Habiba has spent her tenure in commercial construction in the greater SoCal region overseeing the construction of highly technical, MEP-intensive projects that push the boundaries of innovation including projects in the education, health care and aerospace industries. After joining �鶹��Ƶ two years ago, Habiba was able to fine-tune her focus towards �鶹��Ƶ’s lab and life sciences practice, the subject matter that always interested her most. 

Javier jumped into the life sciences space around 2014 as a project manager, overseeing lab work across the country. During his time at �鶹��Ƶ he has had a hand in various design-build projects, work in active lab spaces and research and development facilities. 

Together, they have seen firsthand how specialized this work can be, and how quickly seemingly small construction decisions can carry major consequences. They sat down to discuss what makes life sciences construction different, where the SoCal market is headed and why the right team matters long before anyone puts boots on the ground. 

1. What makes Southern California such a popular place for this work? 

HM: Two things play a key role: access to ports and the education sector that we have in Southern California. The universities here tend to produce high-quality researchers, creating the kind of people that drive the need for these spaces. Then, also with the technological boom and AI being present in every facet of technological development, that tech support is also here in California.  

JC: California’s life sciences industry  and generated nearly $400 billion in 2025. Those are major numbers. This sector really puts out a lot of work and a lot of money within the state. Combine that with the amount of jobs that are available, it’s hard to compete against California.  

2. What should companies be looking for in a general contractor that will be trusted with this work? 

����:��You can never go wrong with having an experienced group, having a team that understands the complexities of the day-to-day life of a scientist in a lab that’s operating at full capacity. Also having a good trade partner group. Can a drywall sub perform drywall work anywhere? Of course. But do they understand how to do it in the fashion that a BSL-3 lab requires? Do they understand the specific criteria to approach that work? It is very niche to have a competent group, a good trade partner selection and a team that understands those complexities.

HM: To elaborate on competency, for example, take a general contractor whose bread and butter is hospital work. While our life sciences projects are in the same greater world, a manufacturing facility’s construction is completely different from hospital construction. Different entities, different jurisdiction, different code, different sensitivities. In an active hospital, you have one type of risk around patients and staff. In a research facility, if a molecule or particulate is not handled with care when a construction team is working around it, that could have a larger impact to the facility, people working there and ultimately any other manufacturing that was happening. The construction team has to be capable, flexible and mindful that the client still has an end date to meet, so people need to communicate effectively and think creatively.  

3. What’s at risk if a company chooses a general contractor that doesn’t have those qualities? 

JC: In this industry, one mistake can cost a pharmaceutical company or life science company millions of dollars. A project we’re working on right now has a freezer set to negative 80° specifically holding samples. We were told we can’t shut that refrigerator off until later because it has close to $80 million worth of material in just one freezer. If you have someone who doesn’t know these systems, doesn’t understand what they take to operate, you’re going to run into issues. So, finding someone that knows what they’re doing is major. 

HM: What we have learned from working with these clients is that, like �鶹��Ƶ, they prioritize safety above all else. These facilities operate within their own safety rules and criteria that protect their staff from chemicals, toxins and various types of materials. If the general contractor does not comply with existing rules and tries to take shortcuts or lacks the proper tools for quality control, the cost of failing that process could range from a delay of days to months, and millions of dollars lost in assets and revenue. So, it is imperative that the general contractor selected is honest, has integrity, is willing to be fully transparent, and values safety above all else. 

4. What are some of the biggest challenges a general contractor encounters in a life sciences/lab build? 

JC: The greatest challenge I’ve experienced is not knowing where certain systems are. As-builts are always lacking and we never get enough time. We’re currently working on an inoculation lab and we wanted to scan the space. It took roughly two and a half to three months just to get on site because of the decommissioning process with the CDC and the FDA. Even badging takes weeks because of the multiple layers of security that are in place. So, having a good understanding of the time it takes to get things done is imperative for a contracting team.  

HM: It falls on a general contractor’s experience and expertise to be able to stay very organized with information because it is released to the general contractor in a very slow trickle because of NDA clauses and security concerns. We also lose the ability to digitally scan spaces for security reasons. So, we go back to pencil and paper to take as many detailed notes as possible while on site.  

