazing team that can achieve almost anything. That diversity of skills and people is also great for building team cohesion as they collaborating, not competing

What single issue are you most passionate about in the construction sector?

Leaving the world in a better place than I found it

What would you like your professional legacy to be?

The work I’m doing on conversions at the moment has the potential to create hundreds of thousands of houses and really bring life back to downtowns. I would like my legacy to be better cities

Key Takeaways:

• Nominations are now open for people to submit themselves or their peers for the awards.
• Top 40 Under 40 in Canadian Construction, now in its 5th year, recognizes young construction leaders and their industry accomplishments.
• Nominations must be submitted by June 18. Winners will then be chosen by a diverse panel of industry experts.

The Whole Story:

Now in its 5th year, Top 40 Under 40 in Canadian Construction is back and ready to once again recognize up-and-coming leaders in the construction sector. Nominations are officially open and can be submitted right now using this link.

The program’s organizers, On-Site Magazine and SitePartners, are looking for a cross-section of young professionals from all areas of the construction industry. Their previous four editions have featured individuals who have made an impact on the industry, rising through the ranks of their companies throughout their 20s or 30s.

Honourees have included: Architects, contractors, designers, engineers, equipment operators, estimators, executives, occupational health & safety managers, project managers, quantity surveyors, site supervisors, superintendents, tradespersons, and many more in the consulting, law, finance, and technology communities that support the industry.

How to nominate

All eligible nominees—construction professionals who are 39 years or younger, a resident of Canada and currently working in Canada—must have their name and details submitted through the official Top 40 Under 40 in Canadian Construction form. This form must be completed in full. It may take up to 15 minutes or longer to complete. You may preview the list of the nomination questions that you will be required to fill out here, but only nominations that have been submitted through the official online form will be eligible.

You may choose to either nominate yourself or someone else. If you choose to nominate yourself, you must attach an endorsed Letter of Support from a current or former supervisor, colleague, client, or vendor. You may submit nominations for more than one person, but those submitting on behalf of companies or organizations are asked to limit their nominations to five individuals.

If you have won in the past, you can’t win again. But those who were nominated last year but did not win are encouraged to reapply. Nominations must be submitted by 11:59pm PST on Tuesday, June 18th, 2024.

Choosing the winners

In considering each candidate, a panel of judges will refer to the following weighted system:

• 50% – Professional Achievement
  Significant business or project accomplishments.
  Track record of outstanding work in the office or field.
  Professional designations, memberships, or licences.
  Educational development and qualifications.

• 40% – Innovation, Leadership, and Influence
  Professional innovation and industry disruption.
  Team leadership.
  Roles in key decision making.

• 10% – Business / Community Involvement
  Participation in professional mentorship programs.
  Participation in charitable or volunteer initiatives.
  

Make sure to Nominate someone today for Top 40 Under 40 in Canadian Construction before the deadline runs out. And be sure to check out all the construction professionals who won in 2023 and in 2022.

A sold out crowd joined SiteNews in the Prairies to lift up those who are having a positive influence on the industry. 

Part of SiteNews’ mission is to celebrate people who are making construction better and inspiring others to do the same. We did just that this week in Calgary where we gathered with more than 100 guests to honour everyone recognized by our latest awards program, Construction’s Most Influential People.

The competition winners included teachers, lawyers, association leaders, entrepreneurs, engineers, documentarians and more. Collectively they have helped shape how builders build and how the public at large thinks about construction.

There’s so much passion in construction, and when you work in it there’s always this tangible asset, and there’s value in that. And right now, construction plays such a big part in both our economies, in B.C. and Alberta.

Josh Gaglardi, Orion Construction president

The event was generously supported by our sponsors, including ICBA Alberta, Sherwin-Williams, Clark Builders, Alltrade Industrial Contractors Inc., SiteMax Systems Inc., A Few Good Lads, SitePartners, VAULT & SALUS

In addition to enjoying some fine Alberta beef, those who joined us at the sold out celebration near the banks of the Bow River were treated to a panel discussion hosted by SiteNews Co-Founder Andrew Hansen with two of our competition winners: Orion Construction founder and president Josh Gaglardi, and SkilledTradesBC CEO Shelley Gray. 

