40 & Under

Utah’s A/E/C Industry Flush with Young Talent.  UC&Dcatches up with five still-rising stars in our annual feature of young, talented leaders
working in design and economic development.

Utah’s A/E/C industry continues to churn out dozens of young, talented professionals and it’s always a privilege for us at UC&D to publish an annual section spotlighting these rising stars. This year we’re profiling five individuals with diverse backgrounds, each of whom fills a significant role for their respective firms.


Our list includes:

— Theresa Foxley, President/CEO of EDCUtah, a Salt Lake-based organization dedicated to helping communities with economic growth and job expansion.

— Eric Dunn, Director of Business Development for West Valley City-based CMT Technical Services, a nearly 20-year-old firm renowned for its materials testing and special inspection services.

— Preston Croxford, Principal Architect for Archiplex Group, who took over the eight-person firm in May when company founder Ralph Stanislaw semi-retired. 

— Ryan Cathey, President/CEO of Salt Lake-based Talisman Civil Consultants, a full-service civil engineering and land surveying firm that was founded in 2016.

— Eman Siddiqui, an Architect with Salt Lake-based GSBS Architects and currently President and Founder of the Utah Chapter of the National Organization of Minority Architects (NOMA), which formed in July.


Theresa Foxley, 39

President/CEO

EDCUtah

Foxley Relishing Her Role at EDCU Utah 

A lawyer by trade, Theresa Foxley has carved out a significant role over the past five-plus years boosting Utah’s economy as President/CEO of the Economic Development Corporation of Utah (EDCUtah). It’s a job she feels tailor-made for, and she is thoroughly enjoying her position in the community. 

“This job is awesome!” she exclaimed. “Every day there is so much variety—we get to learn so much about so many different things, work with different communities and employers, and we feel like we make a difference. The impact we can have is what motivates our team.”

A Utah native and graduate of Highland High, Foxley, who turns 40 in November, earned a Bachelor of Political Economy from Utah State University in 2004 and a J.D. from the University of Utah S.J. Quinney College of Law in 2008. 
She practiced law for Ballard Spahr for six years before spending a year at the Utah Governor’s Office of Economic Development working with Spencer P. Eccles. 

“It turned out, I really loved that organization,” she said. “I loved the focus and attention on job creation and small business support. It was really eye-opening that there was an organization in the state that focused on cluster, sector, and developing the economy of the state. 

In March 2017 she was selected to lead EDCUtah, building a tight culture among the staff’s 16 employees, which are currently monitoring 130 projects ranging in degrees of interaction.

“I love the opportunity to work with this amazing team,” said Foxley. “We’re as busy as we’ve ever been in the five years I’ve been here. We have some projects we have a light touch on and other projects we’re carrying a lot of water for—our roles vary from project to project.”

Of the current project list, 70 of those projects—more than half—are tied to the industrial sector, a market she believes is still ripe for further growth, given a 2% vacancy rate. Many of those projects are for manufacturing companies, and they typically offer unique challenges. 

“These projects are more highly automated than they were two years ago,” she said. “We have a higher due diligence from our clients—the demands of these projects on our team are higher. We rely on our partners to help us with this project load.” 

Automation in some sectors of the country can be viewed as a threat to employment. In a bustling state like Utah where employment is under 3%, it helps alleviate the growing demand for labor.  

“Companies are designing automation into their facilities for a couple of reasons—productivity and labor,” she said. “In a growing market like ours, automation is less scary; we’re not reducing the net number of jobs.”

Automation also makes sense in more rural Utah communities not connected to the Wasatch Front. These communities “draw from an even smaller labor pool, so an automated facility is a great match,” said Foxley. “I think we will continue to see an emphasis on manufacturing, and we’ll see an uptick in other industry sectors that have been soft for us. She mentioned information technology and financial services markets as probable drivers of future construction and job growth throughout this decade. 

“We’re running a full slate of projects while sharpening our vision of success, and how we build a program to achieve it,” said Foxley. “We’re taking the opportunity to do some strategic planning for the organization and set a vision for the next 8–10 years—the 2030 horizon.”

While the general economic outlook for Utah in 2023 is positive for the A/E/C industry, Foxley said that recent significant hikes in inflation and interest rates (hovering at 7% end of October) could negatively impact overall building activity. 

“Economic uncertainty is back as part of our lexicon,” she said. “Covid introduced first fear, then uncertainty, and then we surged out of that. We’re keeping an eye on the state of global affairs and the domestic market and how that is impacting our pipeline.”

She believes local developers and investors will remain “bullish” in Utah’s real estate development market and will use this time "as a way to gain market share” despite rising interest rates. 

“That’s scary high for our generation,” she mused. “Those rates are making developers go back to their pro formas and look to get projects to pencil through value engineering.”

