Atrapado en acción: equipo de Thompson Concrete
La excelencia en Thompson Concrete comienza con las personas, y Steve Hanna y su equipo lo demuestran cada día. Fieles a la misión de la empresa de «confiar y empoderar a nuestro equipo para crear la mejor experiencia posible para los clientes, las comunidades y las familias», este grupo es un ejemplo de lo que significa liderar con determinación y orgullo.
Steve, junto con el asistente del jefe de equipo Marlon Perdomo y los técnicos de muros William Tolbert, Brayon Garzón y Eliezer Benavides, se han ganado la reputación de hacer bien su trabajo: sin atajos, sin excusas. Su trabajo en equipo y su atención al detalle hacen que los proyectos se desarrollen sin problemas y establecen el estándar de calidad en cada vertido.
Sin embargo, lo que realmente destaca es su perseverancia. Ya sea que se enfrenten a un clima impredecible o a plazos ajustados, este equipo aborda cada desafío con determinación, energía y profesionalismo. Su consistencia y espíritu reflejan no solo su habilidad, sino también la fuerza de la cultura de Thompson Concrete: una cultura basada en la confianza, la integridad y el compromiso compartido con la excelencia.
«Son equipos como este los que representan el corazón de Thompson Concrete», afirmó la empresa. «Estamos orgullosos de que estén ahí fuera representando nuestros valores en el sitios de la obra». Esos valores son el núcleo de Thompson Concrete.
«Nuestra gente es nuestro mayor activo», comparte la empresa. «Muchos de los miembros de nuestro equipo obtienen fuerza de su fe, que desempeña un rol discreto pero poderoso en la forma en que nos apoyamos mutuamente y afrontamos nuestro trabajo». Nos esforzamos por crear un entorno en el que todos se sientan valorados, no solo por lo que hacen, sino por lo que son. Ese sentido de propósito y comunidad es lo que nos impulsa a seguir adelante».
En Thompson Concrete, equipos como el de Steve son más que una simple parte del equipo: son el corazón de la empresa. Su dedicación y su ejemplo positivo nos recuerdan que un buen trabajo con el concreto comienza con buenas personas.
Construyendo más que solo concreto: construyendo futuros
De Jenn Ott, Modern Poured Walls Construction Services
Uniendo las aulas y las carreras profesionales en la Exposición de carreras profesionales del Condado de Lorain 2025, Modern Poured Walls (MPW) Construction Services representó con orgullo al sector de la construcción con concreto, demostrando que construimos más que estructuras de concreto: construimos futuros. Se celebró a finales de octubre en el Ross Expo Center del recinto ferial del condado de Lorain, en Wellington (Ohio), la exposición se convirtió en un sinfín de oportunidades para que los estudiantes exploraran multitud de trayectorias profesionales. El Centro de servicios educativos del condado de Lorain creó la exposición como un evento educativo para conectar el aprendizaje en el aula con las carreras profesionales del mundo real.
A lo largo de dos días repletos de actividades, la Exposición de carreras profesionales reunió a más de 3000 estudiantes de 15 distritos escolares para explorar exposiciones prácticas que representaban las habilidades específicas del sector que se utilizan a diario, todas ellas dirigidas por empresas locales. Entre las 46 empresas participantes, hubo una representación diversa de exposiciones que destacaban las oportunidades en los sectores de la ciencia, tecnología, ingeniería y matemáticas (STEM, por sus siglas en inglés), la fabricación, la salud, la tecnología de la información y los oficios cualificados. Los participantes exploraron sus oportunidades futuras, que iban desde cambiar llantas, manejar maquinaria de construcción, cableado eléctrico y tatuajes, hasta aprender RCP. El evento brindó a miles de estudiantes la oportunidad de conectarse con innumerables posibilidades que les ayudaron a imaginarse a sí mismos como la próxima generación de profesionales cualificados. Cada empresa se comprometió a mostrar a la futura fuerza laboral que los oficios cualificados no se limitan al trabajo manual, sino que se trata de innovación, precisión y orgullo por la artesanía.
Cuando se le preguntó al presidente Scott Smith por qué MPW decidió participar en la Exposición de carreras, este respondió: «Tradicionalmente, hemos contratado a personal local y luego hemos ayudado a las personas a progresar y desarrollar sus habilidades en trabajos de concreto y excavación». Smith añadió: «Consideramos que este evento es una forma de informar a los estudiantes sobre los tipos de trabajos disponibles en nuestro sector y de que pueden aprender desde cero, mientras que desarrollan buenos hábitos de trabajo y asistencia para que puedan construir una vida significativa aquí, en el condado de Lorain».
A medida que los ansiosos buscadores de empleo iban entrando, el centro se llenaba de entusiasmo y emoción mientras se ponían guantes y gafas de seguridad para aventurarse a aprender a través de diversas actividades interactivas. El evento fue una forma animada y atractiva de inspirar a la próxima generación. Los estudiantes de educación secundaria básica y secundaria exploraron múltiples profesiones, lo que llevó a cada uno de ellos a conocer de primera mano diferentes trayectorias profesionales en su propio entorno.
Los estudiantes se ensucian las manos y se inspiran
En la exposición Modern Poured Walls, el aprendizaje cobró vida de una manera que no se puede replicar en un salón de clases. La exposición presentó tres actividades prácticas para representar nuestro trabajo en la industria de la construcción con concreto. En una estación, el equipo de MPW les presentó las barras de refuerzo para que pudieran aprender la importancia de su uso para la integridad estructural. Una vez instruidos, se les enseñó a los estudiantes a amarrar barras de refuerzo verticales y horizontales. La siguiente estación les permitió ensuciarse las manos construyendo encofrados con paneles de un pie, enseñándoles no solo la importancia del trabajo en equipo, sino también de trabajar de forma segura y eficiente. Esta actividad animó a los estudiantes a simular la construcción utilizando herramientas y piezas industriales reales. Además, les mostró ejemplos de la vida real de cómo se encuentran con los productos terminados de nuestra construcción en su día a día. La tercera estación, y con diferencia la más concurrida, fue la réplica de nuestros departamentos de excavación y transporte, donde se utilizaron equipos de excavación para cargar camiones que luego se transportaban y descargaban. Los estudiantes hicieron fila para manejar los equipos en un entorno aislado, lo que puso a prueba sus habilidades. El manejo de los equipos a control remoto permitió a los estudiantes sentirse como operadores y probar los controles que se utilizan en la construcción cotidiana.
