100 Years Young

Young Automotive Group is celebrating its 'Centennial Anniversary' in style, highlighted by the completion of two iconic, generational building projects.
By Brad Fullmer

It's been a whirlwind ride for Young Automotive Group (YAG) as the long-time Layton-headquartered dealership—celebrating its 100th anniversary in 2024—has experienced phenomenal growth the past decade, expanding from 10 to 30 locations while integrating a slate of new products and services.

A testament to that growth is found in a pair of generational building projects—Young Automotive Headquarters in Layton, and Young Powersports XL in Centerville—helping showcase a company firing on all cylinders and poised for a robust future as it kicks off its next 100 years in business. 

"The Young Automotive Group is constantly growing, and these two projects clearly signify that," said Spencer Young Jr., President of YAG. "A lot of work was put into having both developed at the same time, but it was critical to helping our company reach its next phase. We were a single dealership 100 years ago and a dealership chain 20 years ago. Today, we're dedicated to setting industry standards and becoming a model of excellence and success. These two facilities are designed to help us do just that."

Century-Old Roots 
The company traces its history back to founder Seldon "Jack" Olsen, who had a partnership in a small repair shop in Morgan in 1924. He ultimately bought the business that year and signed his first Oldsmobile contract, turning the shop into an auto dealership.  

Born in Mt. Pleasant in 1900, Olsen was a hard worker who lost his father at age 14 to a heart attack, prompting him to drop out of school in 8th grade to work on an Idaho ranch to help support his family—setting the tone for future generations of family members with his no-nonsense approach and strong ethics. He moved his business to Layton in the 1940s, opening Young Chevrolet, which thrived for many years under the direction of Jack Olsen and Sam Young. In the 80s the dealership name changed to Young, and by the early ‘90s, Young Automotive Group added a second dealership under the third-generation leadership of Spencer Young Sr. and Seldon Young, grandsons to Olsen. The company made significant strides after the 2008 recession, adding Young Subaru in Ogden in 2011, and dealerships in Morgan and Logan in 2013. By 2015, Young Powersports in Idaho was added to the firm's growing number of dealerships, with plans for even more explosive growth. 

Since 2016, YAG has tripled its number of businesses to 30—including 20 auto dealerships, 8 Powersports locations, and its stately new headquarters. 

"That growth mode stemmed from an effort to diversify," said Brandon Huston, who joined YAG in 2016 and serves as CFO. "Both in the manufacturers we franchise with and the products and services we offer from a vertical integration standpoint." 

The two new building projects were viewed as essential to help the company function at a higher capacity. The new headquarters in Layton centralizes major administrative duties, along with providing a massive warehouse for its huge parts inventory. The new Young Powersports XL in Centerville showcases YAG's comprehensive selection of "big boy toys"—motorcycles, snowmobiles, and virtually anything you can imagine in the outdoor powersports world. 

With 1,800 employees, a rock-solid leadership group and strong organizational base, YAG is poised for a bright future. Huston said the company will go as far as its employees take them. 

"We have a lot of tenured employees, but a lot have been here less than five years," he said, adding that Young's in-house training, excellent benefits/amenities, coupled with legitimate opportunities for promotion, are critical to retaining the best people. 

"It's important to see where we came from, and also to see where we need to go in the future, and to look at where [employees] can continue to take us into the next 100 years," Huston said. "We'll continue to have success, with [consistent] growth part of that strategy."

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Young Automotive Headquarters

Tilt-up concrete is the star of the $35 million, three-story Young Automotive Headquarters with towering, 51-ft. tall colored tilt-up panels achieving a remarkably smooth and consistent finish, a spectacular outcome that speaks to the expertise of North Salt Lake-based Hughes General Contractors. Crews poured 186,000 cu. ft. of concrete, an eye-popping amount.


"Concrete is an interesting material because you can't predict what it's going to do—you just try to guide it to do what you want it to do," said Janae Thomas-Watson, Project Manager for Hughes. "I like to say we turn concrete into art, because it's truly an art form how we build our buildings."


Thomas-Watson relayed a recent phone conversation with a potential client that wanted to include architectural tilt-up panels and asked if we had a "sack and patch crew."