The pair gave their thoughts on leadership, growth, attracting workers and more. 

Gaglardi spoke about the benefits of starting his business from scratch so he could full implement his vision for what a construction company should be. He also noted that embracing technology and other modern construction methods allowed Orion to ride a massive wave of industrial work. The company has seen immense growth, and in 2022 it earned the number one spot on the Globe and Mail’s Top Growing Companies. Orion also boasts a 100% retention rate as no employee has ever quit. 

While Orion’s initial rise was in industrial, he sees a great future in expanding into the residential market as well. 

“There’s so much passion in construction, and when you work in it there’s always this tangible asset, and there’s value in that,” said Gaglardi. “And right now, construction plays such a big part in both our economies, in B.C. and Alberta. I think it’s only going to play a bigger part as international immigration increases, housing increases, and industrial increases. The outcome is very optimistic for both markets.”

Gray explained that while B.C. has seen record-breaking apprenticeship registrations, the reality is that the true challenge is retaining them in the industry. She noted that the data shows many are still facing bullying, harassment and other negative behaviors on job sites and said that this must change. 

She shared the story of her neighbour, a young electrician, who quit the trades to go to school for business. 

“He said he just had gotten sick of the environment. I always worry for this sector because if we do anything to fix the culture, we will just lose people in the long run. It’s in one end, out the other,” she said. “We can’t get complacent just because we’re seeing those numbers come in.”

The crowd also heard from Mike Martens, who leads ICBA Alberta. He explained that with comprehensive and competitive group health and retirement benefit plans, an industry-leading workplace mental health and wellness program, innovative professional development and training courses, and strong advocacy, ICBA Alberta supports businesses of all sizes by drawing on the expertise and strength of our members to support innovation and a thriving construction industry.

From everyone at the SiteNews team, thank you for attending, and we hope to see you at our next event. 

Photos from the evening:

* Editor’s Note: This piece is part of a series of interviews conducted with winners of SiteNews’ recent awards program, Construction’s Most Influential People. 

As the first female president of RSG International and president of the Canadian Association of Women in Construction (CAWIC), Laronde isn’t just breaking down barriers for women in construction. She is obliterating them. Laronde is widely known for her passion around building psychologically safe work environments where diversity and inclusion are at the forefront. Her impact has gone far beyond just construction. Last year she was recognized by the Women’s Executive Network as one of the Top 100 Most Powerful Women in Canada. Check out our interview with Laronde to get her thoughts on leadership, golf, mentoring and more.

SiteNews: Is there one book, podcast, video or piece of content that you think everyone in construction should check out?

Lisa Laronde: I think anyone in leadership and construction should check out ‘No Rules: Netflix and the Culture of Reinvention’ by Reed Hastings and Erin Meyer. It is almost like a guide to forward-thinking and outside-of-the box management practices, and it also makes a good argument as to why employees need to critique their leaders.

Did you have a mentor or role model early in your career? How did their guidance or example shape your path in construction?

To be honest, throughout my career, I didn’t have any mentors guiding me down my path. The urge to lead was developed at a young age, as was my drive. What I did have were examples of people I knew I just didn’t want to be like.

I was lucky to grow up with a strong and independent mother who taught me to fight for what I believe in and to stay true to my morals and ethics. She also taught me that a good sense of humour goes a long way. My mother has always been my role model; she instilled confidence in me, self-awareness, and a belief that I could do anything I could put my mind to, but she never allowed me to expect that it would necessarily be easy.

Believing in yourself is essential for overcoming barriers and setbacks and for pursuing ambitious career goals.

Along with my mother, I look to another powerful woman in my life, my Gen Z daughter, who has been my source of inspiration, and I am continually motivated by her remarkable journey as she sets an example of what is achievable.

At 24, she embarked on a journey to pursue a career in a foreign country. I have watched her navigate an unfamiliar language and social landscape with grace and determination. Observing her accomplishments professionally with confidence, integrity, and excellence ignites a sense of aspiration that motivates me to continue to be an advocate for gender equity and pushes me to continue to be an inspirational leader in the construction industry.

What was the biggest calculated risk you took in your career, and what were the rewards (or lessons learned) from that experience?

