business review usa & canada june 2016
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JUNE 2016WWW.BUSINESSREVIEWUSA.COM WWW.BUSINESSREVIEWCANADA.CA
TOP10
THE RISEof electric car manufacturing in the US
franchises that appeal to millennials in 2016
....
OpenTable
CEO Christa Quarles
Executive profile of
Consumer Care
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T H E T H E M E O F T H I S month is building, with features on the Walsh Group’s VA Loma Linda Project, which will
provide vital healthcare for veterans, plus David Reed Construction. This issue also boasts a report on Pathology
Associates Medical Laboratories, also known as PAML.
Before all of that, the magazine is fronted by a corporate profile on OpenTable CEO Christa Quarles, a piece on the rise of electric car manufacturing in the US, and the top 10
franchises appealing to millennials in 2016.
Enjoy this issue, and do feel free to tweet your feedback to @BizReviewUSA and @NellWalkerMG
Nell Walker | [email protected]
Hello and welcome to the June 2016 edition of
Business Review USA & Canada
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E D I T O R ’ S C O M M E N T
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FEATURES
CONTENTS
LEADERSHIP
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TECHNOLOGY THE RISE OF ELECTRIC CAR MANUFACTURING IN THE US
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TOP 10 FRANCHISES THAT APPEAL TO MILLENNIALS IN 2016
OPEN TABLE CEO CHRISTA QUARLES: AN EXECUTIVE PROFILE
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30DavisREED Construction
CONSTRUCTION
30 DavisREED Construction Inc: Pendry Hotel Project
42 Walsh Construction Loma Linda VA Hospital
HEALTHCARE
54 PAML (Pathology Associates Medical Laboratories)
COMPANY PROFILES
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42
PAML
Walsh Construction
TECHNOLOGYTECHNOLOGY
The rise of electric car manufacturing in the USBusiness Review USA explores the relationship between America and electric vehicles, and whether the industry has the potential to expand
W R I T T E N BY: A L I C E YO U N G
The rise of electric car manufacturing in the US
W R I T T E N BY: A L I C E YO U N G
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OPTIMISTIC EXPERTS ARE making the case that manufacturing
in general is enjoying a comeback
in the United States. Rising costs
of manufacturing in China, coupled
with a desire to produce goods near
potential consumers, are just some of
the many reasons why manufacturing
companies are either deciding not to
offshore manufacturing plants or move
offshore manufacturing plants back to
the US. At the same time, others point
to the fact that while many companies
are returning, others are opting to
leave for one or more reasons.
Naturally, general manufacturing
trends have an impact on the electric
car industry. While many electric cars
are still made abroad, current trends
and statistics clearly show that this
industry is doing better than ever in the
States. However, a question that is on
many people’s minds is whether or not
improvement in this sector constitutes
a comeback.
The following overview provides
a detailed look into electric car
manufacturing in the United States,
offering a summary of how many
and what companies are building
electric cars in the country, what the
advantages are of doing so, and why
current trends indicate that the US has a
way to go before it becomes an electric
car manufacturing hub.
Electric car makers in the United StatesThere are currently thirty-five electric
car manufacturing companies in the
TECHNOLOGY
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United States. These include large,
well known industries such as Tesla
Motors, Chrysler LLC and American
Honda Motor Co., plus lesser-known
companies such as Zap Jonway USA
and Electric Vehicles International.
California has, by far, more electric
car companies than any other state
in America, which is not surprising
considering the fact that it is also the
largest regional market in the country.
Other states that are home to two or
more electric car manufacturing plants
include Indiana, Florida, and Virginia.
Tesla is perhaps the best known
electric car manufacturer in the world.
R I S E O F E L E C T R I C C A R M A N U F A C T U R I N G
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TECHNOLOGY
While the company has only sold a
measly 110,000 electric cars since
2008, its recently-announced Model
3 has already generated over $13
billion in revenue, despite the fact that
production will not be completed until
2018. Tesla’s image is almost certain
to help the company stand out from
the competition, even as competitors
begin building electric cars that match
Tesla’s range.
Even so, the number of car
manufacturers in the country is quietly
growing. Faraday Future released
its first electronic concept car in
January 2016, and has recently begun
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costs significantly,
thus increasing
Uber’s bottom line
and customer base.
US Government involvement in the electric car industry
US President
Barack Obama’s
interest in energy-
efficient products and
services is well known. During his
term as president, the US Department
of Energy has begun offering ATVM
loans to qualifying car and car parts
manufacturers who needed financial
assistance to manufacture energy
efficient cars. Both Nissan and
Tesla have greatly benefited from
this program, as it has enabled both
companies to increase electronic
car manufacturing and boost sales
in the US.