Foxley was also ecstatic over recent news of Morgan Stanley’s expansion of 800 jobs in Silicon Slopes. “They’re doubling down on their presence in this market,” said Foxley. “Those are good, high-paying jobs in a sector we’re trying to attract to our state.”

Eric Dunn, 38

Director of Business Development

CMT Technical Services

Dunn Blazing a New Trail 


After more than eight years helping grow his father’s structural engineering business, Salt Lake-based Dunn Associates, Eric Dunn pivoted at the beginning of 2022 into a new role as Director of Business Development for West Valley City-based CMT Technical Services. 


The firm, nearly 20 years old, boasts a presence in 17 cities spanning 5 states and is looking at continued future growth. CMT offers clients an array of civil-based services but is known primarily for its materials testing, QA/QC, and special inspection services. The company also provides geotech, environmental and civil engineering, and construction staking, among other services.


Dunn, 38, was brought aboard to oversee business development company-wide, a challenge he’s readily accepted despite the daunting workload. 


“I’m soaking it all in—it’s a firehose of information,” said Dunn. “What was really enticing coming here is that I didn’t burn a single name in my Rolodex; it didn’t disrupt relationships I have in the industry. There are some changes in relationships, but minor. I can now help the same clients—I like to call them my friends—in a dozen different ways. Instead of doing just one thing, on that same building, we can provide a handful of services. We are a multi-service firm covering the due diligence phase for an owner, construction staking for the contractor and the QA/QC again for the owner. We make sure [a project] is built the way they say it’s supposed to be built.”


Dunn has been around the A/E/C industry his entire life. Ron Dunn, Eric’s father, established Dunn Associates in 1995, and it has evolved into one of Utah’s top structural engineering firms. While three of Ron’s five boys pursued engineering degrees (and four of them currently work at Dunn Associates), Dunn took a different route and earned a Construction Management degree from Brigham Young University in 2008. He had initially enrolled at Westminster College (now University) in Salt Lake—he played on the golf team his freshman year—but quickly realized he wasn’t quite good enough to make a living on the links and switched gears. 


Upon graduation, he spent three years at SME Steel/Onyx Construction in West Jordan and three and a half years at Sandy-based Layton Construction as a Project Engineer and Assistant Project Manager. He decided to pursue the business development route and joined the family business in June 2013. This decision was key to his personal and career growth, as it gave him the opportunity to network with top executives throughout the industry. His family’s good name helped, but ultimately Dunn thrived because of his tenacity and gregarious personality. 


“It opened doors and afforded me an opportunity to earn a seat at the table. I had total support and freedom to pursue projects as I saw fit,” he said. “Having the last name Dunn got my phone calls answered—it carried a bit of weight. I secured some big jobs off cold calls.” 


He credits Ron for teaching him “the power of networking and relationships.” 


He admits that his passion and prowess for golf have also played a prominent role in his ability to network and learn about new projects on the horizon. Golf, he said, is far superior to lunch or other networking events, in terms of getting to know people beyond superficial levels. 


When you go golfing with a current or prospective client, “you spend six hours hip-to-hip; you get to know them—their life, their family, vacation plans. It’s harder to build a relationship in a crowded restaurant.” 



“People is what I do,” said Dunn. “When all things are equal, relationships trump everything else. It’s almost cliché, but treat people well, be a decent human being, and you’re in good shape.”


Eman Siddiqui, 34

Architect, GSBS Architects

President and Founder, NOMA Utah

Standing Up and Standing Out


If you’re looking for the voice of equitable architecture, look no further than Eman Siddiqui. A powerhouse architect at GSBS Architects, she has put in the personal equity to go all-in on the profession.


Siddiqui was born in Karachi, Pakistan, and looked out to the Arabian Sea from the 12th largest city in the world, home to nearly 15 million people. When time came for university studies, she booted up the family computer and applied to study overseas at the University of Kansas, a location close to where some of her family was living already. A college visit later solidified it. “I fell in love with the town,” she said of the basketball-crazed Lawrence, Kansas. “I felt at home there.”


When she immigrated to the U.S. at 18, she didn’t know anyone at the university, but “I got involved in student affairs,” she said. Siddiqui worked as a leader in student orientations as she began her architectural studies, merging her love of design with her love of people. She felt it was a big benefit to her work in the university arena and as an architect.


“I worked with deans, parents, students, and chairs of programs across the university,” she recounted of her presentations, where she learned how to effectively communicate to groups as big as 100 people. “[Working in student affairs] was the most fun […] and those connections were very meaningful to me. […] They were excited to have me as an architectural student.”


From her home in Karachi to working in Kansas City, she has loved the energy in big groups of people. “I love being in a crowd,” she said. “I love presenting. […] I feel like I’m at my best and happiest in front of people.”


She spoke of one of her first projects, designing a football stadium for Colorado State University and then going to the first game after the project finished. 