"That [question] actually threw me," she laughed. "We don't have a sack and patch crew—I have never had any of my tilts sacked and patched. That's the level that we expect from our crews in all the prep work to get that [quality] finished product."


The exterior pops with rich, charcoal black (and some lighter gray) colored concrete panels highlighted with metal panel accents. Vertical board forms were used—a nod to old school techniques—by placing actual wood, running vertically, in the forms. Thin LED light strips were placed in strategic locations to blend with the offset pattern, illuminating the black panels at night.


The front of the building on the east includes a tasteful wood and glass curtain wall system and tilt panels that lean away from the building with the balconies cantilevering through the faces—a stunning visual and nod to the structural engineering, also designed by the architect, South Jordan-based AE Urbia. 


"The leaning wall, not only does it look cool, but it's a design element that reflects Young Automotive Group's leaning into the community and bringing a sense of forward motion and progress," said Travis Davis, a Vice President of Hughes, at the YAG HQ Grand Opening March 29. "It's simple concrete, but it's painstakingly configured and crafted, and featured for what it is. It's not patched or painted to hide flaws. It just celebrates [the project] for what it is."


"Trying to get things to match when you expose the concrete is difficult," said Allen Schaugaard, Project Superintendent for Hughes, and the one person who was on-site during the entire two-year schedule. Schaugaard said the largest panels measure 51 ft. by 25 ft. wide and were erected via a 300-ton crawler crane, with the leaning panels offering unique challenges.


"We had never leaned panels that had balconies going through them. There was no room for error—tolerances were so tight."


Davis also praised YAG's leadership team for being knowledgeable and confident about the construction process, which began shortly after the pandemic hit. Davis said Hughes got involved right as the pandemic was beginning to rage, and there were significant questions how the office configurations would be in response to the pandemic.


"The future of office design was uncertain, except for the Young Automotive Group," said Davis. "The leadership knew what direction they were going with their office space, regardless of what the [market] was trying to figure out."


The new headquarters is massive—a 160,000 SF office/warehouse building with a separate 14,400 SF "flex" building on the property—a sizeable chunk of land nestled in a bustling commercial section of Layton, directly west of a Home Depot, a 9-iron from a Wal-Mart, with a YAG KIA dealership visible from the main lobby looking east.


Polished concrete floors reflect light cascading in from the floor-to-ceiling glass storefront in the visually dramatic lobby space. Solberg walnut panels surround the elevator on all three floors—running vertical—mimicking the vertical board form tilt-up panels on the exterior of the building.


Two breakrooms offer relaxing furniture and acoustical treatments to minimize sound along with a Marketplace where building occupants and guests can purchase food and Young Automotive apparel. High end “True” brand appliances were installed, which include upright fridge/freezers, built in microwaves, convection ovens and a “Meile” coffee maker. Cozy seating areas can be found throughout the building encouraging communal gatherings and team building opportunities, a core value shared amongst Young Automotive employees.


Two spacious areas include a 7,500 SF showroom with AV/specialty lighting controls and tables/chairs for event hosting capabilities, and the Mt. Everest Conference Room—a state-of-the-art training theatre with 180 seats, a dazzling 40 ft. x 23 ft, 169-panel video wall, and full surround sound (the space is even available to rent). Mechanical system highlights include 12 RTU's, 44 VAV's, and 7 radiant tube heaters. The electrical system has a 750 KVA service and a 150 KW generator.


The building's functionality is paramount to Young Automotive Group's future success, housing all aspects of YAG businesses, including all administrative offices (HR, payroll, on-line ordering) and executive suites. Much of the warehouse houses automotive parts that are sold to other auto dealerships throughout the Western U.S., another example of YAG capitalizing on hot market conditions.


"We crafted our headquarters to serve as both a place of innovation as well as an homage to our rich history," said Young Jr. "The exterior of our building features several large windows and modern design elements to symbolize our eye to the future. The facility is equipped with a state-of-the-art parts warehouse that has drastically improved our operations, a theater-like training room and nearly 250 office spaces. It's a building that's designed to help us expand our efforts."