President Obama’s EV Everywhere
Grand Challenge was launched in
2012 with the goal of bringing together
America’s best scientists, engineers
and businesses with the end goal
of drastically lowering the cost of
buying electronic vehicles. The DOE
building a $1 billion
manufacturing
plant in Las
Vegas, Nevada.
The company
plans on
releasing its
first electronic
cars for sale to
the public in 2018.
Rumors
abound that Apple
is developing an iCar at
the company’s Sunnyvale campus.
While Apple has not confirmed that
it is doing so, Tesla CEO Elon Musk
recently stated that it is an “open
secret” that Apple is building an
electric car. Ford’s Don Butler, the
executive director of the company’s
connected vehicle department has
stated that he not only believes Apple
is building such a vehicle but that he
welcomes the company’s competition
in this field.
Uber recently made waves by
announcing that it has opened a
facility in Pennsylvania to research
the construction of driverless electric
cars. It is clear why the company
would make such a move; providing
such cars to the public would cut
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TECHNOLOGY
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R I S E O F E L E C T R I C C A R M A N U F A C T U R I N G
is working on ways to significantly
improve battery production, enable
cars to run further on a single charge,
and is researching cost effective
materials for the construction of
electronic vehicles. The end goal
of these initiatives is to help car
manufacturing companies build
electric cars that are comparable in
price to today’s gas-powered vehicles
by the year 2022.
Is it a comeback?A growing interest in electric cars, be
they regular cars or driverless cars, is
likely to increase customer demand.
Trends indicate that a growing number
of companies are showing an interest
in manufacturing electric cars, which
could conceivably lead to businesses
setting up manufacturing plants in
the United States. However, it should
be noted that many potentially large
electric car manufacturing plants will
most likely not be built in the country.
Tesla’s Elon Musk has already stated
that he is considering building a new
production plant in Europe. Google,
which has been developing electronic
driverless cars for several years,
has put out job ads for operations
managers and other manufacturing
related positions; however, many of
the listings require that applicants have
experience working in Asia, indicating
that the tech giant may be planning
on manufacturing cars in an Asian
country and then importing them into
the United States.
Politics, which always has an impact
on manufacturing, is currently not
helping the electronic car industry.
There is still a great deal of political
gridlock which, coupled with the
uncertainty surrounding the 2016
presidential election, is likely to
discourage new manufacturers from
starting plants in the United States at
this time.
The US has much to offer as a
manufacturing hub for electric cars. It
has a large number of potential buyers,
plenty of professionals for companies
to employ, generous incentives from
state and local governments, and
even assistance from the Federal
government. However, there are
downsides to building electric cars
within the country, and whether or not
industry growth in this field will ever
turn into a fully-fledged comeback
remains to be seen.
LEADERSHIP
CEO Christa Quarles: an executive profile Following OpenTable’s recent adoption of Christa Quarles as CEO, Business Review USA looks back on her illustrious career
W R I T T E N BY: A L I C E YO U N G
CEO Christa Quarles: an executive profile
W R I T T E N BY: A L I C E YO U N G
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LEADERSHIP
CHRISTA QUARLES WAS named
CEO of OpenTable by The Priceline
Group in late 2015, after serving as
OpenTable’s CFO, and then interim
CEO when former CEO Matt Roberts
became the Chairman of the company.
Quarles served as the Chief Business
Owner for neighborhood-based social
network Nextdoor, where she oversaw
general business development and
intelligence as well as other business
functions like the human resources
and legal departments, and shaped
the company’s business models.
Nextdoor differentiated itself by having
users’ posts only be visible to people
in the immediate neighborhood,
effectively making it the first private
social network that stood out from
competition; Quarles oversaw the
dawn of revenue streams within the
company – like the sale of household
items and offering personal services in
a manner similar to Craigslist – except
Nextdoor promised more security
and privacy.
Quarles has extensive experience
with digital businesses that constantly
evolve, and modernizing Web 1.0
businesses. She also has significant
leadership experience in the gaming
industry, having served as SVP and
general manager for Disney Interactive
where she led their mobile and social
games divisions, and also as CFO of
casual gaming giant Playdom prior
to its acquisition by Disney. Before
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C H R I S TA Q U A R L E S
working for Playdom and Disney, she
spent ten years as an equity research
analyst specializing in the internet
sector at Thomas Weisel Partners
(now Stifel Financial), and also served
as a managing director and senior
equity research analyst for the same
firm and its affiliated partnerships,
having covered the internet sector
since 2000. Holding a CFA designation
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Caption to the image
along with a bachelors in economics
from Carnegie Mellon University with
honors and an MBA from Harvard,
Quarles received recognition from
Greenwich Associates, Forbes, and
Starmine for her analyst work in the
digital space. She then joined Playdom
as CFO in 2009 and saw the company
through its IPO, before helping sell
the company to Disney for $760M
immediately after acquiring and
integrating seven companies
for Playdom at a clip of one company
per month.
