Evergreen Walk retail center in South Windsor continues to add new tenants
The
Promenade Shops at Evergreen Walk will celebrate its 20th anniversary
next year and in the run-up to that milestone, the South Windsor lifestyle
center is adding new tenants on almost a monthly basis.
Stamford-based
furniture retailer Lovesac opened its fifth Connecticut store in
Evergreen Walk in mid-January and was followed a month later by upscale fast
food chain Shake Shack in mid-February. The Shake Shack location in South
Windsor is the New York City-based chain's sixth restaurant in Connecticut and
the first east of the Connecticut River.
Later this spring, The Goddard School, a private, early
childhood education center that has 13 Connecticut locations, will open in
Evergreen Walk. The school will be joined in its spring opening by an as yet
unnamed athletic shoe and leisure clothing retailer, according to officials
with Greenwich-based Charter Realty & Development, which manages Evergreen
Walk.
The identity new sports shoe and clothing retailer is
perhaps the worst kept secret, however. Anyone driving on Evergreen Way, the
main street in the retail center can a white and blue covering of one of the
store fronts that proudly announces the impending arrival of Nike.
When the Nike store opens in Evergreen Walk by late spring,
it will be the Oregon-based brand's third Connecticut store. Nike has factory
stores at the Foxwoods Casino's retail complex in Ledyard and at Clinton
Premium Outlets.
But perhaps what is the most highly anticipated retail
opening at Evergreen Walk is still a year away. Construction of the state's
first Whole Foods Market location east of the Connecticut River is well
underway. Karen Johnson, Charter Realty's vice president of development, said
the 50,000 square foot grocery store won't open until the first quarter of next
year.
"The existence of the Whole Foods will add some
vibrancy to that end of the center." Johnson said. "The steel shell
is up on the building and it will be fully enclosed soon."
When Whole Foods opens next year, there will be an adjacent
space for another retailer, according to Evergreen Walk officials.
In addition to the new stores moving into Evergreen Walk,
the retail center is now linked to Costco, which is in another part of
Evergreen Walk that previously hadn't been linked to The Promenade Shops
section via an internal access roads on the property. That meant shoppers who
wanted to go from a store in The Promenade Shops to Costco had to use the very
busy Buckland Road to get there.
Wooing retailers that have a limited Connecticut presence,
Johnson said, is part of strategy to increase overall foot traffic at Evergreen
Walk.
"All of our new tenants are unique to the market,"
she said referring to northeastern Connecticut, "That allows all of the
unit owners to benefit from each others' presence."
But finding unique retailers that can afford long term
leases is becoming increasingly more difficult, according to retail experts.
David Cadden, a professor emeritus at Quinnipiac
University's School of Business, said retailers like Williams-Sonoma and The
Apple Store qualify as unique retailers in Connecticut because even though both
have multiple stores in the state, they have exhibited discipline in where they
put their new locations. Both retailers have a presence in Evergreen Walk.
"They want make sure they have sufficient traffic going
through their store so they retain a certain cachet," Cadden said.
The retail sector "is currently going through a reboot,
an ice age that will totally remake the landscape," said Burt Flickinger,
managing director of the Strategic
Resource Group, a New York City-based business that does consulting work.
"Typically, most retailers look to have their stores
spaced in a three-to-six mile radius," Flickinger said. "But for
business like Nike and Shake Shack can draw customers from a 25-to-30 mile
radius,"
Flickinger said Evergreen Walk has a strong portfolio of
"of A-List tenants."
While Charter Realty doesn't release sales figure for the
retail center, Johnson said The Promenade Shops at Evergreen Walk
"saw an increase in foot traffic in December compared to the same period
in the previous year."
Ownership of Evergreen Walk is divided up into sections
between 15 property owners, she said. Individual tenants own their property,
but are also part of a master association, according to Johnson.
Lowe's and Wayfair warehouses coming to East Hartford's Rentschler Field
EAST HARTFORD — Distribution warehouses for Lowe's home
improvement and Wayfair home furnishings stores, a total of 2.5 million square
feet, will be built on the wide expanse of historic Rentschler Field, officials
announced Monday at the ceremonial groundbreaking.
Trucks and heavy equipment rumbled on the 300-acre site as
lawmaker gathered in a tent with managers of the devolpment company,
Massachusetts-based National Development.