Young Automotive Headquarters

Location: Layton

Start-Completion: January 2022-April 2024

Cost: $35 Million

Delivery Method: Design-Build

Stories/Levels: 3

Square Footage: 160,000 SF Office/Warehouse; 14,400 SF Flex Building

Owner: Young Automotive Group

 

Design Team

Architect: AE Urbia

Civil Engineer: Great Basin Engineering

Electrical Engineer: Hunt Electric

Mechanical Engineer: David L. Jensen & Associates; DB Mechanical

Structural Engineer: AE Urbia

Geotechnical Engineer: Great Basin Engineering

Interior Design: AE Urbia

Landscape Architect: EA Lyman Landscape Architects

 

Construction Team

General Contractor: Hughes General Contractors               

Concrete: Hughes General Contractors

Plumbing: DB Mechanical

HVAC: MKB Mechanical

Electrical: Hunt Electric         

Drywall: King Commercial     

Painting: King Commercial

Tile/Stone: Westech Tile

Millwork: Boswell Wasatch Mill

Flooring: Design Team Inc.   

Roofing: Redd Roofing           

Glazing/Curtain Wall: NGI Glass

Waterproofing: Intermountain Coatings

Steel Fabrication: Center-Line Company

Steel Erection: Boman & Kemp

Excavation: Lakeview Rock   

Precast: Olympus Precast

Landscaping: WKB Landscape & Maintenance

Like a Phoenix Rising

By Bradley Fullmer • November 15, 2025
Residents have access to a wealth of modern, high-class amenities: Check out this open-air rooftop patio with tasteful lighting, pool, and spacious hot tub—it’s party time! (all photos courtesy Kier Construction)

Mission In Progress

By LADD MARSHALL • November 15, 2025
Steve Green is out in McCornick, Utah. Where is that? And what’s near McCornick? “Nothing,” joked Green, the Sr. Vice President for Wheeler Machinery Co. While he may be far from even the smallest of small towns, with Holden and its 492 residents 13 miles away, he’s close to the site of a major development in data center technology. Isolated on the western edge of the Sevier Desert, the Joule Data Center will also be isolated from the grid—by design. Operation Gigawatt Rolls On Green is one of many energy and power professionals hoping to double Utah’s power generation capacity by 2034 as a part of Operation Gigawatt, an initiative launched by Utah Governor Spencer Cox in October 2024. Utah has long been an economic growth leader; Operation Gigawatt aims to make Utah a power player in energy development by increasing transmission capacity, increasing energy production, strengthening policy, and investing in energy innovation. While Governor Cox’s Operation Gigawatt moves forward statewide, out in McCornick, Green said, “We’re doing operation gigawatt and a half off grid.” The Joule Data Center project team will deliver “In-situ power generation”—power not connected to any electrical distribution or transmission system. It starts with Caterpillar G3520K reciprocating generator sets that produce 1.5 gigawatts of electricity. Waste heat and exhaust from the generators then move through an absorption chiller system as part of the overall systems combined cooling, heat, and power (CCHP) solution, providing much of the water required to cool the data center servers. Beyond the electric power to be generated for the Joule project, there will be 1.5 gigawatts of thermal energy and 1.1 gigawatts of available battery storage to meet the data center's peak electricity needs. Added Green, “And we’re not taxing the local utility grid.” Isolated or Community Power? The massive power capabilities delivered there are impressive, but they reveal a troubling trend in how Utah will double its power generation capabilities. Will it be from well-funded companies looking to power data centers and AI technology separate from the grid? Or will Utah fulfill the mission of Operation Gigawatt by creating power solutions accessible to all? According to Troy Thompson, Chief Operations Officer for Big-D Companies, power generation is about more than supplying data centers. “In my mind, how do we build a billion-dollar hospital downtown that needs ten megawatts of power?” he said, referencing Intermountain Health’s future downtown Salt Lake campus, “let alone the data centers, and manufacturers who we are hoping that will come here?” Ten megawatts of power may pale in comparison to what data centers require, but it is one of many projects seeking regulatory approval to move forward. The Utah Inland Port Authority, the Economic Development Corporation of Utah, and others continue to drive projects and jobs into Utah—data centers, too. But Thompson said he has heard from many potential clients who are hesitant to bring their energy-intensive projects to the state without firm guarantees of available power. Operation Gigawatt and state leaders have embraced an "all of the above" approach to energy sources, extending the design lifespans of coal plants, embracing new technologies and power sources, and developing new power-generating capabilities. While the industry is willing, the operating environment needs rewiring to meet state goals. Changing for 21st Century Needs “With as hot as the Utah market is,” began Eric Haslem, “there are too many obstacles for us to overcome.” The market may be ready to ramp up production, said Haslem, Chief Operating Officer for Vernal-based utility and heavy civil contractors BHI, “But the current system can’t handle it. We have this massive web of transmission and distribution infrastructure that was not designed or built for the power demands of the 21st century.” “In 1970, they didn’t know what a smartphone was,” Haslem said, “let alone AI.” Transmission projects have been developed. Rocky Mountain Power/PacifiCorp’s Energy Gateway South transmission line—a 416-mile, high-voltage 500-kilovolt transmission line that runs from Mona to Medicine Bow, Wyoming—certainly helped when it went live in 2024. Still, it's just one project amidst a plethora of needs. Haslem stated that Utah's growth over the last 10 years meant a large majority of the transmission line's capacity was accounted for when it went live. .