Throughout her career spanning
different industries in the digital space,
Quarles’ leadership style has been
uniquely reflected in her ability to
LEADERSHIP
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Caption to the image
identify when, how, and where
companies in the digital space
are about to break and what can
be done to save them. Her chief
strategies for steering digital
companies towards change
are supporting fast growth by
reactively leaning in, paying
attention to how often companies
temporarily break (but don’t
completely fail), and subsequently
drawing a clear line between the
finders and fixers of discrepancies.
Quarles advocates avoidance of
generalized solutions since no two
companies will ever experience
growth the same way, and her past
successes have relied on four closely
C H R I S TA Q U A R L E S
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monitoring key areas during growth:
headcount, revenue, users,
and geographic expansion.
Quarles’ HR philosophy that has
contributed to the successes of
the companies she has run is hiring
passionate people, whether they are
passionate about the company itself
or simply their role in the company,
and she can determine this in the first
seven minutes of the interview. She
believes that a passionate employee
will be happier and more productive
than one who doesn’t care about the
company or the job: workers must love
solving the problems they are hired to
LEADERSHIP
C H R I S TA Q U A R L E S
solve rather than what the company
sells so that they are not just another
number in the headcount.
She has plans to bring OpenTable
to new heights by reshaping how
its users go out to dinner with
mobile payments, personalized
recommendations, premium
reservations, and other updates that
will keep the company at an advantage
over the start-ups that continue to
make tasks like placing reservations
and orders more convenient and
personalized. Ms. Quarles plans to
especially focus on the review aspect
of dining out per the user analysis of
her growth strategy, as online reviews
have become crucial to businesses
of all sizes to get recognized and
address problems.
Drawing upon her vast background
in business intelligence and strategic
growth management, OpenTable’s
business model is expected to see
more changes under Quarles’s
leadership, with goals of getting more
user interaction and driving more
business to restaurants that use
OpenTable but also utilizing being a
part of the Priceline Group. Quarles
plans on making OpenTable universal
through Priceline’s technology and
global travel aspects, vastly expanding
from the eight countries the company
currently operates in so that all
users who are global travelers can
seamlessly become global diners no
matter what territory or market they
are in. She is also harnessing the
power of social media and search
engines by forming key partnerships
with Instagram and Google, so that
photos of food and restaurants will
integrate with OpenTable reviews
straight from the users and simply
entering a restaurant’s name in
Google will result in a button that
lets the user make a reservation
through OpenTable. Quarles will be
adopting additional revenue streams
for OpenTable as well, such as
paying a premium for reservations at
restaurants that fill up quickly, and she
has been experimenting with surge
pricing akin to Uber.
An integral component of
her leadership philosophy
includes working towards and
even being affirmed by problems:
that failures are one-directional
and indicative of stagnation rather
than innovating and drastically
improving internal processes.
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Franchises that appeal to millenials
in 2016
TOP 10
Written by: Alice Young
Franchises that appeal to millenials
in 2016
BUSINESSES ARE SHIFTING more and more towards an
increasingly tech-driven
consumer. Although appears that
everyone from ages eight to 80
has a smartphone, the largest
consumer market is the millennial.
In fact, by 2017, millennials will
have more spending power than
any other generation. They’re
interested in sustainability,
supporting local business, a
balanced work/play lifestyle, and
of course, all things social media
and tech.
Here are the top 10 franchises that are having the most success in appealing to millennial values and interests.
Jimmy John’s tops this list as one of the most consistent and fastest-growing franchises in the country. Jimmy John’s adds hundreds of new stores every year, a number that has been growing exponentially throughout the last decade and more. Aside from the average annual sales of $1,367,810, it’s the setting of current trends that appeal to millennials: Jimmy John’s website has a ‘Sustainability’ tab prominently featured at the top, complete with the local suppliers of its food. Consumers have never been more interested in where their food comes from, and for a fast food chain to willingly give out this information is a smart business move.
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Technology is at the forefront of the young American’s life, which is why it’s also at the forefront of Anytime Fitness, the gym club franchise founded in 2002. Clubs are able to stay open for 24 hours a day while remaining unstaffed during their low-traffic hours, mostly due to a proprietary entry system as well as security and surveillance technology. The number of people with gym memberships has continued to rise, from 32.8 million in 2000 to 54.1 million in 2014. Millennials in particular look for the convenience of anytime access as well as a healthy lifestyle, both of which Anytime Fitness provides.