In 2015, I made the decision to leave my job to pursue a position at a company in a different industry that was located four hours away. My plan was to relocate after a year, but just one week before I was about to put an offer in on a house, I was fired. It was a tough blow, but one that taught me a valuable lesson: getting fired isn’t the end of the world.

To be honest, I had known deep down inside that the organization wasn’t the right fit for me, despite my efforts to make it work. I learned the importance of staying true to my core values and not compromising on what truly matters to me. And, in speaking with successful entrepreneurs, I have discovered that failure is often part of the journey to success. The experience taught me not to let the fear of failure hold me back from trying new things or speaking up for myself.

What advice would you give to your younger self, just starting out in your career?

Be confident, believe in yourself, take risks, be willing to fail, and when you do, pick yourself back up and try again. You will encounter challenges and obstacles, so surround yourself with people who believe in and support you. Don’t listen to the negative things people say or do.  When I stepped into an executive leadership position, I quickly realized the importance of learning golf. In the corporate arena, countless crucial deals and networking opportunities unfold on the green, and to be part of those discussions, I had to be out on the course. Learning the game wasn’t about becoming a pro; it was about levelling the playing field with my male counterparts. I often encourage women to learn the game, as I believe it fosters a sense of balance in leadership dynamics, and by participating in the traditionally male-dominated game, women can help dismantle barriers and foster mutual respect and inclusive decision-making processes.

Construction has the potential to be a force for good and these non-profits, social enterprises and charities are seizing that potential. They are tackling homelessness, cancer, housing, employment and much more. Check out our list below and let us know if there is a group that you think should be on our next list.

The Cypress Challenge (Glotman Simpson)

After his mother-in-law passed away from pancreatic cancer, Geoffrey Glotman, managing principal of engineering firm Glotman Simpson, decided to use his love of cycling to help others. the Cypress Challenge, a gruelling 12-km hill climb up Cypress Mountain in Metro Vancouver, was established to raise awareness and support with the hope that more funds for research will lead to improved outcomes for pancreatic cancer patients. To date it has raised nearly $4.5 million and become the largest privately funded fundraising event for pancreatic cancer in Canada and the largest community-based event for BC Cancer Foundation.

Building Up

Building Up is using construction to tackle multiple community issues at the same time. The social enterprise traces its roots back to BUILD Inc in Winnipeg, where a group of individuals recognized the impending surge in energy upgrading for Manitoba housing. Driven by a desire to bridge this work with communities striving to break the cycle of poverty, they established a non-profit business model. This approach not only addressed housing upgrades but also served as a platform for training and employing residents. Initially focusing on toilet retrofits for water conservation and plumbing training, Building Up gradually expanded its services and participant support. Today, Building Up boasts multiple businesses, a comprehensive program and training center, and a dedicated team of case managers, trades people and counsellors.

Play Forever

When Mohammed Al-Salem isn’t doing community benefits and relations work for EllisDon, he’s using those same skills to help oversee his own charity Play Forever. The organization is a non-profit providing structured and accessible recreation, education and mental health services to the youth of Toronto. Play Forever currently serves youth ages 8-29 with weekly programs, primarily focused on helping youth from marginalized communities and low-income families.

EMBERS

EMBERS is igniting hope for those looking to improve their lives by entering the workforce. The registered charity says its mission is to create economic and employment opportunities for people by providing them jobs, training, and support. Part of their work in Vancouver’s Downtown Eastside is providing construction training and connecting clients with jobs. Every year, EMBERS Staffing employs thousands of individuals from diverse backgrounds, placing them in short and long-term jobs. As a social enterprise, they invest 100% of profits back into the community in the form of worker support programs, higher hourly wages, free tool and equipment rentals and access to certified skills training opportunities. They are supported by someone Canada’s biggest contractors, including PCL, EllisDon, ITC Construction Group, Chandos and more.

Helmets to Hardhats

Transitioning from military life to civilian life can be hard. Helmets to Hardhats (H2H) Canada is making this transition easier. The registered non-profit organization has been providing second career opportunities within Canada’s Building Trade Unions to the military-affiliated community for over a decade. We ensure the military community is connected to careers with the best industry wages, benefits and pension plans. At the same time, Canada’s Unions and employers receive highly motivated, trained and dedicated employees to add to their workforce. H2H is recognized as a leading service provider by the Government of Ontario, the Canadian Armed Forces and Veterans Affairs Canada.