Every build has a live schedule, meaning you build a little and the schedule changes a little. But these kinds of facilities require three weeks’ notice in advance, literally just to turn off a light switch. It falls on the general contractor to communicate how things impact our schedule, like getting shut down for an FDA inspection, so the client is well-informed on how their project is evolving.  

5. What’s an important lesson you’ve learned while on a life sciences build?  

JC: I always say slow down. As the questions before you get ahead of yourself and you get boots on the ground. Understand what the deliverables are and what it’ll take to get there because once you’re on-site there’s no going back. Know the security requirements, badging requirements, when you can work on-site and when to expect shut downs. Although it may drive up your cost, it’s a worthwhile conversation to have.  

HM: If we take these extra steps to “measure twice and cut once” it protects our clients too, because now they don’t have to spend their money twice to accomplish the same thing. The world of construction is not perfect, but we always want to show our client we’re knowledgeable. We asked the right questions, we made the best effort, we worked together to come up with any solutions, so we came out with a stronger partnership at the end. 

Something else I’ve learned is that these kinds of facilities use such intricate, sensitive machineries that a two-degree temperature difference can cause them to malfunction. So, it helps to have a general contractor experienced enough to dig into the literature of the machinery. Additionally, some elements are not always covered in factory-published literature; they are described in text and need to be read carefully by engineers and construction teams creating the prints. 

6. How have you seen the life sciences practice change over the years? What trends do you see today? 

HM: There’s a definite focus in Southern California on using  to repurpose as opposed to brand new construction. It keeps costs low and speeds up the delivery to the community, whether it be a research lab, education facility or manufacturing plant. Clients are looking at what is the use we want out of an existing building and how do we best convert it. 

JC: I think the industry has realized money was being spent unnecessarily. If we slow down just a bit, put the right people in the right place and we answer the appropriate questions when they come up, we could ease through the construction side without any issues. You’re seeing more of the pre-construction-heavy approach. The stakeholder’s saying, let’s see what we actually have in the space and where our roadblocks are going to be so we can address them from the start. 

It’s fitting that a conversation about one of construction’s most complex sectors keeps returning to the same advice: slow down. Habiba and Javier have seen firsthand what can happen when teams rush to solutions before fully understanding the environment they are working in. 

The post Behind the $400 Billion Industry: Building Trust in Life Sciences Construction  appeared first on �鶹��Ƶ.

�鶹��Ƶ built the open floor plan includes personal workspaces, focus rooms, huddle spaces, collaboration areas, a boardroom and a project workspace at reception, showcasing their development process.

To read the full article, .

The post Marquee Development Offices – Chicago appeared first on �鶹��Ƶ.

Tenants at 5 Grand Central East, located at Third Avenue and East 42nd Street, include �鶹��Ƶ, the New York City headquarters of New York State’s Empire State Development (ESD) agency, and Abacus Group. The building is certified LEED Gold with sustainability features including 4,775 square feet of green roofs and double-glazed windows that deflect glare and improve office comfort.

To read the full article, .

The post Law Firm Nutter Doubles Space at 5 Grand Central East appeared first on �鶹��Ƶ.

Completed through ACE Mentor Chicago’s 2026 Design/Build Program, the project introduced a shaded gathering area, new pathways, modular seating, a children’s play structure, a rebuilt entrance arbor, expanded storage, perimeter fencing and new public art.

Donated construction labor and technical assistance were provided by Turner Construction, Walsh Construction, �鶹��Ƶ, and Skender, with concrete work provided by R. Olson Concrete.

To read the full article, .

The post ACE Mentor Chicago Students Complete Community Garden Transformation appeared first on �鶹��Ƶ.

Cresa’s Project Management Division oversaw the renovation, led by �鶹��Ƶ, with design and architecture by Corgan.

To read the full article, .

The post Indoor Pickleball Club Opens Fourth Valley Location in Scottsdale appeared first on �鶹��Ƶ.

General contracting services for the project were provided by .

To read the full article, .

The post Ware Malcomb Announces Construction is Complete on Atlanta Office Renovation for Gunderson Dettmer Law Firm appeared first on �鶹��Ƶ.