There are more than 2400 Supercuts locations around the country – more importantly, you don’t need an appointment to get a haircut at any of them. The company does, however, offer the ability to check into an appointment online, which taps into the millennial marketplace perfectly. They are less likely to want to make reservations, and with the way hairstyles are changing to a more clean-cut and dapper style, more people are looking to get their hair cut more often. By offering a value-driven and quality experience, Supercuts hopes to acquire customers for life.
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The balance of family life, work, and play is not just on the minds of millennials – it’s a constant battle for people of all ages. Hampton by Hilton aims to be the hotel for those on business or pleasure trips, offering free Wi-Fi and free breakfast as well as meeting spaces and gyms to its guests. The fact that Hampton is backed by the success of the Hilton Worldwide brand (who acquired it in 1999) means investors can most likely rest easy as they appeal to young professionals.
The household name known all around the world, McDonald’s has experienced a recent resurgence in the past two years as it has attempted to refocus itself. The launch of a breakfast-all-day option led to a large increase in sales in the U.S. and around the world. Although McDonald’s was never at risk to lose a lot of money, the menu changes all the time, and emphasis on salads and other options has made it a much more appealing restaurant choice for millennials and other consumers.
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TOP 10
The UPS Store is the world’s largest franchisor of its kind. Shipping, printing, and postal centers might seem antiquated, but The UPS Store has mastered its corner and continued to grow despite a drop in stores a few years ago. With the growth of millennial-driven websites like Etsy and Pinterest and even sales on Instagram, people have been shipping goods more than ever. They aren’t afraid to look towards the future of technology, either – more and more of their stores are offering 3D printing options which some believe are the future of design and delivery.
Millennials are getting married later than other generations, which gives the largest market in the US more time to travel. Cruise Planners utilizes an app-based approach along with the brand recognition of American Express to attract millennials. These include the ability of customers to use their credit card points on trips that they book with Cruise Planners owners.
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7-Eleven is the world’s number one convenience store, with over 58,000 locations worldwide. With a proven business model and a fast startup time, 7-Eleven is one of the safer franchise bets. 7-Eleven offers ubiquitous appeal while attempting to tap into the millennial market-offering fresh fruit and other items, such as cell phone accessories, instead of simply junk food.
No one knows for sure quite how long the pretzel has been around – perhaps since the 7th century – but Auntie Anne’s has found a way to make it modern. With a heavy emphasis on social media campaigns and membership benefits, including a rewards app, Auntie Ann’s is tapping into the millennial market – 90% of millenials are using social media. Plus, because of the simplicity of pretzels the company is able to boast that its food has ‘simple ingredients’, a desire of more and more young consumers.
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TOP 10
7-Eleven is the world’s number one convenience store, with over 58,000 locations worldwide. With a proven business model and a fast startup time, 7-Eleven is one of the safer franchise bets. 7-Eleven offers ubiquitous appeal while attempting to tap into the millennial market-offering fresh fruit and other items, such as cell phone accessories, instead of simply junk food.
The number of vehicles on the road continues to climb despite the fact that more people are moving to cities. It was as high as 260,350,938 in 2014. These cars need to get serviced somewhere, and the drivers want them to be serviced fast. Jiffy Lube is the place many millennials go to get their oil changed or for light repairs, because it’s fast and convenient. Brand recognition is one of the key factors for drivers servicing their car, and Jiffy Lube is the number one brand.
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The challenges and benefits of the Gaslamp District’s latest luxury destination, the Pendry San Diego
Written by: Sasha Orman Produced by: Tom Venturo
The challenges and benefits of the Gaslamp District’s latest luxury destination, the Pendry San Diego
Written by: Sasha Orman Produced by: Tom Venturo
davisREED is in the top 200 general contractors with seven locations nationwide and 14 years in the business. davisREED believes in preserving the values of a small company while having the power, breadth, and strength to match any
of the larger firms. Its breadth of experience spans five-star resorts to public works, with senior leadership overseeing every project to ensure added value and flawless execution.
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Westin Desert Willow in Palm Desert, CA - surrounded by lush greens from the municipal golf course
DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
From its shops and restaurants to Petco Park and a convention center overlooking the Marina, Downtown San Diego is a vibrant hub of culture, commerce and tourism that has expanded and modernized rapidly over the past decade. The
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city is still on the rise, with projects like the Pendry Hotel elevating San Diego’s Gaslamp District even further as a top nightlife and travel destination.