Fuera de la entrada del evento, MPW exhibió un camión grúa con la pancarta del evento para que todos la vieran. La presencia del camión grúa en el evento presentó una muestra de la innovación de la industria de la maquinaria pesada, ya que el camión contaba con una pluma articulada que nuestro equipo utiliza a diario para entregar y recuperar los encofrados de los paneles. MPW tomó la esencia misma de nuestro negocio y la puso en exhibición para desafiar a los estudiantes a imaginar las oportunidades que pueden ofrecer los oficios especializados.
Entre bastidores: el esfuerzo de MPW
Entre bastidores, hubo una verdadera colaboración del equipo de MPW, desde las reuniones de planificación previas a la exposición, la diligencia en la coordinación de todas las piezas móviles para el evento con el fin de crear y preparar actividades prácticas, hasta la ejecución. Steve Osborn, director de proyectos de MPW, afirmó: «Nos compenetramos muy bien como equipo y disfruté mucho con la participación y las preguntas de los estudiantes».
MPW se emocionó al ver el entusiasmo de nuestros líderes por participar en este evento comunitario atendiendo nuestro pabellón. Los que participaron compartieron sus amplios conocimientos del sector con los estudiantes y dedicaron tiempo a responder a sus preguntas a medida que surgían. «Nuestra contribución, que consistió en mostrar estaciones prácticas activas para los estudiantes, fue más allá de la simple educación sobre nuestra empresa, porque también sirvió para enseñar que los oficios especializados y la construcción son más que un trabajo: son una carrera que construye, cultiva e inspira comunidades, equipos y futuros», afirmó Jenn Ott, de recursos humanos de MPW.
Al término del evento de dos días, miles de estudiantes habían visitado y dado lo mejor de sí mismos al probar las tres estaciones de MPW. «Fue muy gratificante ver el orgullo en los rostros de los estudiantes al marcharse sabiendo que habían construido algo real o incluso que habían tomado la decisión de probar algo que nunca antes habían explorado o considerado», compartió Ott. «Esta experiencia realmente abre la puerta a que los estudiantes reflexionen profundamente sobre su futuro para buscar una trayectoria profesional que les resulte interesante y gratificante».
«Como expositor destacado en la Exposición de carreras profesionales del condado de Lorain, MPW Construction Services demostró cómo las asociaciones industriales pueden dar forma tanto al aprendizaje como a la fuerza laboral local», afirmó Dave Miller, presidente del Consejo asesor empresarial del condado de Lorain. «Su compromiso con la tutoría y la participación práctica refleja perfectamente la misión del evento de conectar las aulas con las carreras profesionales. MPW Construction Services entiende que las estructuras más duraderas no solo están hechas de concreto, sino que se construyen a través de la conexión. Al orientar a los estudiantes en la Exposición de carreras profesionales, ayudaron a sentar las bases de una fuerza laboral tan sólida y duradera como los proyectos que construyen. Además, MPW encarnó el espíritu de la colaboración comunitaria, tendiendo un puente entre el aprendizaje en las aulas y las oportunidades del mundo real. Su trabajo nos recuerda que los mismos principios que definen una gran construcción —resistencia, estabilidad y propósito— son también los que construyen una fuerza laboral sólida para el futuro».
Sentar las bases para la fuerza laboral del futuro
El impacto de la exposición fue evidente: no fue solo un evento, fue una inversión en los estudiantes de hoy que conducirá a una futura fuerza laboral sólida. La Exposición de carreras profesionales del condado de Lorain convirtió las oportunidades y la educación en acción. Mientras MPW reflexiona sobre estos dos días de aprendizaje, risas y descubrimientos, nos sentimos honrados de haber participado. Creemos que aquí es donde la educación y la industria se unen para sentar unas bases sólidas para la fuerza laboral del mañana.
Volver a construir mejor: Resiliencia
Cuarto artículo de la serie
De Joe Nasvik
Una vez que se toma la decisión de construir una casa, la siguiente cuestión que hay que resolver es cómo se debe construir. El mejor sistema de construcción es aquel que sea más adecuado para los ocupantes actuales y futuros. El uso de pautas de sostenibilidad y resiliencia es una forma de garantizarlo.
Al construir una casa, se debe tener en cuenta la cantidad de gases de efecto invernadero (GEI) que se producen en la construcción, la seguridad del edificio ante los crecientes riesgos del cambio climático, la cantidad de energía que se necesitará para mantener las condiciones de vida con el paso del tiempo, la cantidad de residuos y materiales tóxicos que se generan al demoler una casa y la adaptabilidad de la vivienda para satisfacer las necesidades de los futuros propietarios.
Una vez que se estableció que las temperaturas globales aumentan en relación con la cantidad de dióxido de carbono (CO2) y otros gases que retienen el calor en la atmósfera, de ahí el término GEI, los científicos comenzaron a centrarse en su procedencia y en qué cantidades. Consultores como Emily Lorenz, propietaria de SevGen Consulting en Chicago, Illinois, calcularon la cantidad de GEI que se generaba en la producción de los productos que fabricamos. El movimiento de sostenibilidad favoreció el abandono del uso de productos que generan grandes cantidades de GEI en su fabricación, abogando por aquellos que producen menos. Se consideraba que los productos «ecológicos» eran los mejores de todos, productos que podían fabricarse fácilmente mediante el crecimiento de nuevos cultivos. Por ejemplo, la madera era un buen material de construcción porque se podían plantar nuevos árboles para reemplazar los que se talaban. Utilizar fardos de paja para construir las paredes de una casa era una idea aún mejor, ya que cada año se podía cosechar un nuevo cultivo y la paja es un subproducto de la producción de cereales, por lo que era un material de construcción «sin carbono».
La palabra «sostenibilidad» se convirtió en un término de mercadotecnia para diversos materiales. Evan Reis, director ejecutivo del Consejo de resiliencia de EE. UU., con sede en San Francisco, California, afirma que la sostenibilidad se ha definido tradicionalmente como «diseño ecológico», es decir, construir de manera que se tenga un bajo impacto en el medio ambiente. En el mundo de la sostenibilidad, la producción de cemento Portland no es bien vista porque la piedra caliza, ingrediente clave del cemento Portland, debe calentarse a temperaturas de aproximadamente 2800 grados Fahrenheit. Este calentamiento provoca la emisión de gases de efecto invernadero procedentes de dos fuentes: el combustible utilizado en el horno y la reacción química de calcinación (la descomposición de la piedra caliza), que convierte las materias primas en clínker. La industria cementera estadounidense ha implantado mejoras en el proceso de fabricación a lo largo de los años, pero aún así se producen entre 0,8 y 0,9 toneladas de dióxido de carbono en la atmósfera por cada tonelada de cemento Portland fabricado. Y como el cemento se utiliza en el concreto, muchos piensan que deberíamos dejar de utilizarlo el concreto y buscar otros materiales para sustituirlo.