One-Stop Shop

By Bradley Fullmer • November 15, 2025
And the King shall answer and say unto them, "Verily I say unto you, inasmuch as ye have done it unto one of the least of these my brethren, ye have done it unto me."—KJV Matthew 25:40 From a social and community impact standpoint, few projects match the value to disabled and special needs individuals as the new Utah State Development Center (USDC) Comprehensive Therapies Building in American Fork. The $36 million, 65,000-SF facility was designed as a "one-stop shop," said Joe Jacoby, President of Salt Lake-based Jacoby Architects, whose team led the project’s design. It consolidates and modernizes myriad services under one roof, including physical therapy, occupational therapy, recreational therapy, speech, language, and hearing resources, and behavioral health resources. In addition, the new building offers full-service medical and dental clinics, an indoor therapy pool, an Autism treatment wing, and workshops for life skills and vocational training—all geared to helping people live independent, authentic lives, while striving to reach their full potential. "This building was very much about accessibility," Jacoby said, "and putting in many different types of resources for these residents—all in one building." Jacoby's firm has significant recent experience in projects that combine education and healthcare for people with special needs. The firm's design of the Sorenson Legacy Foundation Center for Clinical Excellence in Utah State University's College of Education and Human Services earned UC+D's 2016 Most Outstanding K-12 Project. Two years later, the firm earned another UC+D award for the C. Mark Openshaw Education Center for the Utah Schools for the Deaf and the Blind, a project similar to this one in that it contains an array of services, including education and therapy for varying levels of sensory, behavioral, physical, and cognitive abilities. "We've been working on different [design] aspects for many years, starting with a deaf preschool, which led to working with the Utah Schools for the Deaf and the Blind," said Jacoby. "With that came many other sub-specialties, like therapy for behavioral issues, cognitive issues, development disabilities, and even speech, language and hearing clinics. It helps people with a variety of disabilities and serves an underserved population of people."

Built Different

By Taylor Larsen • November 15, 2025
On a fall tour of Utah State University's (USU) Carolyn & Kem Gardner Learning & Leadership Building (Gardner Building), students and faculty are hard at work on a late Tuesday afternoon. Getting here, where USU's business school students could thrive, was a long time coming. The University commissioned the Gardner Building to meet a new mission for the school outside the traditional knowledge acquisition and transfer for which USU has excelled since its founding in 1888: Giving students a differentiated experience they cannot get anywhere else. Purpose Revealed Frank Caliendo, Senior Associate Dean of the Huntsman School of Business, said that the new building is the third and final piece of the business complex, "a realization of the longtime vision of Dean Douglas Anderson, the driving force behind the school's transformation, to meet the needs of students for generations to come." Caliendo, a longtime Aggie (USU BS, '98; PhD, '03), said that, even after the opening of the George S. Eccles Business Building and its faculty offices and classrooms in 1970, growth in business courses eventually outpaced the school's capacity. Jon M. Huntsman Hall's 2016 opening broke the campus bottleneck, with classrooms and other spaces dedicated to business school participants. "But we still needed space for our centers and experiential learning programs," Caliendo said, of the importance of collaborative spaces and differentiated experience for the five programs (see page XX) that would call the Gardner Building home. The design intent for this final piece wasn't a re-creation of Huntsman Hall, Caliendo said of the initial message to MHTN Architects, "But it does need to rhyme with Huntsman Hall." Working within a Busy Environment The first order of business was siting the building just east of the other two business school structures. Stan Burke, Project Manager for Jacobsen Construction, said the Gardner Building was part of a trio of projects that included Ridge Point Hall and a parking garage—three Jacobsen-led projects that utilized the same construction corridor as construction commenced from "An active campus is difficult enough," said Burke of the challenges of simultaneous construction, which required constant coordination amongst the three teams, made a tad easier as they shared a job trailer. "We had to stay cognizant of the school's activities and coordinate with them so that everyone was aware of what we were doing." Coordination went from important to critical, with the three teams meeting daily to discuss coordination and scheduling material and equipment deliveries in 15-minute intervals as the respective construction teams worked on each of the three structures.