Designed by ACRM Architects,
Westin Desert Willow in Palm Desert, CA - surrounded by lush greens from the municipal golf course
C O N S T R U C T I O NDAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
and developed by The Robert Green Company, the Pendry San Diego will be the first entry in a new ultra-modern and style-oriented luxury imprint from Montage Hotels & Resorts. To ensure the success of this $135 million flagship project, The Robert Green Company has entrusted its production to the design-build and construction specialists at davisREED.
The right contractors for a complex project
“Lifestyle hotels are generally
known for their vibrant lobbies, bars and F&B, but not for their service or guest rooms,” said Montage Hotels & Resorts CEO Alan Fuerstman, when announcing the concept behind Pendry San Diego and the Pendry Hotels experience. “We’re going to combine the two. We’re going to have very active and exciting public spaces, coupled with a luxury experience in the guest rooms.”
The architecture reflects this concept, with a design intended to evoke a blend of “London hip, New
Hilton Waterfront currently under constructionday’s work begins
DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
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York-paced and California healthy.” The 15-story Pendry San Diego will feature 317 guest rooms—including 36 customized suites—as well as two restaurants, a lounge and beer hall , a fitness center, spa, 3rd level pool deck, and 22,000 square feet of meeting space. This concept also extends to the exterior design, an eclectic combination of contrasting plaster and brickwork facades to create an illusion of several buildings within the single structure.
Proper execution of this design requires the right contracting firm—
one with the experience and funding to handle a complex large-scale hospitality project, but the flexibility and creativity of a lean and hungry upstart. This is the space in which davisREED Construction Inc. excels.
“We’re not just out there doing cookie cutter projects,” said Mike Lyons, Project Manager for the Pendry San Diego project. “We’re a small contractor that does big and complex projects. We have small focused teams, but we do a lot of work and we like to take on projects
Hotel Solamar in San Diego Gaslamp - neighbor to the new Pendry
DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT C O N S T R U C T I O N
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DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
like this that are challenging.”
Emphasizing safety in a busy cityscape
Thousands of people walk the streets of San Diego’s Gaslamp District, and that number increases exponentially during special events—and the city’s hospitable weather means that events are happening often, from Padres games to Mardi Gras to San Diego Comic-Con. Working in a tight area surrounded by pedestrian activity, davisREED faces significant safety challenges. The contracting team looks to efficiencies like prefabricated plumbing fixtures, panelized exterior walls that are constructed offsite. We also utilize third party safety inspection services to make certain that safety is kept at the forefront.
“If you do safety in house, a lot of times you may not really be looking as close as you need to, so we outsource our safety inspections to keep us on our toes,” said Lyons, explaining that those whole project inspections started out every two
Key Personnel
Derek DavisPresident
Derek Davis is president and shareholder of davisREED
Construction. In this capacity he will
provide the team with overall and executive oversight from Notice to
Proceed through Contract
Closeout. Derek has more than 30 years of experience leading the pre-
construction, estimating,
and cost modeling on numerous hospitality projects throughout the
United States. Over the last
decade, he has concentrated his energies on luxury projects, such as Four Seasons Palo Alto, Ritz
Carlton in Rancho Mirage and the Biltmore in Santa Barbara, as well
as various multi-family and concrete podium projects.
DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT C O N S T R U C T I O N
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weeks and have increased as the project becomes more complex nearer to completion.
“Then we’re very active in not only just going through the reports and looking at the findings of our third party inspectors, but also taking it to a point of responding and closing out those reports to make sure we’re doing everything we can to be safe,” he added. “We haven’t had major problems on the project with safety, because we’re constantly looking at it.”
Working with the city
Safety also requires careful coordination with subcontractors, trade partners, the city and surrounding businesses to keep construction on schedule without disturbing special events taking place downtown.
“The ball park did not want us pouring concrete on day games,’” Lyons explained. We also had to avoid street activities during major convention center events or Gaslamp street parties like Marti
Key Personnel
Dan DalryExecutive Vice President
Dan Dalry has more than 30 years of experience leading the pre-
construction, estimating, and cost modeling on numerous hospitality
projects throughout California. Over the last decade, he has
concentrated his energies on luxury projects, such as Four Seasons Palo Alto, Ritz Carlton in Rancho Mirage and the Biltmore in Santa Barbara. Dan is adept at building strong professional relationships with owners, clients, engineers, designers, and subcontractors in
order to facilitate a professional and open process as well as to deliver a
quality structure.