Resiliencia
Reis afirma que se ha hecho evidente que centrarse únicamente en el diseño ecológico no es suficiente; la verdadera sostenibilidad requiere que también tengamos en cuenta la resiliencia, es decir, que construyamos de manera que el medio ambiente tenga un impacto mínimo sobre nosotros.
La resiliencia se centra en toda la vida útil de un edificio, en su seguridad en un clima cada vez más impredecible, en la cantidad de energía necesaria para calentarlo y refrescarlo, en la combustibilidad de una edificación y en los materiales tóxicos utilizados en la construcción. Las prácticas actuales de sostenibilidad en los Estados Unidos se centran en gran medida en la cantidad de GEI generados en la producción de algo en un momento dado, mientras que la resiliencia adopta una perspectiva a largo plazo. En conjunto, tanto la resiliencia como la sostenibilidad son importantes.
Vida útil de la estructura
Al considerar la resiliencia, es importante centrarse en la cantidad de GEI generados durante toda la vida útil de una estructura. Al considerar la sostenibilidad de un material desde su origen hasta su salida de fábrica, solo se tiene en cuenta la cantidad de GEI emitidos o absorbidos durante su producción. Siguiendo esta lógica, el CO2 generado en la fabricación de madera es mucho menor que el generado en la producción de concreto, por lo que la madera es más sostenible que el concreto. Pero, ¿qué ocurre si una casa construida con madera se quema por completo (como en el caso de los incendios de Los Ángeles), los escombros tóxicos se retiran y se transportan a un vertedero (donde deben almacenarse de forma segura para siempre) y, luego, se reconstruye la casa? ¿Cuántos GEI se generan en toda la cadena de acontecimientos en comparación con la construcción de la casa una sola vez con un material no combustible como el concreto?
Seguridad
El movimiento de resiliencia valora la seguridad de una estructura; una vivienda debe ser un lugar seguro para vivir y debe ser habitable después de un desastre, de modo que la vida pueda continuar con pocas interrupciones. Sin embargo, los niveles de seguridad cambian constantemente porque los fenómenos extremos, como incendios, huracanes y tornados, aumentan en número e intensidad debido al calentamiento global. Por lo tanto, las normas de seguridad para la construcción de viviendas también deben modificarse cada vez más.
Consumo de energía con el paso del tiempo
Las calificaciones de resiliencia tienen en cuenta la cantidad de energía necesaria para calentar y refrescar un edificio durante su vida útil. Debido a las fuentes de combustible para la energía en los Estados Unidos, Lorenz afirma que la mayor parte de los GEI se generan por la energía necesaria para calentar y refrescar un edificio conforme pasa el tiempo, y no por su construcción. La cantidad de energía necesaria para calentar y refrescar una vivienda depende de los materiales utilizados para construirla. Añade que, en un estudio, se compararon las viviendas con encofrados de concreto aislado (ICF, por sus siglas en inglés) con las viviendas estándar con estructura de madera, y la energía necesaria para la calefacción y el enfriamiento era mucho menor en las viviendas con ICF. «Los gases de efecto invernadero generados por el proceso de construcción de las viviendas con ICF fueron mayores, pero si se analiza el ciclo de vida completo, el total de gases de efecto invernadero emitidos por ambos sistemas de construcción fue aproximadamente el mismo». Esto se debe a que las viviendas de concreto se pueden construir de forma más hermética, por lo que se escapa menos energía, y a que el concreto es un buen material para almacenar energía.
Residuos tóxicos
Reis afirma que los residuos que quedan tras los incendios también son motivo de preocupación. Los Ángeles tiene enormes cantidades de residuos tóxicos tras los recientes incendios, y todos se deben retirar y transportar a vertederos con la esperanza de que permanezcan almacenados de forma segura para siempre. «El problema es que no existe el para siempre», añade. «El agua que se filtra a través de los vertederos hará que los residuos tóxicos se extiendan por áreas cada vez más grandes».
Reutilización
Los edificios suelen construirse para satisfacer las necesidades de una persona o un grupo. Cuando se venden, a veces el nuevo propietario exige que se derriben para que se respete su propio gusto estético. El problema es que se desperdician enormes cantidades de material en buen estado, que acaban depositados en vertederos. Quizás en el futuro los diseñadores sean capaces de crear estructuras básicas que permanezcan intactas, mientras que la estética cambie de un propietario a otro. Dicho esto, una de las ventajas del concreto es que puede reciclarse para convertirse en árido para el nivelado fino debajo del concreto y el asfalto. Las barras de acero también se reciclan. La mayoría de los vertederos no aceptan concreto.
Reflexión final
La sostenibilidad es bastante fácil de medir. Los investigadores cuantifican la cantidad de GEI generados en la fabricación de materiales con cifras que suelen expresarse en toneladas equivalentes de CO2, y también se puede calificar el grado de sostenibilidad de los edificios. Ahora también es posible asignar calificaciones de resiliencia a los edificios. Para obtener más información al respecto, visite el sitio web del Consejo de resiliencia de EE. UU. www.usrc.org.
Al construir una casa o una oficina comercial, se deben tener en cuenta tanto la sostenibilidad como la resiliencia. Al hacerlo, hace lo correcto para usted y sus vecinos.
Carr Concrete Construction: Strengthening Connections and Sharing Expertise Through CFA Membership
This past October, the CFA Fall Executive Retreat in Connecticut was made even more special thanks to the generosity of Carr Concrete Construction. The company opened their doors to host a lunch for attendees and showcase one of their ongoing projects. The event gave members the opportunity to see firsthand how a leading northeast contractor operates, while also enjoying discussions, networking and thought leadership sessions. Hosting the retreat allowed Carr Concrete to showcase not only their impressive project site but also the collaborative spirit that defines the CFA community.
Carr Concrete first learned about the CFA through Rus Talpey, Talpey Construction, who recommended membership as a valuable resource for handling questions or challenges that arise in day-to-day operations. “It has certainly been that resource for us, but we were really impressed by the camaraderie amongst CFA members,” they shared. “We have a special niche here in the northeast; Connecticut specifically, but CFA has been a common ground for all of us to come together and strengthen our network both here and across the country.”
Since joining the CFA, Carr Concrete has expanded its reach beyond its local area. “Before CFA, Carr Concrete didn’t leave our area,” they explained. “Since joining CFA they have introduced us to many other contractors across the country. The CFA has given us the opportunity to compete with the best of the best for Project of the Year, showcasing our work on a national scale.”