Plans are to complete the first phase — a
1.3-million-square-foot Lowe's building and a 1.2-million-square-foot Wayfair
warehouse — in 1 ½ years, National Development managers Ed Marsteiner and
Andrew Gallinaro said. The warehouses will be logistic hubs for the stores in
New England, they said. Leases will be for 10 to 12 years, the managers said.
The second phase of the planned development is two buildings
of 100,000 square feet each to house high-tech and specialty manufacturing
tenants. Those plans are in the early stages and no tenants have been
announced.
The dual warehouses are expected to create 400 construction
jobs and up to 1,000 permanent positions, the developers said. Annual tax
revenue for the entire logistics and technology center will be about $4
million, officials said.
East Hartford Mayor Mike Walsh called the project "a
game-changer for East Hartford in terms of jobs, tax revenue and economic
development potential." U.S. Rep. John Larson, D-1st District, who grew up
in East Hartford, said the development "will continue to cement our region
as a hub for innovation and economic development."
Several speakers Monday noted the historic ground that will
host the logistics and technology center. Dedicated in 1931 and named for
aviation pioneer Frederick Rentschler, the site was a military and private
airport and a testing site for Pratt & Whitney, welcoming dignitaries who
included Charles Lindbergh and Amelia Earhart and presidents Franklin Delano
Roosevelt and Lyndon Baines Johnson.
Construction crews were bringing in extra material to raise
the pancake-flat site near the Connecticut River due to the high groundwater
table, Marsteiner said. Trucks have unloaded about half of the 500,000 cubic yards
of material needed to prepare for building construction, enough to fill nearby
Pratt & Whitney Stadium to the brim 1 ¼ times, he said.
U.S. Sen. Richard Blumenthal, D-Conn., said the site brought
to mind the long lines of people receiving donated food there during the
coronavirus pandemic. The development, Blumenthal said, marks a turning point
for the state, a sign of full-scale recovery from COVID-19 and movement toward
economic prosperity.
Walsh said the logistics and technology center is part of the
ongoing revitalization of Silver Lane, which includes a planned new apartment
building and a revival of the derelict Silver Lane Plaza.
State Rep. Jason Rojas noted that National Development has
agreed to a one-time payment of $4 million to the town. The money is to pay for
planning, design and construction of part of the East Coast Greenway that runs
through East Hartford and for the design and construction of one or more
athletic or recreational facilities in town.
Developer withdraws contested application for apartments near Middletown school, wetlands
MIDDLETOWN — The development firm that proposed two
apartment complexes with 148 units near wetlands and Lawrence
Elementary School, close to the Cromwell line, has withdrawn its Middletown Inland Wetlands
& Watercourses Agency application.
D&V Development of Middletown, located in Wallingford,
submitted an application to the Land Use Department detailing a plan to
construct housing on city-owned land. The project would involve a land swap
with the city.
The 45-acre site comprises 19.2 acres. In all, 4.82 acres of
city land would be given to the developer in exchange for 25.63 acres to be
deeded to the city to be placed in a conservation easement, according documents
from the OCC Group, an engineering, surveying and planning firm.
During two inland wetlands meetings in January and February,
several-dozen residents spoke out and wrote emails to city staff opposing the
proposed housing. Some were concerned about “the height of the building and how
it was going to look in the general area,” city Environmental Planner James
Sipperly has said.
Other issues involved the proposal's proximity to wetlands,
environmental impacts of the construction, an increase in traffic, and student
safety.
D&V Development’s spokesperson David Carson, managing
principal at OCC Group, wrote to the agency Feb. 22 saying it had withdrawn its
application to address comments from agency members and the city engineer.
"Resubmission will provide the opportunity to present additional testimony
with regard to the wetland delineation on the site," he wrote.
Carson could not be reached immediately for comment.
Sipperly, staff to the wetlands commission, on Monday
characterized the concerns as “minor.”
One issue raised by the public was that there is too much
parking for the area, he said, something the developer is addressing. “If they
could eliminate a row of parking, they would get the limits of the fill further
away from the wetlands, which is what the commission wanted, and move the
retaining wall further away from the wetlands,” Sipperly said.
Another worry was whether all of the site’s natural
resources were mapped, which the developer will revisit, Sipperly said.
The developer also has proposed relocating the bike trail
leading to Lawrence School off school property and onto D&V land, Sipperly
said. That multi-use trail eventually will connect to Tuttle Road, he added.