“Seeing something I worked on full of thousands of people …” She paused. “It was a big deal for the school, for the community.”  And for her. 


“That architecture brings people together. As someone new to the profession, it got me so excited for what I was doing,” she said. “I’m designing these spaces for everyone. That’s the real meaning of what I do.”


She’s come up since those early days working in Kansas City after graduating with her Master of Architecture in 2014. She looks back fondly on the stadium project as well as others like designing suites at Churchill Downs, the site of the Kentucky Derby. Amidst all of these projects, the welcoming element of hospitality has stood out to her—specifically a hospitality to the end users of a project.


“There is a huge hospitality component because you are designing for the spectator’s or patron’s experience,” she said of projects like Teton Village in Wyoming and Big Sky in Montana that she has worked on since moving to the Beehive State in 2018. 


One specific project helped her to see how inclusive design is where true equity can take place. “For the Teton Village project, we worked with an accessibility consultant who helped us look beyond code minimums,” she began. “I traveled with my parents this summer and became very aware of how, even when we meet code, sometimes our designs still create hardships for older people, for example."


Even though there is a disconnect, Siddiqui said, it is a solvable one. In order to speak to clients from different realms and various walks of life, she encouraged architecture students to get involved on campus outside of architecture school. “This will polish your interpersonal skills and teach you to understand and connect with clients who come from all walks of life.” 


This attitude of welcoming and communicating with diversity has pushed Siddiqui into leadership roles within architecture, principally as the President of the Utah chapter of the National Organization of Minority Architects (NOMA)—an organization that seeks justice and equity in architecture. She is one of founders of the local chapter and was the driving force bringing the organization to the state.


This lack of diversity of not just race or gender in architecture, but perspective, is something that Siddiqui has seen since her university days in Kansas. “Our architecture history book had maybe two or three pages to showcase the architecture of Asia and Africa,” she said. “There were four women we learned about [in school]; two of them were almost exclusively talked about in conjunction with their male partners.”


Changing the status quo is a huge passion for Siddiqui. In a presentation during the September AIA Utah Conference, she and her NOMA colleagues outlined what helps minority architects to thrive. Ideas included paid parental leave, flexible days off to observe other holidays, increased pay transparency, and clear career trajectories and benchmarks for advancement. 


Siddiqui said that there needs to be “intentionality and consciousness” in both feelings and actions from leaders and companies to help architects like her to succeed in the Beehive State and beyond. It is a challenge, she said, but progress is being made. 


“Diversity is not just about having more black or brown people in the office,” said Siddiqui. She explained how healthy diversity that comes from people of different backgrounds, ages, abilities, cultural identities, and more helps to bring in the benefits of true diversity.


It can be a battle to belong in architecture, she explained, and sometimes that battle is internal. She remembered a time when she was nominated for a leadership award. “I remember telling them, ‘Maybe we wait until next year when I have more to show for it.’” As soon as those words left her mouth, she realized she didn’t need to wait until she had done “enough” to “merit” an award—she was worthy of that recognition now.


“I’ve worked so hard for this,” she stated. No need to listen to the messaging that many, especially minorities, tend to hear—it needs to be perfect. It may take time to build up the sense of belonging, that she and others from different backgrounds deserve to be at the table based on merit, but to Siddiqui, it’s worth the effort. Listening to her speak to the positive effects of diversity and the awesome benefits of architecture, Siddiqui is at the forefront, challenging the industry to reach its full potential.


Preston Croxford, 40

Principal Architect

Archiplex Group

Croxford Carrying on 

Legacy of Archiplex Group


“It’s kind of been a banner year for me,” said Preston Croxford when asked to sum up 2022 thus far. He was referring primarily to hitting the magic 40-years-old mark on April 23, and then a week later assuming the role of leader for now Bountiful-based Archiplex Group. He took over the reins of the nearly 19-year-old firm from company founder Ralph Stanislaw, who moved into a part-time role as a consultant.


He also admitted to being more than a little bit out of his comfort zone as he leads an eight-person architectural firm into 2023 as its lone licensed architect.


“It’s terrifying,” he laughed. “I’m really trying to learn on the fly, as it were. Ralph was a good mentor in terms of the architectural piece of it, so I feel confident in that. But he never really let me peek behind the curtain on how to run the business, so he’s been clueing me in on some things.”


Croxford was born in Kansas City, but his parents—Utah natives—moved back to the Beehive State when he was six months old, after his father finished a three-year residency as an anesthesiologist at a KC hospital. 


He grew up in Layton, attended Davis High and graduated in 2000, but wasn’t enamored with his experience in high school and didn’t know what he was going to do for work. He started dating his wife, Breck, after high school, and they tied the knot in 2002, prompting Croxford to get serious about figuring out a career.