The Long and Winding Road

By Bradley Fullmer • November 15, 2025
Warren and Jennie Lloyd (above) have built Salt Lake-based Lloyd Architects into a well-rounded, versatile firm capable of excelling in both the commercial and custom residential markets, as evidenced by projects such as Snuck Farm in Pleasant Grove (main photo) and this cozy private Powder Mountain based cabin in Eden (below ).

Power Player

By Bradley Fullmer • November 15, 2025
The last five years have been a whirlwind for the Larry H. Miller Company (LHM), with the organization selling the majority of its beloved Utah Jazz franchise in October 2020 for a reported $1.66 billion, followed by the sale of its auto dealership empire of more than 70 properties for a reported $3.2 billion a year later. The influx of nearly $5 billion was parlayed into several jaw-dropping real estate and other corporate purchases, including: —1,300 undeveloped acres within the massive 4,100-acre Daybreak development in South Jordan in April 2021. —Advanced Health Care Corp. in January 2021, a transitional health care provider with operations in eight states (primarily in the west) and 3,500 employees. —The purchase of the majority stake in Swig, a leader in the flavored soda craze, in May 2023. — Partnering with Utah Trust Lands Administration to develop 1,200 acres in Saratoga Springs. — The acquisition of over 1,000 acres near Park City and Hideout will include multi-family units, housing, restaurants, and retail. —100+ acre mixed-use development in an area along North Temple being dubbed “The Power District”; the future home of not only Rocky Mountain Power’s new corporate campus but potentially a ballpark for a future Major League Baseball expansion team. —A reported $600 million acquisition of controlling interest in MLS team Real Salt Lake and NWSL team Utah Royals, along with associated infrastructure, including America First Field and Zions Bank Training Center. —The development of Downtown Daybreak, a 200-acre parcel that this year saw its 30-acre Phase I debut with the completion of the Salt Lake Bees' new 8,000 capacity stadium—dubbed The Ballpark at America First Square—in April, followed by a new Megaplex cinema entertainment center in July with luxury theatres, bowling, games and a scratch-made kitchen in addition to an open air plaza. A seven-story, 190-unit multi-family development is currently under construction and rising along the right field bleachers, with views that will look down into the ballpark upon completion next year. And LHM is just getting started, said Brad Holmes, President of Larry H. Miller Real Estate since 2018, calling Downtown Daybreak a "new urban center that is central to where the majority of growth is occurring" and combines a "full spectrum of business and year-round entertainment, culture and connectivity, as well as a wide range of housing options." When LHM executives first conceived of a new home for the Salt Lake Bees, Holmes said they went on a "ballpark tour" of MLB and minor league stadiums, and "really fell in love with a ballpark" in Durham, North Carolina—home of the Durham Bulls—which had buildings that framed in the stadium. So, The Ballpark at America First Square has the multi-family project underway in right field, with a proposed hotel slated to begin next year in left field. "In another two seasons, you'll have this urban setting for the ballpark that frames the mountain views. [The design is] really intentional, and I think it will bring a finished edge to Downtown Daybreak," said Holmes. "It was a process trying to figure out the best location, site plan, traffic, but it's in a great spot. The goal for us was to make it feel like it fit in with the community, almost like having a baseball stadium inside of a park, with an open corridor that connects to a plaza."  Holmes said the seemingly small 8,000-capacity stadium (about half the capacity of the Bees former home at Smith’s Ballpark) aligns with national trends. "It's better to play in front of a sold-out crowd than in a half-empty stadium. Some new MLB stadiums are at 30,000 [capacity]. The trend is smaller, more intimate venues with closer views of the field."