Mike Rogalsky, who has lived nearby, between Lawrence and
Keigwin schools, for 50 years, said he was pleased that the application was
withdrawn. “I’m glad because I think it was probably one of the most negative
places to put apartments,” he said.
The building, he said, would be constructed about 10 feet
from school property: “That’s ridiculous.”
Rogalsky’s property has experienced a great deal of flooding
over the years, but recently the situation has “calmed down,” Rogalsky said.
By comparison, he added, “they turned down the [Pistol
Creek] golf course [proposal] because of these vernal pools,” he said,
referencing land on the former 18-hole Highland Country Club Golf Course off
Atkins Street and Footit Road.
Since then, Rogalsky said, new houses have been built in the Talia Lane
and Ridgewood Road area, “which is fine, however, you start placing houses; you
get rain, you’ve eliminated some of the areas where the runoff would go."
He suspects that runoff enters streams close by. Catch
basins were installed, Rogalsky said, but the water still overflows. “You’ve
taken away a lot of the area that used to absorb [the fluid]," he said.
If the application were to eventually be accepted by inland
wetlands, it would move on to the Planning and Zoning Commission. To view
application materials, visit bit.ly/3muZdes.
Construction set to start this spring on The Wellington in Madison, an affordable housing project
Susan Braden
MADISON — After nearly five years, construction may begin
this spring on The Wellington, a planned 31-unit affordable housing
development at 131 Cottage Road.
And it’s none too soon, as one of the nonprofit agencies
involved is already getting calls from interested tenants.
The financing is set to be finalized for the $11 million
project and a general contractor, Haynes Construction of Seymour, has been
hired. The architects are Schadler Selnau Associates of Farmington.
Two nonprofit agencies, Hope Partnership LLC of Essex and
the Caleb Group of Boston, the majority owner, are overseeing the project, from
garnering financing to construction.
“Right now we are working towards closing on all of our
financing,” said Karla Lunquist, executive director of Hope Partnership. “The
goal right now is to have construction begin in the spring."
Called a mixed-income development with some higher-end, market-rate
units, rent will be charged on a sliding scale based on 30 percent of the
tenant’s qualifying income for each tier. Unit sizes will vary, from 600 square
feet to 1,145 square feet for one-bedroom units, and two-bedroom units from 721
square feet to 1,207 square feet.
The property will have seven units available for households
with incomes up to 25 percent of the area median income, 13 units at 50 percent
AMI, four at 60 percent AMI and seven market-rate units. The AMI for Madison is
$99,700, according to HUD calculations for 2022.
According to the Caleb Group, financing for the project
comes from a mix of tax credits, loans and grants from federal and state
agencies:
• Federal low income tax credits, which equals $5.3 million
in equity.
• $2.7 million Connecticut Department of Housing loan.
• Department of Housing National Trust funds of $1.1
million.
• Connecticut Housing Financing Authority grant for
$500,000.
• $650,000 from the Federal Housing Finance Agency
Affordable Housing and Community Investment Program.
• $230,000 energy rebate.
• $2 million mortgage from Guilford Savings Bank,
according to the Caleb Group.
Hope Partnership bought the land and buildings as an
unfinished multifamily development in 2018. The Caleb Group joined the effort
in 2020.
On the 2.6 -acre site, there is an existing building with
four occupied townhouse units, constructed in 2016. Also on the property is the
1808 Henry Josiah Meigs house and barn that will be turned into four
one-bedroom apartments. Some of the original interior will be preserved along
with the exterior of the historic building.
The new units will be designed to look like typical the
“suburban townhouse style” and “similar to what's already there,”
Lindquist said.
As far as the antique structure, Lindquist said, “I think
one of the things that's nice is that we're keeping the existing building that
was on the parcel. And that sort of maintains some history and some of the
visual fabric of the town."
“I think a lot of folks who are from a town like to see …
those existing landmarks or those existing buildings kept when possible,” she
said.
Lindquist, who is new to Hope Partnership, said her board
reported that working with the town was straightforward and “was super
smooth.”
The mixed-income approach to an affordable housing
development is “fairly common when you have when you have mostly or all
affordable, because it is usually required by lenders to have deeply affordable
units,” she said.
Lindquist added, “then, obviously, the project becomes
financially viable when you balance that with some of the higher end” units.
Once it’s built and tenants are selected, the nonprofit
groups will turn it over to a management group.