“I didn’t want to go to college and floated around a couple of years. Like a lot of guys, we don’t [consider] the long game, we just play in the moment,” he said. “It takes somebody behind us to kick you in the butt, knock some sense into you. Thankfully my wife did that.”


He told Breck he wanted to be an architect despite being intimidated by the amount of schooling it required. He had taken drafting courses and worked in construction during high school, but said “it was evident I wasn’t cut out for the construction life. I was always into art, so architecture made total sense. Once I made a decision, it was a clear path.”


Croxford attended Salt Lake Community College and the University of Utah, ultimately earning a Master of Architecture from the U’s School of Architecture in 2009. He was hired by Stanislaw on a part-time basis in college, which turned into a full-time gig even though Utah was in the midst of the Great Recession. 


“He offered me a job, and I kept showing up,” said Croxford. “Other people came and went, so I was the obvious choice to be the heir because I stuck around long enough.”


He credits Stanislaw for his calm demeanor, his genuine passion for architecture, and his desire to put forth maximum effort in his designs. Croxford said that, while the firm has always been relatively small and doesn’t necessarily get to design the sexiest, highest profile projects, Stanislaw had a knack for pouring his soul into a project regardless of what it was. 


“Ralph’s a patient guy—he never seemed stressed out, never raised his voice, never got upset. He’s just level-headed,” he said. “He’s not a cheerleader type of guy, and that fits my personality. He’s not the guy to pat you on the back all the time, but I knew that he appreciated what I did because he gave me so many opportunities to learn and valued what I brought to the table.” 


He added, “what I continue to love about Ralph is he gives every project equal value. Even the simplest, most utilitarian project, you would think it’s the most high-profile, important project we have in the office” with the way he approached it. “He passed that trait to me.”


He gave an example of a recently designed Port of Entry project, essentially a weigh station for diesel trucks. “It’s not a glamorous project, but it’s a necessary piece of the built environment. I take pride in the fact that we’re doing projects like that. They are essential for the function of the community.” 


Stanislaw, 68, said he knew a long time ago that Croxford had the chops for carrying on the legacy of Archiplex Group. 

“He’s got an innate curiosity—you can’t teach that—so he’s always looking at things he reads or discovers and shares those with me,” said Stanislaw. “He’s got a lot of creative energy, and he’s a people person and gets along with everyone.”


Beyond being a “terrific person,” Stanislaw said Croxford is also an excellent architect who will no doubt learn the business side of architecture in time. “He’s certainly got the intelligence to pick that up. Certain people have an interest in learning things—he’s got that. That’s important in architecture because it’s always a developing art. It’s evolving all the time. An important part to being a good architect is having that interest.”


Besides Croxford, Archiplex Group includes a business manager, three part-time drafters, an architect who is tracking for licensure, and his “right-hand man,” Rob Childs, a veteran architect with 30+ years of experience who is his main go-to guy for advice, particularly with code-related questions. 



Croxford has also enjoyed the diverse projects that Archiplex Group has designed in its history. He takes extreme pride in two projects the firm designed for the Associated General Contractors of Utah—its $3.7-million, 9,000-SF corporate headquarters in West Valley City (opened November 2009), and its new $5-million, 16,000-SF training center (opened November 2021).


Ryan Cathey, 40

President

Talisman Civil Consultants

Civil Leader, Civil Talisman


There was always an expectation for Ryan Cathey to enter the world of architecture, engineering, and construction, even if the end result is different from the trajectory he was on after graduating from high school.


“I left high school thinking I was going to be an architect, especially since my frontal lobe was fully developed,” he joked. He hails from Montana and considers himself a bit of a traitor for attending Montana State University in Bozeman even though he was born in Missoula, home of the University of Montana. After being accepted into architecture school at Montana State and interning at a local firm, “I hated every minute of it.”


But it was a good experience that has helped him move into his current role as President of Salt Lake-based Talisman Civil Consultants, the civil engineering firm he helped found in 2016.


“Looking back, I was probably at the wrong firm,” he said of his time in architecture. “And I’m not the artist I would need to be to succeed as an architect.” What stood out during that time was that “the people making all the decisions were engineers.”


After switching to civil engineering, he completed an internship with Nolte and Associates before earning a Bachelor of Civil Engineering from Montana State in 2006. Bachelor’s degree in hand, Cathey drove a Uhaul from Bozeman down south to the Beehive State, not to be hindered by a winter snow storm intent on making him reconsider, “January 2, 2007, I started my career,” he said of his professional return to Nolte and Associates. 


Things initially looked good at the firm, but the forces of the Great Recession inevitably bore down, forcing massive layoffs that took the employee count from around 70 to 10 which coincided with a buyout and rebrand.


“It was like Survivor,” he said. “People were getting voted off the island left and right.”