Hogan Construction 80th Anniversary

By Taylor Larsen • November 15, 2025
Much has changed about Hogan & Associates Construction since the company's inception 80 years ago. The name may be the most obvious example, the size of the company may be another giveaway, and the difference in markets served might require a double take if the founders could see the company today. But what hasn't changed is the firm's desire to build communities. It has regularly built important, community-focused projects with a similar purpose since the company came to life in 1945.

(De)signed, Sealed, Delivered

By Taylor Larsen • November 15, 2025
Imagine this: A company has just begun a meeting with the intent of moving forward with a major investment. One party knows something that will help minimize the investment's risk. Should that party tell everyone, it will save money, time, and everyone involved from future headaches. So when should that party spill the beans? At the beginning of the meeting At the end of the meeting At the right time during the meeting Never Bradley Crocker, Director of Preconstruction for Mollerup Glass, has seen how answering this question correctly—and choosing “A”—brings about successful and profitable investment in commercial construction. “I think that [project teams] need to bring in subcontractors early to help guide budgets in general,” said Crocker, detailing how every trade can bring a similar level of expertise to architects and owners by being involved from the beginning of the “meeting”, while the project is in design. Why? “We can vet cost versus performance and find the best value for the performance, which is essential as meeting or beating the budgets gets the project to construction on time,” said Ben Hiatt, Chief Estimator for Steel Encounters. After all, he said, “Nothing moves if budgets are not met.” Design-assist is a positive step forward, where subcontractors assist in matching design intent with a deep understanding of building envelopes to ensure glazing, roofing, walls, and fenestrations perform at their highest level. Glenn Rainey, Salt Lake City Branch Manager, and Larry Luque, Senior Estimator and Business Developer for Flynn Companies, each said efforts in design-assist fulfill what owners and architects want: buildings that meet the design intent and perform at their highest level for as long as possible. It’s not just architects who benefit from that early involvement. “More GCs realize they need us right up front,” said Luque. With teams whose combined experience totals thousands of hours, building envelope contractors stay up to date on changing codes, materials, and specifications, which is highly beneficial to the project. Their close involvement with vendors can help ensure a variety of solutions that meet each job’s needs and help optimize building envelope performance. Consultant Involvement Other parties are lending their expertise. Brandt Strong said building envelope quality has increased with the arrival of more building envelope consultants in Utah and a greater dedication to the building envelope in general. “We had a time where we could say ‘This is a Vegas project, and we have to have the belt and suspenders,’” said Strong, Director of Operations for Mollerup Glass. On Utah projects, the building envelope used to be an afterthought. But it’s changed for the better over the years. “The Utah teams are as sophisticated as anywhere else.” While the markups on shop drawings can draw some ire, both mentioned how working with consultants has led to better, more efficient projects, potentially reducing the need for future repairs by inspecting every material and transition on the building envelope. Said Crocker, “We cannot discredit the envelope consultants’ role in making us, and the industry as a whole, perform at a higher level.” Hiatt credited each party overseeing the building envelope scope for learning and adapting to create a better building environment, specifically in understanding seismic drift and its relationship to glazing, as well as thermal performance and continuity. Improvements to air-barrier coordination and tie-ins to stop water and air leaks are helping buildings operate at peak efficiency. “The architects, general contractors, consultants, and trades have improved their knowledge over the years,” said Hiatt. “Design and execution of façades are better coordinated and executed.”