“If you do safety in house, a lot of times you may not really be looking as close as you need to, so we outsource our safety
inspections to keep us on our toes” – Mike Lyons, Senior Project Manager
DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
“If you do safety in house, a lot of times you may not really be looking as close as you need to, so we outsource our safety
inspections to keep us on our toes” – Mike Lyons, Senior Project Manager
C O N S T R U C T I O NC O N S T R U C T I O NDAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
Gras “So we’ve got our calendar marked up with events, and we try to optimize the sequence our work so that, for example, we have a pour date on Thursday because Friday we can’t be out there. That’s been a challenge, going through the calisthenics of addressing the needs of the people that occupy the areas where we’re working.”
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DAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
Condon-Johnson & Associates is a leader in geotechnical construction on the West Coast and are underpinned by their core values of being a reliable, innovative, and honest family-owned Construction Company.
SEATTLE | PORTLAND | OAKLAND | LOS ANGELES | SAN DIEGO
Contact George Burrough: Tel 858-530-9165 or [email protected]
Key Personnel
Erik KissnerVice President
Dennis Stephan is a Professional Engineer who has more than 30 years of experience leading the
pre-construction, estimating, and cost modeling on numerous projects
throughout Northern California. Dennis is adept at building strong
professional relationships with owners, clients, engineers,
designers, and subcontractors in order to facilitate a professional and open process as well as to deliver a quality structure. His guidance during the procurement and pre-
construction stages has resulted in clients saving more than $17 million
in construction costs.
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C O N S T R U C T I O NDAVISREED CONSTRUCTION INC: PENDRY HOTEL PROJECT
Company Information
N A M E
DavisREED Construction
Inc: Pendry Hotel Project
I N D U S T RY
Hotel construction/
contracting
H E A D Q U A RT E R S
12250 El Camino Real,
Suite 325, San Diego, CA,
USA, 92130
F O U N D E D
2002
E M P L O Y E E S
75
B U D G E T
$ 80 million
But davisREED has risen to that challenge, even when staying on schedule means working overtime and increasing manpower to overcome the delays of city work. “Every once in a while we have to spend a little and work overtime to make a pour a day sooner,” said Lyons. “But we’d rather spend that money and pull forward than lose days.”
A future for the Gaslamp
This dedication and careful planning has paid off, with the Pendry San Diego on track for completion and additional restaurant build-outs by mid-November.
“It fills a gap in the middle of downtown—it’s smack dab in the middle of the Gaslamp district, two blocks to the convention center and two blocks to the ball park,” said Lyons. “It’s kind of a standout here in the middle of downtown, a building this size. It’s a place to come and enjoy all the entertainment and it’s a really key focal point of downtown San Diego, a cornerstone that’s going to connect it all.”
How Walsh Construction is helping VA Loma Linda achieve a higher
standard of veteran health care via the new Ambulatory Care Center
Written by: Sasha Orman Produced by: Tom Venturo
A NEW FUTUREfor the VA LOMA LINDA HEALTHCARE SYSTEM
How Walsh Construction is helping VA Loma Linda achieve a higher
standard of veteran health care via the new Ambulatory Care Center
A NEW FUTUREfor the VA LOMA LINDA HEALTHCARE SYSTEM
Walsh Construction is a 118-year old family-owned company providing design, build, finance, operation and outfitting services. The company operates across 19 regional offices and is ranked as the 5th largest healthcare general contractor by Modern Healthcare.
In California’s Inland Empire, an important health care service upgrade is underway. In 2013 the U.S. Department of Veterans Affairs (VA) started work on a new major health care facility—a 271,000 square foot Ambulatory Care Center (ACC) for the VA’s Loma
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Linda campus—by selecting Walsh Construction Company (Walsh) as its general contracting and design-build firm. With cutting edge technology and innovative design, the ACC is poised to stand as a new model of healthcare standards in the VA system.
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A one-stop shop for VA health care
The ACC will drastically expand the scope of the VA Loma Linda Healthcare System (VA Loma Linda), providing a facility built specifically with outpatient care
WALSH CONSTRUCTION LOMA L INDA VA HOSPITAL C O N S T R U C T I O N
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C O N S T R U C T I O N
“Even though we have business groups, we don’t work in silos—we work hand-in-hand with all business lines, and that collaboratively lends itself to a better project,”– Michael Zari, Walsh’s California Program Manager
in mind. The completed structure will be equipped with cutting-edge MRI and CT imaging technology, equipment for laparoscopic and endoscopic surgery, and top shelf tools for outpatient procedures such as dental and oral surgery, along with comprehensive medical and dental training for staff at the top of their game. With further space for primary care, general dentistry, physical medicine and rehabilitation, the completed ACC aims to be a one-stop shop to meet
the needs of outpatient veterans.
“These services are not being provided currently for our veterans, with the VA having to outsource them to many other different services within the Inland Empire,” says Michael Zari, Walsh’s California Program Manager. “Now they are all being consolidated into one area, and using state-of-the-art, best-of-the-best equipment to provide these services.”