As one of the few who kept his job, he used his “opportunistic” nature to try and step up to lead. “I told them I wanted to lead the office, even if I didn’t have the experience,” he said. “But it became clear early on that goals didn’t match up.”


What wasn’t lining up was “culture, priorities, kind of work, purpose of work—all of the above,” said Cathey. He wanted something better, a company where they would invest in themselves, in technology, and in clientele to build an organization that embraced the future.


So he and some of his teammates from the previous firm left in December 2016 and formed Talisman Civil Consultants. With Cathey at the helm, the company has looked to be a leader in the civil engineering field and embrace that future with emerging technologies, a flexible work environment, and an enviable work culture.


The word “talisman,” Cathey said, means a closely held symbol. He referenced the Christian cross as one example, which symbolizes everything important and valued in the religion to those who wear it. Talisman is looking to have the same effect on the A/E/C industry and the civil engineering field.


The idea for the name partly came from Cathey’s time running a billiards hall in Bozeman. 


“Talisman was a brand of pool cue tips that we used. […] It just stuck with me,” he said. "It was one of the best brands.”


He said that the word has been ever-present, a reminder to “be the talisman for civil engineering,” he said. Cathey wants the company to be a symbol of quality, teamwork, enrichment, integrity—the leader in the industry that exemplifies these traits.


“These ideals are used throughout my life to help me make decisions, provide direction, and provide leadership,” he said.


For Cathey, the last six years have been filled with excitement—both the good and stressful kind. He’s watched employees excel to new heights, he’s seen how mentorship has paid off, and he’s seeing the success of something he helped build. 


“We have people who started as interns who earned their PE and are now running projects,” Cathey said. “It’s so cool to be a part of that growth.”


Even as founder and president, “I didn’t want it to be about me,” he said. Coming from his previous company as the only PE, he had to wear every hat and be the funnel that all work went through. “It’s the reason we are called Talisman and not Ryan Cathey Engineers.”


Regardless of the company name, he’s more worried about leading it. He remains passionate about helping his team move forward in their lives and empowering them to disengage from any stereotype about engineering—to embrace the genuine. “I hope my staff realize how much I care about them individually,” he said. “I foster an environment where people can say what’s real and be authentic.”


It is a driving force of Talisman company culture, he said, where people show up authentically, “where a balanced life comes above all, and the office is a place where kids, dogs, and extended family are welcome,” he said. That environment perfectly dovetails with challenging civil engineering projects and a search for the best solutions in civil engineering.


But that search for the best solutions in a culture of authenticity means egos need to be checked at the door. “The space to be wrong is so important in this industry. To throw out a suggestion and be wrong, to recognize that something needs changing,” Cathey said. “It’s critical.”


With 30 team members including seven professional engineers, Cathey has found that giving more people a piece of the responsibility pie, with room to expand their skills, allows them to excel. Work for the team is wrapped up in resort projects at Canyons, Powder Mountain, and Snowbasin, right of way and infrastructure projects at the University of Utah, housing at SLCC’s Taylorsville campus, and more. 


Amidst all of this work, managing the growth is the big push for him over the next five years. “We need to [grow] in a way that preserves, engrains, and showcases our culture from day one,” he said. “We want to grow to keep up with our clients and provide new opportunities for our people.”