Taylor Electric Thriving at 50

By Bradley Fullmer • November 15, 2025
Taylor Electric proved its mettle on the challenging Salt Lake International Airport, Southeast Concourse project, with their portion of work concluding in October 2023. (all photos courtesy Taylor Electric)

Hungry and Ready

By Bradley Fullmer and Taylor Larsen • November 15, 2025
By Bradley Fullmer It's been a whirlwind 18 months for Adam Del Toro and Nick Pexton, who co-founded Fountain Green-based Reliance Engineering Services in May 2024, a company specializing in full-service telecommunications engineering, including design, project management, permitting, and funding and grant applications. Two years ago, Del Toro was more than a decade into his career as a Research & Development Supervisor for natural gas giant Dominion Energy, while Pexton was working for Nephi-based Rocky Mountain West Telcom (RMWT) as a Sr. Director of Business Development, with just over four years at the company. The two had met a couple of years earlier while collaborating on a potential fiber optic network project in Mona that never happened. Neither was particularly content with their respective positions, so when Del Toro got a random call from Pexton in March 2024, the timing could not have been better. "I was planning on leaving the natural gas industry and start my own firm [...] Nick happened to call the day I was putting in my two weeks [at Dominion],” said Del Toro, 39. "It definitely felt like Providence was helping us." "Somebody was looking after us, because the timing was unbelievable," added Pexton, 35. "It's crazy how things lined up." Del Toro is a native of St. George and earned a Bachelor of Mechanical Engineering from Utah State University in 2011. After 2.5 years as a USU Graduate Research Assistant, he joined Dominion Energy in January 2013, where he designed major natural gas systems and structures. Del Toro also earned a Master of Clinical Mental Health Counseling from the University of the Cumberlands (Williamsburg, Kentucky) in 2023, and moonlights as a counselor at The Center for Hope in Springville, where he helps clients address life challenges both personally and professionally. Pexton is a native of Nephi and studied at Utah Valley University from 2008 to 2010, and earned the Certified Telecommunications Network Specialist designation from Teracom Training Institute (2013-2014). Pexton joined Nephi-based Mid-State Consultants, a telecommunications engineering firm, in March 2011 and spent more than nine years there. He joined RMWT in June 2020, gaining experience in project management and operations. After that fortuitous phone call from Pexton to Del Toro, the pair met four times from March to May to "make sure we were aligned on what the company would look like," Pexton said. "It was a pretty quick process," added Del Toro. "We got talking about goals, how to build a general company vision. I trusted Nick's background and experience, and his character, as well. It was a big risk, but I'm a sink-or-swim guy. If those are my options, I'm going to swim!" Since teaming up, the pair have been aggressive regarding company growth, having exploded from just the two of them to 30 employees, with revenues expected to more than quintuple from $560,000 in 2024 to nearly $3 million by the end of this year. Both expect the telecommunication market to be a fruitful, busy market given the need for fiber optics to rural America, in addition to the "Internet for All" initiative in May 2022 that was part of the National Telecommunications and Information Administration's (NTIA) implementation of the infrastructure law that allocated $65 billion to improve high-speed Internet access. Utah, specifically, received $330 million, with the goal of reaching some 40,000 unserved homes and businesses. The firm's location in Sanpete County puts them in the center of the state geographically, and they're committed to working with communities of all sizes to improve their internet capacity. In addition to Utah, Reliance is working in Michigan and Oklahoma, and Del Toro and Pexton expect to land significant future work throughout the Midwest. They want to grow intentionally while ensuring a diversity of revenue streams. "We set some early goals, and we've been able to do really well—we're on track to beat our goals," said Del Toro, crediting the many employees who have joined the firm. "Those individuals took great risks coming on board. We anticipate we'll be even larger next year with the work coming down the pipeline." "Our outlook has been wise," said Pexton. "We've taken into consideration diversification into other sectors—that's a key element. Adam has experience in the natural gas industry, and we want to further our diversification and get into the power side of the industry." Major clients include the federal government (USDA), utility companies, and municipalities, with a focus on rural communities. "We love Sanpete County," said Del Toro. "We value helping the communities we live and work in and providing services that help build up the community and hopefully help the residents." "We depend on repeat work from 18 major clients, and continuously getting work from them," said Pexton. "The minute we stop doing a good job, they can go someplace else. As long as we do a good job, we'll keep getting work." The pair expect Reliance to maintain its explosive growth, perhaps even doubling its employee total in another 12 months. "Next year's [revenue] goal is $4.8 million," said Pexton. "We have confidence in what our workload will be like. We are scaling quite dramatically and want to grow at a healthy pace, where we're not stringing ourselves out too thin. We're in a good position right now."