Its location will be a big draw for the project, she said.
“It's a fantastic location, it's right across from
Hammonasset. There's part of the nature preserve that is over there,” she
noted. Another big plus is that it is right off Route 1. Caleb has cited the
project’s proximity to schools, shopping, employment opportunities and the fact
its on the bus line and near Interstate 95.
“I think Madison is obviously a high-opportunity
municipality in in Connecticut. And so it's great to have some affordable units
in a town like Madison,” Lindquist said.
She noted that Madison, like other shoreline towns, has a
lack of affordable housing.
“What we see in most of the small towns along the shoreline
and some of the interior towns in Middlesex County, is that there's really a
disproportion between the average household size, which is usually between one
to two people … and then the average house size, or housing unit size, which is
usually three to four bedrooms,” Lindquist said.
“And so having smaller units in this case, which are mostly
affordable, is really important so that there's a diversity of housing,” she
continued. “So you can really get people into homes that are appropriate for
their needs and their household size and where they're in their life.”
Prospective tenants already have expressed interest in The
Wellington and Lindquist hopes for more inquiries as the project nears
completion.
“We hope we get about two to five inquiries a week for folks
looking for housing,” she said.
At Hope Partnership, she said, “I would say about 50 percent
are people calling to ask about Madison at Wellington and ask if they can get
on the wait list.” However, Hope Partnership won’t put together a wait list
until “construction is definitely underway, so it will still be several months
before we do that."
For further updates on the development, visit https://www.hope-ct.org.
Potential blasting near Shelton landfill raises methane gas concerns
SHELTON — The proposed development of a 40-unit apartment
building on Mohawk Drive, not far from the landfill, has nearby residents
concerned about increases of levels of methane in the area.
The Connecticut Department of Energy and Environmental
Protection presently oversees the landfill. The municipal solid waste portion
closed in 1999 and the ash and hazardous waste portions closed in 2001.
“The gaseous ‘burping’ that results from the breakdown of
trash has reduced, though still needs to be managed,” said DEEP Director of
Communications Will Healey.
According
to a CDC report, landfill gas is flammable in unventilated confined spaces,
and exposure to the gas and the odor can trigger symptoms if the gas migrates
off site.
At 2 Mohawk Drive, property owners Agim Ismali and Shprza
Ismali are seeking approval for a Planned Development District on the site,
allowing for development of a four-story 12,000-square-foot structure with 40
apartments with an outdoor parking lot and indoor parking under the building.
According to the application, the developers would designate
30 percent of the apartments, 12 units total, as affordable under state statute
8-30g.
The plans call for only one- and two-bedroom apartments on
the site, which is located at the corner of Mohawk Drive and River Road. The
property is bounded by Mohawk Drive to the east, a developed, residential area
to the west, commercial development to the south, and Algonkin Road to the
north. The land sits behind Casa Nova Ristorante, located on River Road.
Dozens of residents appeared at a recent Planning and Zoning
Commission public hearing to oppose this apartment application. During the
hearing, the developers’ representatives suggested blasting may be necessary
during the construction process.
Regarding any blasting for such an apartment building,
Healey said this, or any developer will likely need to evaluate the
environmental setting and surrounding land use in the planning process.
“Methane can migrate through known bedrock fractures at the
landfill and in the vicinity of the landfill,” he said. “Blasting could
potentially open new migration channels in the bedrock (and could cause some
continuation of subsidence at the landfill).”
According to Healey, this means that this or any developer
may need to assess this potential when planning for construction of subsurface
structures, such as basements and underground utilities.
The DEEP Landfill Stewardship Operations Unit cares for this
area and other closed regional landfills formerly managed by MIRA, CRRA and
others, Healey said. In 2014, per legislative mandate, the post-closure care
responsibility of the Shelton Landfill at 866 River Road transferred to
DEEP.
Property management tasks include managing the decomposition
gas, methane, Healey said.
“The methane produced by the decomposition of landfill waste
has decreased significantly over the years,” Healey said, “Although the
landfill continues to produce low levels of methane which is collected via an
engineered system and ultimately burned off by an on-site flare.”
The methane collection system and flare have been effective
at controlling the methane on-site, he said.
A flare is used because there is not enough methane to
generate electricity, as can occur when landfill is first closed.