Design: Insight Design Interiors Inc.

Architect of Record: ASD/SKY

Furniture Dealer: Corporate Environments of Georgia

General Contractor: �鶹��Ƶ

Photography: RIMO Photography

To read the full article,

The post Office Snapshots: Insight Global Offices – Boca Raton appeared first on �鶹��Ƶ.

Some client relationships are measured by the number of projects completed. Others are measured by the confidence built along the way.

For �鶹��Ƶ’s partnership with law firm Duane Morris, that confidence has grown with every office delivered. What began with a project in Chicago quickly expanded into work across Boca Raton, Houston, Austin, Dallas, Fort Worth, Los Angeles, San Diego, Miami, New Jersey, New York, Baltimore, Washington, D.C., Pittsburgh and Atlanta. Today, the relationship spans across multiple �鶹��Ƶ offices, built on a simple foundation: consistency.

No matter where the next office is located, or which �鶹��Ƶ team is leading the work, the expectation remains the same. Deliver the same level of quality, communicate openly and execute each project with the same level of care, resulting in a successful office delivered on schedule and on budget. For Duane Morris, that consistency has made �鶹��Ƶ more than a contractor. We’ve become a trusted extension of their team.

Consistency Creates Confidence

Every city brings new trade partners, inspectors, permitting requirements and building conditions. While those variables change from market to market, the client experience shouldn’t.

Because the �鶹��Ƶ team has delivered multiple Duane Morris offices, each project starts with a deep understanding of the firm’s standards, finishes and expectations. That familiarity simplifies everything from procurement and submittals to scheduling and approvals, allowing the team to spend less time getting up to speed and more time focused on execution. It also allows teams across the country to deliver the same quality and experience, regardless of location.

Just as importantly, it creates confidence. By the time projects reached Dallas and New York, many conversations were no longer about explaining what the client wanted, but confirming solutions everyone already knew would work. Teams also build on one another’s experience. If a challenge has already been solved on one project, that knowledge is shared across offices, creating smarter solutions while maintaining a consistent outcome for the client.

�鶹��Ƶ Insight: “After working together across multiple offices, you start anticipating what the client needs before they even ask. That familiarity helps projects move faster while maintaining the same level of quality every time,” Senior Superintendent, Scott Lattimer, said.

Communication That Keeps the Projects Moving

Successful repeat partnerships aren’t built by avoiding challenges. They’re built by addressing them early, communicating openly and solving them together.

Throughout each Duane Morris project, �鶹��Ƶ has prioritized proactive communication, setting realistic expectations from the outset and maintaining alignment as work progresses. That approach has helped streamline decision-making, reduce surprises and keep projects moving even when unexpected conditions arise.

One example came during the Austin office build, when the team encountered structural limitations while installing floor boxes in a conference room. Rather than compromising the design or disrupting the schedule, �鶹��Ƶ worked closely with the building team to develop a creative solution that rerouted the electrical through a carefully planned trench in the post-tension slab. After extensively reviewing original drawings and mapping existing conditions to ensure the work could be performed safely, the team executed the trench by hand with minimal disruption, preserving the design intent while keeping the project on track and within budget.

A Relationship That Travels Well

The true measure of a partnership isn’t a single project, but the confidence to work together again and again.

For Duane Morris, each completed office has strengthened the foundation for the next one. Teams across �鶹��Ƶ’s offices share knowledge, apply lessons from previous builds and provide a familiar experience, whether the project is in Texas, Florida, California or New York.

That continuity is what gives national clients confidence to expand with the same partner. No matter which �鶹��Ƶ office is leading the project, clients know they can expect the same high standards, the same collaborative approach and the same successful outcome. It’s not just about knowing how to build another office. It’s about knowing how they work.

�鶹��Ƶ Insight: ” One of the biggest advantages of working across multiple offices is the consistency we can provide. If one team has solved a challenge before, another office is just a phone call away. That shared knowledge creates the same experience for the client, no matter where the project is located,” said Vice President, Senior Project Manager, Team Leader, Tom McLaughlin.

TLDR

The Challenge: Creating a consistent experience across multiple office build-outs while meeting the unique goals of each location.