However, the standout benefit for Carr Concrete has been access to and relationship building with top-tier vendors. “Working with vendors like Western Forms, Connecticut Concrete Form, Cranes and Equipment, and Irving Equipment, just to name a few, you gain valuable insight and education on new technology and the up-and-coming products of our industry.”
Carr Concrete credits CFA events and programs with helping them step back, learn, and apply new ideas to their business. “We really enjoy CFACON, CFA events and education at World of Concrete, and just recently experienced our first executive retreat. These events give us an excuse to take a step back from the day-to-day and inquire with like minds. We leave these events and hit the ground running with fresh insights when we get back to our guys.”
When asked what they would say to other contractors considering membership, Carr Concrete was clear: CFA is invaluable. “Honestly, every year our membership renewal comes in we question it, like any purchase, but every year we remember all the connections we have made and continue to make. CFA is the glue that keeps us all connected, and to us, that alone makes our membership worth it. If you’re on the fence about membership, giving it a try is the first step. Find another member like we did who can help you get all that you can out of your membership. You won’t be disappointed.”
Through hosting the executive retreat and actively participating in CFA programs, Carr Concrete Construction exemplifies how membership can strengthen networks, foster knowledge-sharing and elevate both people and projects across the industry.
Routine Versus Rocket Science: Thirteen Rock-Solid Ways to Keep Your Customers Coming Back
By Kate Zabriskie
You know that friend who’s always there when you are in need? The one who shows up on time, follows through on promises and genuinely cares about what’s going on in your life? That’s exactly what your business needs to be for your customers.
Sure, those splashy marketing campaigns and point-collecting apps might turn some heads. But keeping customers? That’s more like maintaining a good friendship—it’s about consistency, trust and showing up when it matters.
Think about it: When was the last time you stuck with a business just because they sent you a birthday coupon? Probably never. But I bet you’ve stayed loyal to places that treat you right, make your life easier and actually seem to care whether you’re satisfied or not.
Here’s what makes no sense: businesses throwing money at attracting new customers while ignoring their loyal ones. It’s like constantly hunting for new friends while ghosting the ones you already have. Your repeat customers are pure gold—they spend more, they tell their friends about you and they stick with you even when times get tough.
So let’s get real about what actually works. No gimmicks, no fancy strategies, just solid, reliable business practices that build trust and keep people coming back. Consider this your straightforward guide to keeping customers happy (and your business growing) for the long haul.
Action One: Do What You Say You’ll Do
Trust starts with reliability. When you promise to deliver something by a certain time, follow through. If you say you’ll return a call within an hour, make it happen. Customers remember when commitments are met and when they aren’t.
Ask yourself: When was the last time I missed a commitment to a customer, and how can I improve my process to prevent that?
Action Two: Keep It Real (Even When It Hurts)
Customers appreciate honesty, even when the news isn’t good. If something goes wrong, don’t hide it. Be upfront, explain the issue, and share how you’re fixing it. Transparency builds trust, especially in tough moments.
Ask yourself: Do I proactively communicate challenges to customers, or do I avoid difficult conversations?
Action Three: Speed Is Your Friend
In today’s world of instant everything, slow responses are frustrating. You don’t need to be available 24/7, but responding promptly shows you value your customers’ time. Even a quick acknowledgment like, “I’ve received your message and will get back to you shortly,” can make a difference.
Ask yourself: How quickly do I respond to customer inquiries, and do I have systems in place to improve response times?
Action Four: Follow Through Like a Pro
Great service doesn’t end with the sale. Checking in after a project, purchase, or service demonstrates care and helps uncover potential issues before they become problems.
Ask yourself: Do I follow up with customers regularly to ensure they’re satisfied?
Action Five: Listen Like You Mean It
Before jumping in with a solution, take time to fully understand your customer’s concerns. Active listening builds trust and often reveals insights that lead to better outcomes.
Ask yourself: Do I make customers feel heard, or do I focus more on solving the issue quickly?
Action Six: Make Yourself Available (But Set Boundaries)
Clear and accessible contact options make it easy for customers to reach you when needed. At the same time, setting boundaries ensures you can deliver on those expectations without burnout.
Ask yourself: Are my contact methods clear and responsive enough for customers to feel supported?
Action Seven: Be Predictably Excellent
Consistency beats occasional brilliance. Customers want to know what to expect every time they interact with you. Being reliably good builds confidence and loyalty.
Ask yourself: Is my level of service consistent across all interactions, or do I have room to improve reliability?
Action Eight: Keep Them in the Loop
Regular updates—even when there’s no change—reassure customers that you’re paying attention. Whether it’s about an order, a service or an issue being resolved, communication matters.
Ask yourself: Do I keep customers informed, or do they have to follow up with me to find out what’s happening?
Action Nine: Own Your Mistakes
Mistakes happen. How you handle them can make or break customer loyalty. Acknowledge the error, apologize sincerely and explain what steps you’re taking to fix it.
Ask yourself: When was the last time I owned a mistake with a customer, and how did they respond?
Actions Ten: Stay Connected (Without Being Clingy)
Regular communication keeps your business top of mind, but it’s important to strike the right balance. Nobody wants to feel spammed. Share meaningful updates and value-added content.
Ask yourself: Am I staying connected with customers in a way that feels helpful, not overwhelming?
Action Eleven: Play the Long Game
Prioritize long-term relationships over short-term revenue. Customers value businesses that put their needs ahead of squeezing every penny from a single transaction.
Ask yourself: Do my decisions prioritize long-term loyalty, or am I focused on short-term gains?
Action Twelve: Show Some Love
A small gesture can make a big impact. Whether it’s a thank you note, a thoughtful gesture or remembering a customer’s preferences, showing appreciation makes people feel valued.
Ask yourself: When was the last time I went out of my way to thank or recognize a customer?
Action Thirteen: Rethink Introductory Deals
Be careful with promotions that reward new customers more than loyal ones. Offering steep discounts to new customers while existing ones pay full price can breed resentment. Instead, consider ways to reward loyalty, such as exclusive perks or discounts for long-term customers.
Ask yourself: Are my promotions encouraging loyalty, or are they making existing customers feel overlooked?
What’s Next?
Ready to take the first step? Focus on one area where you know you can improve. When you consistently deliver the basics, customer loyalty follows naturally.
ABOUT THE AUTHOR:
Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual and online soft-skills training courses and workshops to clients in the United States and internationally. For more information, visit www.businesstrainingworks.com.