“The methane collection system is continuously monitored in
real time at the perimeter of the landfill and the flare is equipped with an
alert system if the flare should shutdown,” said Healey, adding that DEEP has a
contractor on-call to respond to any alarms, if they should occur, and address
any disruptions in the flare system.
The methane collection system is also visually inspected
weekly, and routine repairs are made when necessary, he said.
Technology Levels Playing Field Among Construction Firms
PATRICIA O’BRIEN
At every opportunity, construction firms large and small are
looking to technology to help them become more efficient, streamline processes
and improve sustainability.
Technological trends in large firms include building
information modeling (BIM), the use of advanced building materials and
construction robotics. Small to mid-size firms are embracing a variety of
technologies, including drones, 360-degree photography and project management
software to improve their efficiency. Safety continues to be at the forefront
of the industry no matter the size of the firm, with technological advances in
tools such as construction wearables to keep workers safe.
In the view of Michael Zeppieri, vice president, Skanska USA's Emerging Technology Team, some of the more common aspects of technology that improve the function of a job site involve less about specific technologies, and more about understanding how to improve efficiencies among project teams. Technology has not scaled as quickly in construction as it has in other industries, such as automotive or aerospace, but it still has an impact.
"Buildings don't come off assembly lines,"
Zeppieri said. "You generally don't have continuity from one job to the
next. Locations change, teams change, the buildings change. To get to the
futurism of technology that everyone is excited about, you must get people to
adopt technology in a very pragmatic and real way."
Technologies used to improve the build experience don't have
to be futuristic and expensive to have a positive effect. When visiting a job
site, Zeppieri sees firsthand how relatively simple technologies, such as the
use of QR codes, have a lasting impact on the user. Equally important is
accessibility, with mobile-first and platform integration serving as the
primary drivers for adoption in the field.
"When I go to a job site, and I see a superintendent
get very excited because they can put a QR code on a room, scan it with their
mobile device and it brings them to their punch list in one of our core
platforms, that simplifies that process for them," he said. "The
technology is not that sophisticated, but they get excited about it because it
solves a problem."
Skanska USA's Emerging Technology Team is a small group
compared with the overall size of the organization. Zeppieri and senior
director Danielle O'Connell work with a core group of six people with an
extended team of 20 to 30 people throughout the business to lead the
integration of technology across the organization and with their clients.
"My biggest epiphany in the last year has been around
data," O'Connell said. "It's been enlightening to see our teams start
appreciating that they are collecting data whether they know it or not no
matter what tool they are using, whether it's sensors like environmental or
work wearables, or reality capture tools like 360-degree cameras or laser
scanners. We can look at that data to be more proactive rather than
reactive."
The question then becomes: how do companies get their
employees on board with using technology? Many companies invest in technology
and tools that are providing important information whether it is useful for a
project today or a similar project in the future.
"An innovation isn't an innovation until it's in
someone's hands and they are using that thing or doing that thing differently
every day because of it," said Jim Barrett, vice president of Innovation
of Turner Construction Company. "We are trying to help the industry with
developing new technologies. Construction is laggard in terms of adopting new
technology."
According to Barrett, there are many reasons for
construction companies of all sizes to adopt technology into every project. In
addition to the numerous benefits to the construction process, technology
increases the probability of success, and success fosters a better culture.
"There is work associated with innovation," he
said. "It's not easy. There are ways to increase the probability of
success by creating a better culture and using innovation to create
opportunities."
He said that Turner's Innovation team's work supports other
divisions within the company.
"Our work is very missional; we try to think about innovation
as helping people: we want to reduce waste and inefficiency so they can unlock
their greater potential and apply their talents to add value," he said.
Skanska USA and Turner Construction Company are two of the
largest construction firms in the United States. They manage thousands of
projects each year totaling in the billions of dollars.
What about the small to mid-size firms, whose work is local or regional in scope? What technologies can they begin using now that will reap the rewards of efficiency and cost-savings for them and their clients?
Barrett encourages smaller firms to invest in technology.
"It's incumbent upon the smaller and medium sized
companies to be constantly looking at new ways of doing things to support their
people, improve their company, grow their business and improve their bottom
line," he said.
He goes on to add that technology levels the playing field
for small to medium to large companies. There are inexpensive yet effective
tools available now that are easy to learn, such as Microsoft's AI Builder
software.