The Solution: Investing in the relationship, not just the project, through transparency, responsiveness and a team that understands the client’s standards inside and out.

The Outcome: A long-standing partnership built on trust and the confidence to take on the next project together.

Unit Next Time

This piece is part of our larger In Good Company Newsletter. To have new additions delivered directly to your inbox, subscribe

The post Duane Morris: Consistency Creates Confidence appeared first on �鶹��Ƶ.

Few types of construction projects generate more public debate than data centers. Headlines often focus on power demand, water use and , while the people who build these facilities and the critical daily functions they support are often left out of the conversation. Separating fact from perception has never been more important. 

“When residents see a  proposal, they often fear it will strain the public infrastructure and lead to traffic congestion during the development and negative environmental impacts,” said Pete Duenas, senior project manager and team leader at . “The reality for our modern data center builds is the opposite.” 

�鶹��Ƶ has worked on dozens of data center projects and understands the impact they have on their communities. Duenas and his colleagues spoke with Bisnow about some of the most common criticisms of mission-critical facilities and separated fact from perception. 

Data Centers Are Always Bad For Communities

Many communities are skeptical of data center projects because they believe they will lead to higher utility bills, more traffic and the draining of local resources. Duenas said that conversation is more nuanced than people think. 

“Data centers require minimal municipal services, do not create rush-hour traffic, and they do not place a heavy demand on local police and fire departments,” he said. “They are actually some of the largest single property and equipment taxpayers in the counties and contribute millions of dollars directly into local funding for schools, parks and public safety.” 

Data centers also serve as primary contributors to utility infrastructure upgrades in the cities where they are built, Duenas said. Because they require high-reliability power, building them often requires the developers to fund the modernization of regional substations and transmission lines, which improves grid stability and capacity for the surrounding community.

“�鶹��Ƶ and its clients recognize the impact hyperscale projects can have and work to ensure they deliver a net benefit to the communities they serve,” said Sean Nolan, �鶹��Ƶ vice president and senior project manager. “We actively partner with local organizations, businesses and charities to give back in meaningful ways.” 

Nolan said that in Bosque County, Texas, �鶹��Ƶ has supported fundraisers, sponsorships and volunteer efforts while also contributing to infrastructure improvements, local emergency responders and local businesses.

“In partnership with our client, these efforts have resulted in significant community investment, including infrastructure upgrades valued at over $675K and over $25M in contracts with local trades,” he said. 

Nolan said one of the most persistent challenges in community engagement is misinformation around data center water consumption. 

The public narrative often focuses on open-loop evaporative cooling systems, which lose a significant portion of withdrawn water to evaporation. But that is an increasingly outdated picture of how modern facilities are built, Nolan said. Closed-loop systems circulate water, continuously reusing it and reducing consumption by a sizable amount compared to traditional evaporative methods.

“In my experience, closed-loop systems have become the overwhelming majority of new projects we’re delivering, which means the consumption rates being cited in community discussions often bear little resemblance to what these buildings actually use,” he said. 

Most importantly, Nolan said, �鶹��Ƶ’s teams live and work in these communities during projects, which drives their commitment to being responsive, informative neighbors that leave a lasting positive impact. 

Data Center Projects Only Create Temporary Jobs

One common refrain is that data center projects provide only temporary jobs that disappear once the project is complete. Dave Sitkowski, �鶹��Ƶ managing director and mission-critical practice lead, said that is far from true. 

“Every construction project has an end date. Careers don’t,” he said. 

Mission-critical is one of the fastest-growing sectors in construction, and the demand for experienced people far exceeds the existing talent pool, Sitkowski said. 

“At �鶹��Ƶ, we believe if you find good humans with the right mindset, you can teach the technical side of the business,” he said. “We invest heavily in developing talent, whether someone is an intern just entering the workforce or a seasoned professional looking to make a midcareer transition. The projects may be temporary. The opportunities aren’t.” 

Duenas said the technical skills required to coordinate the mechanical, electrical and plumbing systems, manage massive backup generators and balance closed-loop chilled water systems take time to learn and can’t be picked up overnight. 