From Builder to CEO: Why Most Construction Companies Never Break $50 Million
BY GERARD ALIBERTI, OWNER OF PRO-ACCEL
You started your construction company because you love building things. You were good at it. Maybe great at it. You could see a project through from concept to completion, and you took pride in every detail. Fast forward to today, and you’re running a $10 million, $15 million, maybe even $25 million company.
You’re still operating like you’re running a $5 million business.
You’re the bottleneck. Every critical decision flows through you. Your phone never stops ringing. You can’t remember the last time you took a real vacation without checking in multiple times a day. Meanwhile, you’re turning down profitable work because you don’t have the capacity, you’re watching your best people burn out and you’re seeing competitors who started after you scale right past you. This isn’t a revenue problem. It’s a structure problem.
The Growth Barrier Most Owners Hit
I watched a client struggle with this exact issue for five years. He’d built his company to $12 million in annual revenue. Solid work, good reputation, healthy margins. But every time we talked, he looked more exhausted. He couldn’t figure out why he couldn’t break through to the next level.
The answer was simple, but hard to hear. He was the problem.
There’s a reason construction companies get stuck. Industry data shows that construction turnover rates hover around 68 percent, meaning you’re essentially replacing your entire workforce every year and a half. That’s not just expensive. It’s unsustainable for a company trying to scale.
The business model and structure that got you from zero to $5 million or even $10 million will actively prevent you from reaching $50 million. What worked when you had five employees and could personally oversee every job becomes your biggest liability when you need to manage 50 people across multiple projects.
Most owners don’t recognize this until they’ve already hit the wall. They keep hiring more people, taking on more projects and working longer hours, but revenue plateaus. Profit margins shrink. Quality becomes inconsistent. The owner becomes exhausted.
My client at $12 million was approving every estimate, visiting every job site, making every hiring decision and personally handling client escalations. When I asked him if he could take a two-week vacation, he laughed. “The place would fall apart,” he said. That’s when I knew we had work to do.
The Evolution Nobody Prepares You For
Scaling a construction company requires three distinct structural phases, each with completely different organizational needs. Miss the timing on these transitions, and you’ll pay for it in years of stalled growth.
In the early phase, roughly $5 million to $15 million in revenue, you are the operation. It’s a flat structure, maybe five to 15 employees, and you’re probably still spending significant time in the field. This works until it doesn’t.
The mid phase, from $15 million to $40 million, demands specialized departments with clear leaders. You need 20 to 50 employees organized into functional teams. This is where most owners struggle because it requires giving up control and building a leadership team. The companies that successfully navigate this transition understand that they can’t have more than five to seven people reporting directly to any executive. Beyond that, quality and accountability plummet.
The advanced phase, beyond $40 million, requires autonomous business units with their own profit and loss responsibility. You’re no longer managing projects or even people. You’re managing systems and leaders. Your role shifts entirely to vision, strategy and culture.
What kills growth is trying to operate in Phase 2 or 3 with a Phase 1 mindset and structure.
I’ve seen this play out dozens of times. One owner waited until his company hit $25 million before finally hiring a Chief Operating Officer (COO). “I should have done this five years ago,” he told me after his first quarter with the new hire in place. Those five years of delay cost him roughly two years of accelerated growth and the opportunity to capture market share when his competitors were vulnerable. The math is brutal. Every quarter you wait compounds the problem.
The People Problem
You can’t scale with just bodies. You need builders of the business, not just workers in the business. Yet most construction company owners make the same critical mistakes when it comes to building their teams.
A few years ago, I worked with a company that promoted their absolute best project manager to operations manager. On paper, it made perfect sense. The guy was a legend. Could run three complex projects simultaneously, never missed a deadline, clients loved him. Six months into his new role as operations manager, he was miserable, the team was frustrated and projects were slipping.
What happened? He was incredible at executing the work. But managing people, building systems having difficult conversations about performance required an entirely different skill set. They promoted their best doer into a leadership role, and both lost a great project manager and gained a struggling manager.
The companies that break through understand that hiring strategy must evolve as you grow. In the early stages, you need versatile generalists where culture fit matters most. In the mid stages, you need specialists with proven track records. At the advanced stages, you need leaders who have scaled companies before and can operate with minimal supervision.
More importantly, they understand that not everyone wants to manage people, and that’s okay. Your best estimator might be a terrible estimating manager. Creating dual career paths, one for technical expertise and one for leadership, keeps your top talent engaged without forcing them into roles where they’ll fail.
The Identity Crisis No One Talks About
The hardest part of scaling is this: you got into this business to build things. Success means getting out of building things.
This is the identity crisis every construction company owner faces, and most never resolve it. They built their identity around being the person who could see the details others missed, who could solve problems in real time, who knew every aspect of every job. That’s what made them successful.
I remember sitting across from an owner who’d just told me his company did $18 million last year. “Congratulations,” I said. “How much time are you spending on job sites?” “Every day,” he replied proudly. “I’m there before the crews arrive and I’m usually the last one to leave.”
That’s when I showed him the math. At $18 million in revenue, if he was still spending 70 percent of his time in daily operations, he wasn’t leading his company. He was suffocating it. His best project managers were waiting on his approval for decisions they should have been making themselves. His estimator couldn’t close deals because the owner insisted on being in every client meeting. Growth had stalled at $18 million for three years running.
The mindset shift from builder to CEO means accepting that other people won’t do things exactly like you. They’ll make different decisions. Some will be better. Some will be worse. And that has to be okay, because your job is no longer to do the work. It’s to build the systems and develop the people who can do the work consistently.
This creates what we call the “control paradox.” Owners fear that if they delegate, quality will drop. But the truth is, they’re already the bottleneck. Great people combined with great systems create consistency at scale that no single person can match.
The Real Cost of Staying Small
When an owner can’t make this transition, everyone pays. The owner is exhausted and resentful. The team is frustrated because they can’t make decisions without permission. Growth stalls. Profit margins compress because inefficiency costs more as you scale.
The biggest cost is opportunity. Every quarter you operate with the wrong structure costs you six to 12 months of growth on the back end. Projects you can’t take. Talent you can’t attract. Market share you can’t capture.
That client I mentioned who was stuck at $12 million for five years? Once he finally committed to restructuring, hired the right leadership team and stepped out of daily operations, his company hit $23 million within 18 months. Same market. Same services. Different structure.
The business you’re building should eventually run without you. Not because you’re checked out, but because you’ve built something sustainable. Right now, if you can’t take a two-week vacation without worrying the business will fall apart, you don’t own a business. You own a job. An expensive, stressful job.