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Moving outpatient care to the ACC will also benefit VA Loma Linda as a whole, allowing the existing site to expand its inpatient, specialist and emergency services—and with expanded parking and shuttle services, the two medical centers will be tightly connected. With these facilities operational, the VA moves closer to ensuring that veterans are able to receive the treatment they need, when they need it most.
High tech for higher standards
Technology is a theme throughout the ACC project. With various mobile devices, workers are able to complete working logs and daily reports on site. Then with the help of tech-based programs, BlueBeam and SharePoint, the Walsh team is able to welcome collaboration with subcontractors and partners at every step of the building process.
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“Everything’s in live mode, so once it’s uploaded everyone can see what’s going on: RFIs, drawings, updates,” says Zari. “We perform our punch list on BlueBeam, and that punch list is then shared immediately. It goes out to a list of recipients that were involved in that room, or that section of the building. It’s streamlining the process, and it’s very helpful for the trade partners as well as for the Walsh team.”
Finding human interest in workplace safety
“Safety is our main priority,” Zari says. Walsh emphasizes that with a number of techniques like safety checklists, Friday staff safety lunches, and devices intended to transform safety in relatable reality.
“We have family boards where we all put pictures of our families,”
says Zari. “Our trade partners and subcontractors have also
participated, and we say: those are the reasons why we work safe and
are going home safe. We post these in public areas to remind everybody
of the fact that people are going home back to their families and
loved ones—that this is just a job and we need to keep them safe.”
The success of this effort speaks for itself. By the start of April, Walsh
had accrued 500,000 man hours on the Loma Linda VA project
without accident or injury. “Not even a band-aid,” Zari adds. “That’s
absolutely incredible, and that’s something to be celebrated.”
Insightful design
The ACC is also incorporating an assortment of thoughtful design
and aesthetic elements, with a consideration to sustainability
that extends throughout the construction process.
“We’re striving to be as net zero and friendly to the environment as
possible,” says Zari, noting that Walsh has implemented such
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C O N S T R U C T I O N
measures as full sorting of ferrous and non-ferrous materials from the project’s start. “It’s very easy to achieve in southern California, because a lot of companies are already set up to help us. We track and manage to ensure the items are making it to the right locations.”
Highlights of the ACC’s elegant design elements include a buckling restrained brace (BRB) frame system, used to create a lighter and more stable building with higher floor-to-ceiling heights, giving the facility more freedom to move walls and redistribute space in the future. Elsewhere the gravity flow-based HVAC system captures the chill of nighttime temperatures to more efficiently cool the facility during hot desert days, while an emphasis on natural light wherever possible imbues the facility with a calming sense of warmth and comfort.
“The view of the mountains is unobstructed—it’s gorgeous, and whenever you can see the outdoors and see beautiful surroundings, it provides you with more of a calm setting,” says Zari. “You get this
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C O N S T R U C T I O NWALSH CONSTRUCTION LOMA L INDA VA HOSPITAL
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serene feeling when you’re walking in to your appointment. The VA allowed us to be flexible with the base design, and add that in so that the veterans can benefit from it.”
The Walsh difference
A project like this requires a contractor that can handle its complexities and understand the importance of its success at a human level. As one of the largest family-owned general contractors in North America, with significant healthcare experience, Walsh Construction has the proven capabilities and experience to successfully deliver this project to the VA.
Company Information
N A M E
Walsh Construction Loma
Linda VA Hospital
I N D U S T RY
Construction
H E A D Q U A RT E R S
929 W. Adams,
Chicago, IL, USA
F O U N D E D
1898
E M P L O Y E E S
8,000
B U D G E T
$ 121 million
PAML: EXPLORING THE FUTURE OF DIAGNOSTICS AND SERVICECEO Francisco Velázquez discusses the latest developments and designs moving PAML forwardWritten by: Sasha Orman Produced by: Tom Venturo
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PAML: EXPLORING THE FUTURE OF DIAGNOSTICS AND SERVICECEO Francisco Velázquez discusses the latest developments and designs moving PAML forwardWritten by: Sasha Orman Produced by: Tom Venturo
service kiosks in a variety of our regions, because that is something that patients are becoming more used to—as are hand-held devices, which we have several pilots of across the country,” says Velázquez. “Our clients don’t have to go and look for information—the information will follow them and
PAML
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T he strongest businesses are those that never stop improving. Laboratory and
diagnostic solutions company Pathology Associates Medical Laboratories (PAML) has been consistently ranked one of the top reference laboratories in the country. But as PAML President and CEO Dr. Francisco Velázquez understands, such rankings are not permanent. As medical technology evolves, PAML works tirelessly to meet its clients’ changing needs and stay on top as a preferred source for the medical and allied health communities.