Deer Valley Expansion

By Taylor Larsen • February 25, 2026
Start spreadin’ the news I’m leavin’ today I want to be a part of it… I can hear everyone singing the final line: Deer Valley Resooooooooort Fine. Frank Sinatra may not have had après ski on the mind in “New York, New York”, but if the famous singer were alive today, I bet he would want to be a part of Deer Valley’s East Village—even with no relation to the New York City neighborhood—and the transformational development ongoing across Mayflower Mountain and Deer Valley Resort. East Village—Deer Valley Style “Deer Valley East Village is a long-anticipated project that will serve as the heart of the expanded terrain at Deer Valley Resort,” said Gary Barnett, Founder and Chair of Extell Development Company (Extell), in a press release. “With careful planning, we’ve curated a village that will redefine luxury and offer unparalleled amenities for our guests.” The ability to curate such luxury came from 10 years of collecting. Since 2015, Extell has purchased over 20 land parcels, assembling well over 5,000 acres for development. Extell partnered with the Military Installation Development Authority (MIDA) and Reef Capital Partners (Reef) to create a highly capable development team. These efforts set the stage for the 2023 agreement between the developer and Alterra Mountain Group (Alterra), Deer Valley’s parent company, to fold Extell’s East Village property into its existing resort operations—what Deer Valley President and COO Todd Bennett called, “Your new Deer Valley.” Barnett, speaking of what’s to come with this partnership and the billions of dollars of work set to go in on the mountain, said, “Extell and Deer Valley collaborated to craft a village and ski experience where luxury, adventure, and experience come together effortlessly.” Thus began the monumental transformation of Mayflower Mountain. Big Name Arrivals Two projects helped get the party started in the East Village. The Residences at Pioche Village delivered four buildings comprising 400-plus condominiums built by New Star General Contractors in December 2023. Although the project is outside the epicenter of ongoing development, it is becoming increasingly important to the area, as MIDA recently purchased one of the buildings to set aside 42 units of workforce housing. The first finished project within the epicenter was the award-winning Grand Hyatt Deer Valley, designed by OZ Architecture and built by Jacobsen Construction, completed in 2024. Extell partnered with MIDA to develop the hotel on military land, offering 100 rooms at a discounted rate for service members. The opulent hotel and condo property introduced a total of over 380 guest rooms, 40 suites, 55 private residences, and nearly 40,000 SF of conference space. And it’s just the beginning. On a recent tour of the East Village, Michael Woisin, Extell’s Sr. VP of Construction in Utah, detailed the immense manpower required to bring the vision to life. The six tower cranes currently operating there, along with a handful of other cranes, combine with dozens of concrete trucks heading up and down the mountain to support around 1,000 construction workers on site, driving projects of all sizes. Reef is developing multiple residential properties in the coming years. On the single-family side, Marcella at Deer Valley has already sold out the 143 homesites in the future private community, which is currently under construction. Marcella Landing will deliver a gated community of 50 ski-in/ski-out luxury townhomes designed by Olson Kundig. Cormont will deliver five residential condo towers and a vibrant central plaza, with construction completed in 2027 and 2028, and local architectural experience provided by FFKR Architects. The big brands are coming, too. Four Seasons Resort and Residences Deer Valley, designed by ODA Architecture and built by Jacobsen Construction, will deliver 134 guest rooms and suites, as well as 123 for-sale residences, with completion in 2028. Canopy by Hilton will open a 180-key hotel near Pioche Village. The property will feature architecture by The Richardson Design Partnership and interior design by DLR/Brayton Hughes and will open its doors in summer 2026. Waldorf Astoria Deer Valley Resort and Residences was announced in late January, with plans to bring 132 guest suites and 105 for-sale residences near Deer Valley’s Green Monster, the resort’s 4.85-mile ski run—Utah’s longest. With architectural design from KPF and interiors by AvroKO, the project will open its doors in 2028. Beyond the ski-in/ski-out access at many of the above properties, the East Village will also feature a skier services building and an extensive, tiered pedestrian plaza designed by ODA for year-round enjoyment when completed. The building will serve as the heart of the ski village, surrounded by the “ski beach” at the base of the mountain—with a future holiday market, a snow maze, and The Ribbon’s state-of-the-art ice- skating circuit planned for winter months. In summer, the area will be activated by a music festival, farmer’s market, outdoor movie screenings, and other events.

AGC of Utah Installs Gary Ellis as 2026 Chair at Annual Convention

By Bradley Fullmer • February 25, 2026
If the turnout for the 104th Annual Convention for the Associated General Contractors (AGC) of Utah is any indication of the current state of the construction industry in the Beehive State, 2026 will indeed be a robust year. The popular industry convention—held January 29-30 at Little America Hotel in downtown Salt Lake—continues to draw room-busting crowds at its events. The AGC's 2026 Awards Breakfast kicked off the convention on January 29, with the Utah chapter handing out nearly 50 awards for innovative projects and dedicated people. The second day—an all-day event—included entertaining keynote speakers at breakfast and lunch, along with informative breakout sessions in between. The convention was capped by an always-entertaining Installation Banquet, where Gary Ellis, President/CEO of Salt Lake-based Jacobsen Construction, was installed as 2026 AGC of Utah Chairman of the Board. Brett Nielsen, President of Brigham City-based Whitaker Construction and 2025 AGC of Utah Chairman, thanked AGC's staff of 13 for their efforts to elevate the association, and highlighted the work of the Construction Learning Committee (CLC), which aims to cultivate the next generation of construction industry leaders. "Earlier today, I made a comment that the generation that's coming into our industry today is about 20% of our population, but they are 100% of our future," said Nielsen. "We owe it to them to make sure we're providing the same tools, the guidance, the leadership that we received as we were coming up in the industry." Ellis followed with an initial plug for Nielsen, who is in line to serve as the AGC of America's 2030 President—a first for the Utah chapter. "We're excited to share Brett and his wisdom and terrific leadership to the entire country with regard to our industry—he'll do a great job and carry Utah in his heart," said Ellis. Ellis said he never imagined working in the construction industry, thinking he'd rather be a river running guide or physical therapist. Ultimately, he pursued accounting, earning a Master of Accounting from Provo-based Brigham Young University in 1995 and spending the first five years of his career as a Senior Auditor for KPMG in Salt Lake. He was hired in December 2000 at Jacobsen Construction as a Financial Controller, later ascending to his present title of President/CEO in January 2021. "The amount of construction experience I had before I landed at Jacobsen Construction was two weeks sweeping floors at a residential construction site," said Ellis. "I never imagined I would be part of the construction industry, but it's been life-changing for me. Our theme for the convention this year is Building What Matters—I wanted to do something that mattered [...] I wanted to be part of growing something, something I could put my arms around and say, 'wow, look what we just did together'. That's really what my motivation was when I found the construction industry." During the first five years of his career at a large corporate firm, Ellis said the gig lacked fulfillment. Joining Jacobsen opened his eyes to a new world, one he quickly gained a true passion for. "My kids are sick and tired of me pointing out every [Jacobsen] building as we go up and down I-15, I-80—I know, I'm preaching in the choir. There are incredible things that we do at Jacobsen; quite often, we talk about the 'wow factor'. That is what we have in this group. It is the wow factor, being able to [bask] in the pride we feel." Ellis also thanked his team at Jacobsen for believing in the AGC's mission and recognizing the importance of giving back to the industry. "I'm indebted to Ted [Jacobsen] and his family for what they've created at Jacobsen. The day I was asked [...] to take over as President, my very first phone call was to Ted Jacobsen [...] to let him know that I commit to making sure his family name is known in good standing in this marketplace."