The knowledge gained by �鶹��Ƶ employees on one project compounds and doesn’t disappear when the building is handed over to the client. It carries over. 

And for communities where construction labor is in short supply, contractors like �鶹��Ƶ are getting creative and even partnering with technical and junior college programs to fast-track real-world careers, a mutually beneficial and lasting effect of these builds. 

“While the operations teams inside a completed data center may be relatively small, the economic ripple effect is much larger,” Sitkowski said.

A direct job in the data center industry supports more than six other jobs in the U.S. economy,  conducted on behalf of the Data Center Coalition. 

Data Centers Are Only Built To Fuel Artificial Intelligence

While  is certainly driving a lot of today’s data center headlines, it is only one part of the story, Sitkowski said. 

“Think about how many times you’ve reached for your phone today,” he said. “Most people interact with data centers hundreds of times a day without realizing it. They power the digital experiences we’ve woven into everyday life.” 

He said he wished the public understood the people and businesses behind these facilities. Building a data center takes thousands of individuals across dozens of disciplines, from electricians, pipefitters and carpenters to project engineers, schedulers, safety professionals and commissioning experts. Local suppliers provide materials, truck drivers move equipment, restaurants feed crews, hotels house traveling workers, and small businesses benefit from the activity these projects generate.

Sitkowski added that while it’s fair for communities to ask questions about energy use, water and local impact, it is equally important to recognize that data centers aren’t a distant concept built only for future technologies. They are essential infrastructure supporting the way we live, work, learn and stay connected today.

“Whether you’re checking directions, paying a bill, attending a virtual doctor’s appointment or backing up family photos, you’re relying on data centers,” he said. “AI may be driving today’s headlines, but these facilities have quietly powered modern life for years.”

As demand for digital infrastructure continues to grow, so will questions from the communities where these facilities are proposed. �鶹��Ƶ believes those conversations should be grounded in transparency, facts and genuine community engagement. The more people understand how modern data centers are designed, built and operated, the better equipped communities will be to evaluate both the challenges and the opportunities they bring.

This article was produced in collaboration between �鶹��Ƶ and Studio B. Bisnow news staff was not involved in the production of this content. Find the piece on their site .

The post ‘Projects May Be Temporary. The Opportunities Aren’t’: Debunking Common Data Center Myths appeared first on �鶹��Ƶ.

When a legacy brand expands, the challenge goes beyond opening a new location. The experience diners expect has been cultivated over decades, and every detail of the space must honor that reputation. For �鶹��Ƶ, that means translating a well-known dining identity into a new environment that functions as seamlessly behind the scenes as it does for its guests.

To read the full article, .

The post Building the next chapter for a Chicago dining icon: Gibsons Tavern appeared first on �鶹��Ƶ.

Located at 305 W. 4th Street, Café OASIS was intentionally developed as more than a traditional coffee shop. Designed as a welcoming gathering space for connection, creativity, and opportunity, the café combines mission-driven programming with a sustainable social enterprise model that advances community impact and long-term neighborhood investment. Through Café OASIS, OASIS Center International will offer arts education initiatives, financial literacy and first-time homebuyer workshops, workforce readiness certification programs for opportunity youth, mentorship opportunities, and community-centered gatherings that foster leadership, collaboration, and civic engagement.

To read the full article, .

The post Café Oasis Opens in Downtown Santa Ana as Community Café and Social Impact Hub appeared first on �鶹��Ƶ.

Congratulations to �鶹��Ƶ’s own and on being recognized as Crain’s Notable Leaders in Architecture, Engineering & Construction. Sean was honored by and Chris by , highlighting their leadership and contributions to the industry.

With more than 40 years of combined experience, Sean and Chris have played instrumental roles in delivering complex, high-impact projects while fostering strong teams and lasting client relationships. Their commitment to excellence, innovation and mentorship continues to shape the future of construction and drive success across our organization.

We’re proud to celebrate this well-deserved recognition and grateful for the leadership, expertise and positive influence they bring to �鶹��Ƶ and the industry every day.

The post Two of �鶹��Ƶ’s Own Named Notable AEC Leaders appeared first on �鶹��Ƶ.