What It Takes to Break Through
Scaling requires investment in three areas that make most owners uncomfortable. First, you must invest in the right people─not just any people─with competitive compensation and clear career paths. Second, you need systems that document your processes, establish communication rhythms and enable consistent execution. Third, and most difficult, you must invest in yourself as a leader, which means coaching, peer groups and the willingness to become someone different than who you are today.
None of this is easy. You’ll have to delegate before you feel ready. Trust before it’s been proven. Spend money to make money. Be uncomfortable, probably for months.
This delivers a business that can run without your constant involvement. A team that wants to stay and grow with you. Profit margins that compound as systems create efficiency. A company that’s actually worth building, not just operating.
The Question That Matters
Can your company grow to $100 million? Probably. The real question is whether you’re willing to become the leader a $100 million company needs.
The business doesn’t change until you change. The structure you need, the people you need, the systems you need all start with you making a different choice about your role.
You didn’t stop being a builder when you became an owner. You just started building at a different scale. The question is whether you’re ready to build the business, not just the projects.
Most owners will read this, nod their heads and change nothing. Don’t be most owners. The company you want to build is waiting on the other side of the leader you need to become.
Caught in Action
At Thompson Concrete, excellence starts with people, and Steve Hanna and his crew continue to prove that every day. Living out the company’s mission “to entrust and empower our team to create the best possible experience for clients, communities and families,” this group exemplifies what it means to lead with purpose and pride.
Steve, along with Assistant Crew Lead Marlon Perdomo and Wall Techs William Tolbert, Brayon Garzon and Eliezer Benavides, has built a reputation for getting the job done right: no shortcuts, no excuses. Their teamwork and attention to detail keep projects running smoothly and set the standard for quality on every pour.
However, it’s their perseverance that really shines. Whether they’re facing unpredictable weather or tight deadlines, this crew tackles every challenge with grit, energy and professionalism. Their consistency and drive reflect not just their skill, but the strength of Thompson Concrete’s culture: a culture built on trust, integrity and shared commitment to excellence.
“It’s crews like this that represent the heart of Thompson Concrete,” the company said. “We’re proud to have them out there representing our values on the job site.” Those values are at the center of Thompson Concrete.
“Our people are our greatest asset,” the company shared. “Many of our team members draw strength from their faith, which plays a quiet but powerful role in how we support one another and approach our work. We strive to create an environment where everyone feels valued, not just for what they do, but for who they are. That sense of purpose and community is what drives us forward.”
At Thompson Concrete, crews like Steve’s are more than just part of the team—they’re the heartbeat of the company. Their dedication and positive example remind us that great concrete work starts with great people.
Do you have photos of exceptional work or aspects of your business “caught in action” you would like to nominate? Send them directly to CFA Membership Director, Trenton Baty, at trenton.baty@cfaconcretepros.org.
Capturing Field Knowledge and Preserving Your Legacy with AI
Learn how AI can capture and organize field knowledge from notes and photos into a searchable data asset, improving efficiency and preserving expertise for your firm.
The construction industry is experiencing a significant operational shift. Recent data indicates that a substantial number of construction businesses are now using artificial intelligence (AI) to improve efficiency and accuracy. In fact, the global market for AI in construction is projected to grow from $4.86 billion in 2025 to $22.68 billion by 2032.1 AI is more prevalent than ever, with an increasingly wide number of uses. One of these uses addresses a long-standing challenge in the construction industry: capturing and preserving the operational knowledge of experienced field personnel.
The Challenge of Dispersed Knowledge
Consider a superintendent with decades of specialized experience. Their insights into soil conditions, mix designs and unforeseen site challenges are invaluable. This knowledge is often recorded in disparate formats: handwritten notebooks, sketches on a whiteboard or verbal instructions delivered on-site. While effective in the moment, this information remains fragmented and difficult for the rest of the team to access.
This dispersal of knowledge creates operational friction. Without a central repository, teams may repeat mistakes, and the process of training new personnel becomes less efficient. The expertise of senior staff risks being lost upon their retirement. This challenge is not about a lack of information, but about the absence of a system to capture, organize and retrieve it effectively.
AI-powered systems now provide the capability to transcribe, analyze and organize field data into a centralized knowledge base. The methodology involves several key functions.
Transcription of Notes and Voice Memos
The first step is converting analog information into a digital format. Transcription tools can process audio recordings and even images of handwritten notes, converting them into machine-readable text.
A superintendent can record a voice memo summarizing the day’s progress, detailing specific challenges encountered with a concrete pour. An AI system transcribes this audio into a structured report. This digital text is now searchable and can be categorized for future reference, forming the basis of a daily log without extensive manual data entry.
Analysis and Organization of Site Photographs
Job sites generate a high volume of visual data. A photo of rebar placement or a finished foundation contains critical information. AI systems can analyze these images to identify key elements and tag them with relevant metadata.
For example, a project manager can upload a batch of photos from a foundation pour. The system can categorize them by date, project phase and specific visual content, such as “formwork” or “curing.” This creates a visual timeline of the project that is organized and easy to navigate. It allows team members to find specific visual records without sifting through disorganized folders.
Building a Digital Knowledge Base
Once transcribed and analyzed, this data populates a centralized platform accessible to the entire team. This digital knowledge base becomes a living archive of the firm’s collective experience.
When a new project presents similar challenges to a past one, a project manager can search the system for relevant information. They might query, “Show all projects with high water table conditions” to review previous solutions, notes from superintendents and relevant site photos. This process provides immediate access to proven strategies, reducing problem-solving time and improving decision quality.
The Benefits: Efficiency, Accuracy and Legacy
Recent industry reports show that AI adoption is already delivering measurable productivity gains. For construction professionals, these tools can save several hours per week. Within the concrete foundations industry, the benefits of knowledge capture are specific and impactful.
They have improved efficiency by automating the capture and organization of field data, which reduces time spent on administrative tasks. Personnel can focus on their core responsibilities, knowing that documentation is being handled systematically in the background.
They have also enhanced accuracy. AI systems minimize transcription errors and provide a clear, organized record of past decisions and site conditions. This documentation supports quality control and reduces the risk of miscommunication or reliance on memory.
Finally, they preserve a legacy by capturing the expertise of senior personnel, ensuring that their knowledge becomes a permanent asset for the firm. This institutional memory is critical for training the next generation of leaders and maintaining a consistent standard of excellence across all projects.
There are great benefits to recording and organizing field information with AI. Fortunately, adopting this technology does not require a complete overhaul of your current operations. A gradual, strategic approach can deliver immediate benefits while minimizing disruption.
- BEGIN WITH A PILOT PROJECT: Start with a single, manageable application. Use a smartphone’s voice memo feature and a transcription service to create daily site reports for one project. The process is simple: record observations throughout the day, then use the tool to generate a text summary. This provides a low-risk way to evaluate the technology’s effectiveness and its fit within your workflow.