Tick Tock from the Water Clock

By Taylor Larsen • February 25, 2026
Time is running out. Not for Utah water. Not yet. But it is for negotiations on the Colorado River. Recently, Utah and six other states, Mexico, and Native American Tribes missed another deadline to revise the current Colorado River Compact. Like family members negotiating a handwritten will, their agreement, or lack thereof, will determine who gets what from the Colorado River in 2026 and beyond. The compact has dictated water rights for the Upper Basin states of Utah, Colorado, New Mexico, and Wyoming, and the Lower Basin states of Arizona, California, and Nevada since it was signed in 1922. The agreement, a result of phenomenal collaboration and compromise, has worked out as well as something written 100 years ago could. But the compact is starting to look it’s age. As the desert sun is unkind to the skin, the prolonged megadrought of the American Southwest has been unkind to the Colorado River. Overallocation of the river, droughts, drastic population growth, and a lack of consideration for all of the water-drawing entities mean compromises are on the horizon to ensure that each party at the table can provide Colorado River water to the estimated 40 million people who rely on it. The seven states and the federal government have tried previous facelifts with federal guidelines and plans to draw less water, but blemishes remain. Native tribes are still awaiting corrective surgery to remove the scars of historical injustice, especially after the Supreme Court ruled in 2023 that the federal government was not required to take steps to ensure the tribes’ water rights. While Colorado River negotiations reach the end, four of Utah’s biggest water conservancy districts are pushing past existential drought to create solutions with their water users and industry partners to ensure taps flow for generations to come.

Rural Roots

By Taylor Larsen • February 25, 2026
Little did the team at KMA Architects know how much a proposal for one high school would change their fortunes forever. Duchesne School District released its RFP for a new Altamont High School in 2011. Wes Christensen, then Project Architect, felt like it was a winnable project. After all, KMA Architects had built a stellar reputation designing schools throughout Utah since the firm opened in 1996. There was just one problem with this RFP: KMA didn’t design new high schools. While the firm focused primarily on elementary and junior high schools, Christensen and others on the KMA team were confident in their design proposal and threw their hat in the ring to win the job. “I was certain our competition was going to present a two-story high school,” said Christensen, recalling the various brainstorming sessions that hinged on how to best present their design for a durable and economical one-story school with easily accessible mechanical mezzanines over the corridors. The district's response had the KMA team ecstatic: “We love it.” Winning the Altamont High job with a one-story design is one of many examples of KMA’s emphasis on listening first, a legacy established long before the firm relocated its headquarters in 2020, and long before the team sat for this interview, overlooking Spanish Fork Main Street from their stylish second-story conference room. Sometimes two stories are best, and KMA’s history is among them. Starting Shop in Provo It starts with Kevin Madsen initially pursuing engineering at the University of Utah, graduating in 1972, but with a passion for the entire industry. He earned his contractor license in 1974, but he made his mark in design. “I was good at drawing and drafting,” Madsen, now retired, said from the comfort of the drafting table of his Palmyra home. Madsen even taught drafting and CAD at the former Utah Valley State College (now Utah Valley University) from 1990-1993, saying, “That’s when I realized I wanted to run an architectural firm.” After Nebo and Sevier school districts personally requested Madsen’s services, he founded Kevin Madsen & Associates Architects in January 1996, bringing Christensen and others to work on the firm’s many projects. One of which began when Madsen bought a historic Victorian home at 195 East and 100 North in Provo and turned it into the KMA office in 1998. “It was a work in progress all the way,” laughed Madsen over the phone. That contractor license came in handy; Madsen salvaged high-quality carpet scraps from schools and brought them back to the office. Christensen, now KMA’s Owner and Principal, remembered sanding beams, tearing out old carpet, and stapling in the new flooring in its place—he’s got the scars to prove it. Other famous memories the entire senior KMA team recalled involved creating original blueprints with ammonia and venturing up I-15 to the old Service Blue print shop in Salt Lake to print off dozens of client copies. “We called it a ‘Printing Event’,” Christensen said, recalling the various times that the team would yo-yo between Provo and Salt Lake to drop off their specifications and drawings, often at midnight or later, before returning the next morning to fill an entire truck bed with boxes of freshly printed copies.