"Those tools can be a catalyst to magnify the impact of
a smaller firm and what they are capable of, and they can start competing on a
performance level with the larger contractors," he said. "You don't
need a large IT budget; you can use the tools that are becoming readily
available. There is a huge opportunity for small to medium firms to deliver a
level of capability and performance that is outsized to the size of their firm.
I don't think people are quite aware of them. I encourage smaller companies to find
some people in their organization and let them loose; encourage staff to
investigate these new solutions."
One mid-size design build firm utilizing different
technologies is The Milnes Engineering, Construction and Survey, headquartered
in Tunkhannock, Pa., in the heart of northeastern Pennsylvania. They've
embraced a variety of technologies including drones, project management
software and robotic surveying equipment.
"Drones are a great tool to communicate with a client,
to provide progress photos monthly or quarterly," said Earl Thomas,
president and chief operating officer who oversees the construction division.
"Our guys and the clients love it."
Milnes' chief surveyor, Lindy LaRue, understands the
efficiency drones bring to the surveying side of the business, saving the
clients not only time and money, but allowing them to make decisions on
important details well before construction begins.
"With our initial mapping, we can take the drone and
fly a 40-acre site in 20 minutes and have a survey grade photo that you can see
down to one pixel per inch or less," said LaRue. "Every half an inch
on the ground is one pixel on the screen. We then export that data into
billions of points and create an object file out of that."
One of Milnes' clients wanted to build a large warehouse
that would be seen from a high traffic road. LaRue's team was able to take the
data gathered from the drone, export it into a 3D software program and
digitally turn the building at different angles to show the client the best way
to position the building for people to see the business' sign. This saved
Milnes a great deal of time in the construction planning and their client a
great deal of money, knowing with confidence how the building and signage would
be positioned long before the first hole was dug.
Milnes' teams work together on projects due to the
investments the company has made in various technologies. Robotic surveying
equipment, for example, benefits their entire team, not only the survey
division.
"Things we use that are newer to us would be robotic
survey equipment to lay out building foundations," Thomas said. "Our
construction team can take one point or two points and lay out the whole
building with this robot. It's more advanced, goes quicker and is more efficient
than how we used to do it."
Milnes' construction superintendents all have iPads out in
the field. While they still have print blueprints in the office, the project
management software loaded on their iPads gives them easy access in the field
to every document for a specific project.
"It's very helpful when there are changes to the
project on the fly," he said. "Right from the iPad they can send a
quick e-mail to me and ask a question about a particular detail. They can
highlight an area and send it in an e-mail. We can get that to the engineer or
architect, and the super can quickly get their answer."
"From an engineering perspective, we are always looking
for ways to streamline a project to get it under construction faster and more
economically," said Michael Goodwin, vice president of Engineering.
"We utilize OpenSite Designer land development software that is extremely
helpful to develop concept plans in live interaction with project owners,
contractors and other team members. It allows us to readily develop multiple
design alternatives and can even provide high level cost estimating. We have
used this tool with great success in recent years as we begin to shape a
project from the client's mind to paper and ultimately to the build. Tools like
this have really helped cut down the effort to develop civil design plans, and
ultimately help to minimize the site development costs."
Technology has changed the construction process from the
earliest phases of planning through to a project's completion. Gone are the
days of thick binders filled with paperwork that are handed over to the client
at the end of a project, only to sit on a shelf and collect dust. The more
sophisticated firms deliver those closeout packages digitally now.
"We began to ask what value can we bring a client at
the end of a project that is atypical from a standard closeout package,"
said O'Connell. "They've become more digital of course, but to take it one
step further we've developed a closeout dashboard to help clients access all
their project's data even faster. This enables them to make quick decisions and
to implement preventative maintenance plans and tools to avoid potential
catastrophes."
Closeout dashboards are an interactive PDF interface where Skanska USA's team links all the project's closeout information, including contact lists for vendors, warranty information and OEM information, into a digital user interface where all the information is stored and easy to access.
The amount of technology available can be overwhelming. Data
collection apps, drones, robots, virtual reality devices and artificial
intelligence software all combine to contribute to the efficiency and safety of
a job site.
A technology that is right for one construction firm may not
be needed by another. How do you know where to start? Construction trade shows
and conferences are a great place to learn more about available technologies
and speak with manufacturer representatives and current customers.
Requesting a demonstration by a construction software
company or drone manufacturer is another way to see exactly how a particular
technology can benefit your operation. CEG