- SELECT APPROPRIATE TOOLS: When you are ready to expand, explore systems designed for document analysis and audio transcription. Narrow your search to platforms that offer robust data security and do not use your proprietary information for their own model training. Ensure any selected tool is compliant with your firm’s data privacy standards and client confidentiality agreements.
- PROVIDE FOUNDATIONAL TRAINING: Data shows that the majority of contractors using AI have received no formal training. Providing your team with basic instruction on how to use these tools can improve adoption and effectiveness. Training should focus on practical applications, such as how to structure a voice memo for optimal transcription or how to use the search function within your new knowledge base.
- INTEGRATE INTO EXISTING WORKFLOWS: These tools should complement, not replace, established processes. AI can generate the first draft of a report, which is then reviewed, edited and finalized by a qualified team member. This “human-in-the-loop” approach maintains quality control while still benefiting from the speed and efficiency of automation.
Artificial intelligence offers more than just automation; it provides a method to connect your firm’s past experience with its future success. By systematically capturing and organizing field knowledge, you can create a powerful internal resource that drives productivity, improves accuracy and preserves the expertise of your most seasoned professionals. For contractors in the concrete foundations industry, the strategic adoption of these tools is a definitive step toward building a more resilient and competitive organization. The question is no longer if AI will change workflows, but how you will leverage it to your advantage.
Sources:
- Fortune Business Insights. “AI in Construction Market Size, Share & Industry Analysis, By Solution (Project Management, Risk Management, Schedule Management, Supply Chain Management, and Others), By Deployment (Cloud andOn-premises), By Construction Stage (Preconstruction, Construction, and Post-construction); By Construction Type (Residential, Industrial, Commercial, Infrastructure), and Regional Forecast, 2025-2032.” Report ID: FBI109848. Last Updated Oct. 13, 2025. PDF. 160 pp. https://www.fortunebusinessinsights.com/ai-inconstruction-market-10
Building More than Just Concrete…Building Futures!
BY JENN OTT, MODERN POURED WALLS CONSTRUCTION SERVICES
Bringing classrooms and careers together at the 2025 Lorain County Career Pathways Expo, Modern Poured Walls (MPW) Construction Services proudly represented the concrete construction industry demonstrating that we build more than concrete structures- we build futures. Held in late October at the Lorain County Fairgrounds Ross Expo Center in Wellington, Ohio, which transformed into an array of opportunities for students to explore a multitude of career paths.
The Educational Service Center of Lorain County created the expo as an educational event to connect classroom learning to real-world careers. Over the course of two action-packed days, the Career Pathways Expo brought together more than 3,000 students from 15 school districts to explore hands-on exhibits representing collective industry specific skills utilized daily, all led by local businesses. Among the 46 businesses participating, there was a diverse representation of exhibits highlighting opportunities in manufacturing, healthcare, information technology, skilled trades and STEM (Science, Technology, Engineering and Math). Participants explored their future opportunities ranging from changing tires, running construction equipment, electrical wiring and tattooing, to learning CPR. The event afforded thousands of students the opportunity to connect with countless possibilities to help them envision themselves as the next generation of skilled professionals. Each business was committed to showing the future workforce that there is more to skilled trades than manual labor, but rather that it is about innovation, precision and pride in craftsmanship.
When asked why MPW choose to participate in the Career Expo, President Scott Smith said, “We’ve traditionally hired locally and then help people advance and build their skills in concrete and excavation work.” Smith commented further, “We see this event as a way to educate students to the types of jobs available in our industry and that they can learn from the bottom up; while developing good work and attendance habits so they can build meaningful lives here in Lorain County.”
As the eager career-seekers entered, the center buzzed with enthusiasm and excitement as they donned gloves and safety glasses to venture out to learn through various interactive activities. The event was a lively and engaging way to inspire the next generation. Students in middle and high school explored multiple professions, leading each student to get a tangible taste of different careers paths right in their back yard.
Students Get Their Hands Dirty and Minds Inspired
Inside the Modern Poured Walls exhibit, learning came alive in a way that a classroom can’t replicate. The exhibit staged three hands-on activities to represent our work in the concrete construction industry. At one station, the MPW team introduced them to rebar so they could learn the importance of its use for structural integrity. Once educated, the students were taught to tie vertical and horizontal rebar. The next display enabled them to get their hands dirty by building forms using one-foot panels illustrating not only the importance of teamwork, but also of working safely and efficiently. This activity prompted students to simulate building using real-world tools and industry parts. Furthermore, it showed real-life examples of how they encounter the finished products of our construction in their daily lives. Third and by far the most attended station, was the replication of our excavation and transportation departments by using excavation equipment to load trucks to be hauled and dumped. Students lined up to operate the equipment in the sandbox which put their skills to the test. Operating the R/C equipment enabled students to feel like an operator and try controls used in everyday construction.
Outside the event entrance, MPW displayed a crane truck flying the event banner for all to see. Having the crane truck at the event showed a sample of the industry innovation of heavy equipment as the truck featured a knuckle boom used to deliver and recover panel forms from jobs daily by our team. MPW took the very core of our business and put it on display to challenge students to imagine the opportunities that skilled trades can offer.
Behind the Scenes: MPW’s Effort
Behind the scenes, there was a true collaboration of MPW’s team from the planning meetings leading up to the expo, the diligence of coordinating all the moving pieces for the event to build and prepare hands-on activities, all the way down to execution. Steve Osborn, project manager at MPW, stated, “We came together nicely as a team, and I really enjoyed the student engagement and questions!”
MPW was thrilled to see the eagerness of our leaders to step up to participate in this community-based event by staffing our booth. Those who were involved shared their wealth of industry knowledge with curious students taking time to answer questions as they arose. “Our contribution showcasing active hands-on stations for students was for more than just education of our company, but also to teach that skilled trades and construction is more than a job—it’s a career that builds, cultivates and inspires communities, teams and futures,” said Jenn Ott, human resources, MPW.
By the close of the two-day event, thousands of students had visited and did their best when trying MPW’s three stations. “It was empowering to see the pride on students faces as they left knowing they built something real or even made the choice to try something they have never explored or considered before,” shared Ott, “this experience really opens up the door for students to give deep consideration to their future to seek a career path for them that is both interesting and rewarding.”
The most lasting structures aren’t just made of concrete, they’re built through connection.