Working Gear

Why Working Gear Matters from Smart City Media on Vimeo.

Simply not having the right gear to step onto a construction site can be a massive barrier to someone looking to enter the workforce. Working Gear wants to change that. Working Gear is a volunteer-run charity located in Vancouver’s Downtown Eastside. They provide industry-appropriate clothing and haircutting services to individuals experiencing unemployment or underemployment. This includes formal wear for an interview and construction gear for the job site.

BUILD

BUILD – an acronym for Building Urban Industries for Local Development – is an Indigenous social enterprise non-profit contractor and a training program for people who face barriers to employment. The Winnipeg-based group provides apartment turnover maintenance and renovations for landlords. Our work employs neighbourhood people, cuts crime, decreases EIA rates, and builds the next generation of the much-needed workforce.

New Commons Development

New Commons Development is a non-profit real estate development company that is taking a different approach to address Canada’s housing crisis. By partnering with non-profits, co-operatives, faith-based groups and the public sector, their goal is to develop affordable housing and social purpose real estate. New Commons Development earns a development fee through each project but they typically share this fee with its partners. This development fee is funded through the project so that their partners do not incur this cost as a direct expense. They have offices in Toronto and Vancouver.

Key Takeaways:

• The measures would require menstrual products be provided on larger construction sites, keep washroom facilities clean and expand definitions of workplace harassment to include online environments.
• If passed, Ontario would be the first province in Canada to have a menstrual product policy for women in construction.
• Female construction leaders praised the changes but believe more work needs to be done to support underrepresented groups in the sector.

The Whole Story:

Ontario is poised to make Canadian history with new legislation that would require menstrual products on construction sites.

The province announced that it is introducing the Working for Workers Five Act, 2024 which contains a suite of measures to support workers, including requiring that menstrual products be provided on larger construction sites and mandating that washrooms are clean and sanitary. Officials say the legislation is the first of its kind in Canada and would make the skilled trades more accessible to women.

“Under Premier Ford, our government is tackling the generational labour shortage previous governments left in their wake. That means we need all hands on deck – but when women represent only one in ten workers in the skilled trades, we have one hand tied behind our back,” said David Piccini, minister of labour, immigration, training and skills development. “That’s why our government is introducing first-in-Canada changes to encourage women to start a career in the skilled trades and reach their full potential. Because an economy that doesn’t work for women doesn’t work at all.”

Ontario’s proposed amendments would also add virtual harassment to the definitions of workplace harassment and workplace sexual harassment in the Occupational Health and Safety Act, ensuring that workplace policies to address harassment in the workplace also cover digital environments.

The government also plans to engage with survivors of harassment, legal experts and other stakeholders to identify the most effective legislative or regulatory means to create a duty to act for employers where investigations have identified workplace harassment has occurred.

Female construction leaders believe the conversation around women’s periods is long overdue.

Jamie West, a board director at the Canadian Association of Women in Construction and president of Peninsula Construction, was supportive of the measures but believes this is just the beginning of a broader effort needed to support women and other underrepresented groups. 

“I think it is a bit alarming that in 2024 we are talking about this like it’s a breakthrough, like it is a luxury,” she said. “We need to start normalizing conversations around periods and menstrual products and start seeing that they are an unavoidable part of our life and access to these products should be like accessing toilet paper or soap, especially on a work site in tricky environments. Having access to these products can eliminate the stress and embarrassment women can feel.” 

West explained that female health issues are rarely discussed in the industry, noting that most women do not know exactly when their period is coming which can leave them unprepared. As a result they are forced to improvise with Kleenex, toilet paper or whatever else is on hand.

She added that women also often hide when an issue arises and do not seek assistance for fear of being mocked or bullied. This is all compounded when working on a remote site where proper washroom facilities might not be available. 

West also expressed support for measures that expand the definition of workplace harassment to include virtual spaces. She noted that this provides clarity around bullying and harassment through email, texts, chat services and other digital methods. 