STAY ING CURRENT IN A D IG ITAL WORLD“We are living more and more in a digital world, as are our clients,” says Velázquez. This truth is a catalyst for PAML’s commitment to improve its in-house IT resources, while also building strategic partnerships to increase its range of high-tech capabilities from apps to self-service kiosks.
“We are working diligently right now to be able to deploy self-
Laboratory
alert them wherever they might be.” Tackling customer service on
another front, PAML recently updated its website and client portal in a move that significantly increased functionality and ease of use as well as brought the company’s client interface into the modern age.
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“I think our website not only has increased in functionality but also has a more contemporary look,” says Velázquez. “It needed a refresh to stay current with the look and feel that customers expect from successful websites nowadays. It certainly has made it easier for people to communicate with us
Laboratory
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H E A LT H C A R E
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because of the functionality in the client portal that we have.”
In addition to these current updates, PAML is also exploring ways to continue innovating into the future, including ways to automate its operations wherever possible in order to provide a smoother and more streamlined line of communication for clients.
“We consumers are very critical of time,” says Velázquez. “Anything that adds steps, takes too long, or isn’t convenient, we are less tolerant of than we were a few years ago—and rightfully so. Automation and digital solutions go a long way toward addressing that.”
ACCOUNTING FOR GROW THPAML is no stranger to success: the company has experienced record growth in recent years, and this trend is not expected to end any time soon. Above anything else, PAML attributes this success to its simple focus on quality and customer service.
“We don’t focus our conversations and negotiations with potential
clients on pricing,” says Velázquez. “We focus on quality and service—particularly, how can we help them achieve their goals? Of course we need to be cost effective, which we are, but we focus on synergy, on how complementary we are to you, and whether we are a good fit for what you’re trying to do.”
There is a concrete logic to this strategy—while a low bottom line is always a factor, the adage that “you get what you pay for” is all too often true. At the end of the day what
PAML President and CEO
Dr. Francisco Velázquez
PAML
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poor quality, it doesn’t matter what you have—you’re not going to create a long term relationship.”
LOOKING FORWARD“In terms of growth, we’re aiming at another record year. I think the numbers speak for themselves,” says Velázquez, noting that March 2016 marked the most successful month in PAML history in terms of volume. To maintain this steady and sustained growth, PAML
matters most is striking a balance between exceptional value and a high quality product.
PAML’s efforts to achieve this balance have been instrumental in the company’s 98.5 percent customer satisfaction rating.
“We have made a conscious effort over the last few years on quality and service,” says Velázquez. “If we have good service and superior quality, then the rest falls into place. But if you have service lapses or
PAML
Laboratory
6 2 J u n e 2 0 1 6
money this year into expanding our laboratory capabilities,” says Velázquez. “We need to have a product that is consistent with the needs of our clients, and we’re working really hard on that. We are also continuing to expand our electronic capabilities by
is employing several modes of development and expansion from its electronic capabilities to its testing repertoire.
“In order for us to maintain a value proposition that is significant to clients, we have invested a fair amount of time, effort and
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w w w. p a m l . c o m 6 3
proposition.” PAML is also as hard at work as
ever to continue improving costs to provide better value for its clients. “We drop our own operating expenses about five percent or so at a minimum every year, which allows us to remain cost competitive,
improving websites and portals, improving things that may not be as visible but are highly important like connectivity, and in a couple of regions we have expanded to work with regional systems which allows us to be part of our clients’ continuum of care and their value
H E A LT H C A R EPAML
we’ve priced ourselves out of the market.”
All of these efforts may take time, but each one carries PAML closer to its goal: to provide an exceptional level of service to its clients. It may not be the fastest way to grow, but
because our clients also face a lot of financial pressures,” says Velázquez. “It’s all part of our remaining in line with our clients—we have to ensure that paying for laboratory services does not become an issue for them because
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PAML
PAML Employees during Lab Week
H E A LT H C A R E
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it’s growth that will stand the test of time. “Our goal is not to be the biggest; our goal
is to be the best,” says Velázquez. “If we grow as a result of that, then that is wonderful. But we’re not looking for numbers, we’re looking for relationships. That’s the approach we take, and that is why we keep growing.”
Company Information
N A M E
PAML (Pathology
Associates Medical
Laboratories)
I N D U S T RY
Healthcare
H E A D Q U A RT E R S
Spokane, WA - USA
E M P L O Y E E S
1680
E S TA B L I S H E D
1957
PAML