“As a featured exhibitor at the Lorain County Career Pathways Expo, MPW Construction Services demonstrated how industry partnerships can shape both learning and the local workforce,” stated Dave Miller, president of the Lorain County Business Advisory Council. “Their commitment to mentorship and hands-on engagement perfectly reflects the event’s mission to connect classrooms to careers. MPW Construction Services understands that the most lasting structures aren’t just made of concrete, they’re built through connection. By mentoring students at the Career Pathways Expo, they helped to lay the foundation for a workforce that’s as strong and enduring as the projects they construct. Furthermore, MPW embodied the spirit of community partnership, bridging classroom learning with real-world opportunity. Their work reminds us that the same principles that define great construction—strength, stability and purpose—are also what build a strong future workforce.”
Laying the Foundation for Tomorrow’s Workforce
The impact of the expo was clear: it wasn’t just an event, it was an investment in students today leading to a strong labor force tomorrow. The Lorain County Career Pathways Expo turned opportunities and education into action. As MPW reflects on the two days of learning, laughter and discovery, we are honored to have participated. We believe this is where education and industry meet to build a strong foundation for tomorrow’s workforce.
Building Back Better Resiliency
BY JOE NASVIK
This is the fourth and final article of the Building Back Better series.
After the decision is made to build a house, the next issue to resolve is how it should be built. The best building system is one that will be best for the current and future occupants. Using sustainability and resilience guidelines is a way to ensure that.
When building a house, consider the amount of greenhouse gases (GHGs) produced in the construction, how safe the building will be in light of increasing climate change risks, how much energy it will take to maintain living conditions over time, the amount of waste and toxic material created when a house is demolished and the adaptability of your home to meet the needs of future owners.
After it was established that global temperatures rise in relation to the amount of carbon dioxide (CO2) and other heat-trapping gases in the atmosphere, hence the term GHGs, scientists began to focus on where they were coming from and in what quantities. Consultants such as Emily Lorenz, owner of SevGen Consulting in Chicago, Ill., calculated how much GHG was created in the production of the products we make. The sustainability movement favored moving away from using products that produce larger amounts of GHGs in their manufacture, advocating for those that produce less. “Green” products were thought to be the best of all—products that could easily be produced by growing a new crop. For example, wood was a good building material because a new crop of trees could be planted to replace the ones that were cut down. Using straw bales to build the walls of a home was an even better idea because a new crop could be harvested every year, and straw is a byproduct in the production of food grains, so it was a “carbon free” building material.
The word “sustainability” became a marketing term for various materials. Evan Reis, the executive director of the U.S. Resiliency Council, San Francisco, Calif., says that sustainability has traditionally been defined as “green design” where we build to have a low impact on the environment. In the world of sustainability, the production of portland cement is not favored because limestone, the key ingredient of Portland cement, has to be heated to temperatures of approximately 2,800 degrees Fahrenheit. This heating causes GHGs to be emitted from two sources: the fuel used in the kiln and the chemical reaction calcination (the decomposition of limestone), which converts the raw materials into clinker. The U.S. cement industry has made improvements to the manufacturing process over the years, but still approximately 0.8 to 0.9 ton of atmospheric carbon dioxide is produced in the creation of a ton of portland cement. And because cement is used in concrete, many think we should stop using concrete and find other materials to replace it.
Resiliency
Reis says it has become apparent that focusing only on green design wasn’t enough; true sustainability requires that we consider resilience as well—where we build so that the environment has a low impact on us.
Resiliency focuses on the entire life of a building, how safe it is in an increasingly unpredictable climate, the amounts of energy required to heat and cool it, the combustibility of a building and the toxic materials used in the construction. Current sustainability practice in the U.S. largely focuses on the amount of GHG created in the production of something at a moment in time, while resiliency takes the long view. Taken together, both resiliency and sustainability are important.
Life of the structure
When considering resiliency, the focus on the amount of GHGs created during the entire life of a structure is important. When considering the cradle-to-gate sustainability of a material, the focus is only on the amount of GHG emitted or absorbed during its production. Following this logic, the CO2 created in manufacturing lumber is much lower than the amount created in the production of concrete, therefore wood is more sustainable than concrete. But what if a house is built with wood, burned to the ground (as in the case of the fires in Los Angeles), the toxic debris is then removed and hauled to a landfill site (where it must be safely stored forever), and then the house is rebuilt? How many GHGs are created in the total chain of events compared to building the house only once with a non-combustible material like concrete?
Safety
The resiliency movement places value on the safety of a structure; a home must be a safe place to live, and it should be habitable after a disaster so that life can proceed with little disruption. But safety levels keep changing because extreme events such as fires, hurricane wind forces and tornadoes keep increasing in number and intensity due to increased global warming. So, safety codes for home construction must increasingly be changed too.
Energy use over time
Resiliency ratings take into account the amount of energy required to heat and cool a building during its life. Due to fuel sources for energy in the U.S., Lorenz says that the most GHGs are created by the energy needed to heat and cool a building over time, not in the construction of it. The amount of energy needed to heat and cool a home depends on the materials used to build it. She adds that, in one study, insulating concrete forms (ICF) homes were compared to standard wood frame houses, and the energy needed for heating and cooling was much less for ICF homes. “The greenhouse gas created by the construction process of the ICF homes was larger, but when looking at the full life cycle, the total greenhouse gases emitted by both building systems were approximately the same.” This is because concrete homes can be built tighter so less energy escapes, and because concrete is good at storing energy.
Toxic debris
Reis says the debris left after fires is a concern, too. Los Angeles has huge amounts of toxic debris after their recent fires, and it must all be removed and hauled to landfill sites with the hope that it will remain safely stored forever. “The problem is that there is no such thing as forever,” he adds. “Water leaching through landfills will cause toxic debris to spread over increasingly larger areas.”
Repurposing
Buildings tend to be built to satisfy one person or group’s requirements. When it is sold a new owner sometimes requires that the building be demolished so that their own aesthetics can be honored. The problem is that huge amounts of good material are wasted and deposited in landfills. Perhaps in the future designers will be able to design basic structures that will remain while aesthetics are changed from owner to owner. That said, one of concrete’s advantages is that it can be recycled to become aggregate for fine grading below concrete and asphalt. The steel reinforcement is also recycled. Most landfill sites don’t accept concrete.
Closing thought
Sustainability is fairly easy to measure. Researchers quantify the amount of GHGs created in the manufacture of materials with numbers frequently reported in equivalent tons of CO2, and buildings can also be given scores for their greenness. It is also possible now to assign resilience scores to buildings. To learn more about this, visit the U.S. Resiliency Council website at usrc.org.
When you build a house or business office, sustainability and resiliency should both be considered. By doing so, you are doing the right thing for yourself and your neighbors.