“Expanding that definition is important. It protects workers by ensuring labour laws and policies are applicable to all work settings,” she said. 

West noted that it is just the start of the conversation around protecting minorities and vulnerable groups. She explained that another step in the right direction would be including menstrual products in all bathrooms: male, female or unisex. This would support transgender workers, adding that construction is one of the largest employers of transgender people. 

“Once we normalize periods, have these conversations and have access to these products, we are going to mitigate some of the embarrassment and stress women face in the workplace,” she said.  

Additional measures to address safety in construction will include a comprehensive review of critical injuries and fatalities in the construction sector and a consultation on expanding the types of life-saving equipment, such as defibrillators, to be provided on construction projects.

* Editor’s Note: This piece is part of a series of interviews conducted with winners of SiteNews’ recent awards program, Construction’s Most Influential People. Get tickets to our winners’ event in Calgary, May 15, here.

Tannis Liviniuk, digital advance executive for Zachry Group, has been on an epic professional journey. Her construction career started on the job site where she spent more than a decade as a tradesperson and doing construction planning. While her friends spent their weekends socializing, she was learning how to mobilize and demobilize cranes, rig material, and manage logistics.She went on to start a consulting firm Trillium, Advisory Group, which was eventually acquired by Zachry Group.

Liviniuk is also an outspoken voice in the industry. She regularly offers up her construction knowledge as a keynote speaker and podcast guest, giving her thoughts on leadership and technology. We spoke with her about her thoughts on digitization in the construction sector and how one can improve their communication skills.

SiteNews: As someone who started their career on the job site, how does this hands-on experience inform your digital strategies at Zachry Group?

Liviniuk: The great thing about having spent so much of my career on-site is that I am comfortable putting on a pair of work boots and sitting down with crews to have genuine conversations about digital opportunities. These conversations enable me to better understand the perspectives, needs, and expectations our employees have of or digital project delivery solutions.

Having worked on site, I have empathy for the challenges of on-site work (network access, changing project conditions, weather, etc.). Our employees who manage these challenges everyday have the best viewpoint for technology opportunities. No one wants to do a job in 10 steps when it can be done in 3. By spending time with these skilled professionals, and gaining their input, I can help identify timely and practical opportunities for digital enhancement.

Ultimately, my hands-on experience doesn’t drive our digital project delivery strategies at Zachry Group; the hands-on experience of our employees does. My focus is on helping our project teams identify and capture digital opportunities, then on building bridges with our technology teams. These bridges enable all of us to co-create strategies and solutions which help us continuously deliver the best value for our customers on every project we execute.

What is your advice for companies that want to sort out the “tech hype” from the real business solutions?

It’s so easy to get caught up in technology hype. In fact, it’s difficult not to. The technology space is moving so quickly; it seems almost daily I’m sent an article or video by someone which makes me say ‘wow, that is impressive!’ But some teams get too caught up in the hype and adopt a ‘whatever’s exciting’ approach to technology investment. This hype-focused approach can result in large expenditures with little noticeable benefit, and a team left wondering what went wrong.

Companies need to balance tech evolution with tech experimentation. Technology should augment business processes. Teams should be consistently refining their processes, identifying automation opportunities, defining business requirements to support those opportunities, and evolving their technology architecture to support. This is a defined process and one that most large organizations (and many mid-sized ones) already employ and execute well.

However, teams can be too rigid in their focus on evolution as well. To be competitive in today’s market, companies must be consistently scouting new and emerging solutions, and experimenting with new technology to identify the value potential. Teams can’t appropriately evaluate technology if they aren’t familiar with the technology that’s available. In some instances, team members may not even realize that there’s technology available to automate a process. Experimentation is a critical step in advancing the evolution of technology at a pace that doesn’t leave the team in the stone age.

My advice to teams is to be active in the technology ecosystem to be become better informed. Develop strong relationships with technology companies, attend industry events, seek out user stories to understand the experience of others, and read industry news updates. If your technology approach is to wait to explore until you need it, you’re going to be so far behind the industry knowledge base that it will be almost impossible to make good technology decisions. Being well informed is the best way for teams to sort out the ‘tech hype’ from real business solutions.

What sort of new or emerging digital tools have you excited?

I feel like the answer everyone wants to hear is AI. And don’t get me wrong. AI is going to have a big impact on our industry. But there are still foundational elements that the industry is working on establishing and deploying to support AI, and other advanced technologies.

I’m excited about technology that has the potential to positively impact teams today, addressing real pain-points through the application of practical software and hardware solutions. First is the significant shift toward platforms. The multitude of point solutions that teams are deploying is causing tech fatigue. And trying to tie them all together, and keep them connected, can be costly and create a resource strain on IT. The industry is moving heavily towards deploying platforms that serve as the foundation for project operations, where platform ecosystem applications can then be deployed or even developed. This approach supports the standardization of project management and execution processes, while enabling specific app deployments and citizen development to support each unique project’s needs.

The second technology I’m excited about is Bluetooth enabled tools, such as torque wrenches, hydro gauges, and handheld equipment. These tools, and their associated mobile applications, provide users with step-by-step coaching on each task, with visual aids. We keep hearing about skilled labor shortages, and the projected increases in resource shortages in North America. Bluetooth-enabled tools help support resource upskilling at scale. Further, these tools measure and record each action taken, therefore eliminating manual observations and paper-based workflows.

Third is incentive-based performance solutions. There is a startup working on aligning construction craft incentives with those of project contracts, thereby driving faster completion of tasks with improved quality and reduced safety incidents. This is the first organization I have seen really trying to tackle this incentive alignment challenge that is structurally rooted in the construction industry; they are making some bold moves in both the financial technology (fintech) and construction technology (contech) spaces.

And fourth is robotics. The advancement in the robotics space in the past two years has been remarkable. While I don’t see robots taking on full-time jobs on construction sites anytime soon, I am a huge advocate of their application in environments that pose hazards to people. Those are the activities that I expect to see robots tackling on a large number of construction sites very shortly.

As a keynote speaker and a podcaster, what would be your advice for someone in the industry who wants to improve their communication skills?

I do a lot of public speaking; I get asked this question often. And my answer probably sounds quite non-traditional. My first piece of advice to anyone wanting to improve their public speaking skills is to practice storytelling. Your entire presentation needs to tell a clear and succinct story if the audience is going to engage with and remember it. Start planning your presentation by framing a story (beginning, middle, and end) and then fitting all your highlighted key points onto a story board. Once you have all of that together, read it to someone and ask them to summarize the story back to you. If all they took away was a few key points and stats, and they can’t thread them together to summarize your story, then you need to keep working on your storytelling skills.

My second piece of advice is to take acting classes; improv classes are the best. I grew up on stage. I went to a performing arts school in junior and senior high. One of my most foundational communication skills is being able to speak to a live crowd and react to an audience on my feet. Whether you’re comfortable with public speaking or not, everyone can gain confidence, improve enunciation skills, and hone their ability to think and react in the moment by taking acting classes. Channel your inner thespian!

My third piece of advice is to just be yourself. Too many professionals think they need to create a public persona to be an effective communicator. Trust me; your audience wants to get to know you, not a carefully crafted version of you. Tell your story, be vulnerable, and share your real thoughts on topics that matter in your industry. The level of engagement in a presentation that is genuine is exponentially greater than a presentation that is canned or scripted to the point that you don’t feel like you’re getting to know the real presenter.

We aren’t aware of any art galleries for construction, but SiteViews is the next best thing. We have gorgeous shots of sunsets, icy plunges, big thumbs up and more for the latest edition of SiteViews. If you have a construction photo that you think deserve a spot on our next list, let us know.

Townline

Lemmy enforces safety rules at the shop for 40-year-old B.C. developer Townline. No PPE? Lemmy just might chew you out (literally).

Sideros Ironworks

Who said construction has to be so serious? The crew at Sideros hams it up for the camera after a rainy pizza lunch break.

Clark Builders

The Coronation Sports & Recreation Centre continues to take shape with the installation of the rose gold stainless steel shingles. The complex geometry, mimicking the shape of a twisting ribbon, has made for a challenging installation, but Clark says its cladding team has risen to the occasion. To date, crews have installed about 2,000 interlocking shingles over the curved surface.

Locarno Legacy / Axiom Builders

Axiom‘s team install a crane at The Lydia, new rental housing and retail space to Main Street and East 24th Avenue. In case the iconic skyline and mountains didn’t give it away, the project is in Vancouver.

BC Road Builders and Heavy Construction Association

We hope they packed lots of snacks and tunes. The BC Road Builders and Heavy Construction Association embarked on an epic trip for its RoadShow last month. The journey will take a specially modified trailer across the province to help aspiring workers simulate careers in highway maintenance and road building.

WestEnd Connectors Construction

The Eglinton Crosstown West Extension project has hit two major milestones – Rexy, one of the team’s tunnel boring machines, has completed 6 kilometres of tunnelling so far. The other tunnel boring machine, Renny, has completed just over 5.3 km.

Surerus Murphy Joint Venture

This heavy equipment operator isn’t just being friendly. He’s communicating to others on site that he can see them and they can enter the area. The Thumbs Up Program has been implemented on all of Surerus Murphy Joint Venture‘s sites.

Ledcor

Ledcor Construction’s Saskatoon team recently participated in the 2024 Polar Bear Plunge at Lac La Ronge to support Men’s Mental Health awareness. The event successfully fundraised $8,000 for outreach programs and essential resources for Northern communities.

Dawson Civil

This Dawson Civil worker isn’t standing near any old pile of dirt. Last summer, while working on a road rehabilitation and realignment project of Dunn Lake Road just north of Barriere, B.C., a damaged den filled with garter snakes was discovered. With the help of experts, crews began reconstructing a new den for the snakes, further away from the highway. All the snakes were saved.

Construction Foundation of British Columbia

Tradespeople were passing down their knowledge at the Young Women in Trades camp in Fort St. John, B.C.

Borger Group of Companies

A trio of equipment operators move earth under a moody sky at a Borger site.

Magil Construction

Magil‘s team takes in the solar eclipse from the 47th floor of its Le George project.

The Shot of the Month goes to:

Kiewit

Vancouver’s G3 Terminal, a next-generation grain export facility, soaks up some sunset rays. The facility was engineered, procured, constructed and commissioned by Kiewit.

* Editor’s Note: This piece is part of a series of interviews conducted with winners of SiteNews’ recent awards program, Construction’s Most Influential People.

Unke is relentless. Not only is he heavily involved in mentoring, networking, industry groups and events. His LinkedIn presence is staggering. He has amassed more than 33,000 followers and regularly posts his advice on how to navigate the construction sector as an engineer. After serving in senior-level roles at some of the largest engineering firms in the country, Unke was named CEO and president of Maven Consulting in 2023.

And if that wasn’t enough, he also climbs mountains every weekend while chatting with other industry professionals. Did we mention he even builds lowriders?

We caught up with Unke to chat about his passion for giving back to the next generation of construction professionals and what goes into building a personal brand.

SiteNews: You have built up a sizable following on LinkedIn. What would be your advice for others who are looking to grow their personal brand? 

Unke: I think authenticity is key. Being true to yourself, and the content you put out on LinkedIn is important, as people can see through someone who is posting for the likes. I also try to share content that is interactive, and people can gain value from (industry news, events, and insights).

SiteNews: Are there any authors, leaders or colleagues that have influenced your professional life in a profound way? If so, who and why? 

Unke: I have read a lot of Brian Tracy and Simon Sinek books, and had a very inspirational and supportive mentor when I started my career in engineering consulting at Binnie (Michael Richardson, past CEO, now retired). Michael was always there to answer my questions, and give me insight into what it means to be an executive leader. Michael’s guidance and friendship really helped set me up for success and making my way up the corporate ladder to now be a CEO of a consulting firm.

SiteNews: What are some ways that industry veterans like yourself can mentor and assist up-and-coming construction professionals? 

Unke: Make time to have respectful, honest and real conversations with junior folks in our industry, and leverage your relationships in your network to make introductions for these folks.

SiteNews: If you could go back in time and talk to yourself early in your career, what advice would you give? 

Unke: Trust your gut. Take more calculated risks. No one actually knows exactly what they are doing. Work smart, not hard.