Seasoned to Perfection in Providence

By Taylor Larsen • February 25, 2026
The new Weber Blackstone headquarters project involved significant civil work in dewatering and wetland preservation so close to Big Ballard Springs and Blacksmith Fork River. Once completed, the finished build’s Prodema wood paneling exterior gives the building take-off. (all photos courtesy R&O Construction except where indicated)

New Trajectory for New Star

By Taylor Larsen • February 25, 2026
Midlife crisis? Try mid-life calm for New Star General Contractors as the Salt Lake-based construction firm celebrates 40 years of building great projects. As President Jeff Pettit sits in the firm’s conference room on the second story of the New Star office (self-performed in 1996), he reminisces on his 37 years there, as well as plenty of lore established when the firm emerged. In 1986, carpenters Dave Love and Steve Williams were building a home for their boss’s lawyer in Salt Lake City’s Federal Heights. Their boss, Ranch Kimball, was the owner of Cannon Construction, and announced he would be closing shop later that year. Love and Williams vowed to continue the good work, but under a new venture—New Star General Contractors. Based in Bountiful, New Star performed any small project or remodel they could, even venturing east to remodel an Episcopal church in Vernal. The two owners ran New Star from a “carpenter’s perspective”, Pettit said with a smile, “A good, honest trade.” As employees gained a deep understanding of fieldwork and constructability, New Star self-performed much of the concrete, framing, and interior and exterior finishes, buoyed by a large pool of high-level union carpenters from Utah Carpenters Union Local #184, ready to build. Pettit came aboard New Star in 1989, joining his father and uncle at the firm, two journeymen union carpenters, while he apprenticed as the company grew. Early Years; Midlife Struggles Pettit praised the foundation established by Williams and Love in New Star’s first decade, recalling how both owners worked as estimators and project managers as they sought to win work, while Treasa Love and Patti Williams, Love and Williams’ respective wives, ran accounting, billing, and payroll. The firm was at the cusp of taking off when Williams passed in 1997, but Love and the few dozen members of the New Star team pressed on, working for Deer Valley’s former parent company, Royal Street, on projects like Royal Plaza and Goldener Hirsch Phase 1. “Those projects helped put New Star on the map,” Pettit said. Another foundational project was Peace House, a four-bedroom domestic violence shelter for women and children built in 1995. “It was Dave’s way of giving back to the community,” said Pettit of the relationship between New Star and Peace House that has burned brightly ever since. Love joined the organization’s board of directors, and New Star built Peace House’s 40,000-SF expansion over 20 years later—a massive upgrade that delivered eight units of emergency shelter and 12 units of transitional housing for mothers and children. The project, a monumental community victory, eventually earned UC+D’s “Publisher’s Pick” award in 2019. Company culture in those early years benefitted from the “New Star Band”, a six-member ensemble of New Star employees. Love, his office wall lined with a notable guitar collection, led the charge. “Dave was a great musician and a great guitarist,” said Pettit of the culture- and relationship-building efforts of the New Star Band. “Anyone who knew New Star knew of the band.” But it wasn’t all roses, as New Star’s union roots counted for little as the firm and many other general contractors battled trade unions in the early 2000s. Pettit recalled the picket lines that formed around their Salt Lake City office and their job sites. As the Great Recession hit in 2007 and dragged on into the next decade, Pettit grimaced at how New Star laid off many employees as he, Love, and the remaining executives took massive pay cuts, following through on Love’s advice: “Keep money in the company, because there will be lean times.”

Sky High-End Club

By B. H. Wright • February 25, 2026
When it comes to classy sophistication, the sparkling new Delta Sky Club—Concourse B at Salt Lake City International Airport sets an incredibly high bar in both form and function. The opulent 34,000-SF club—Delta's second at The New SLC—offers members myriad ways to relax and decompress from the rigors of travel, highlighted by the truly unique Digital Immersion Room. Salt Lake-based HOK worked with Zenapptic of Novato, Calif., on the impressive display, which was designed with neuroinclusive principles in mind. The innovative space surrounds guests with seven expansive screens featuring aerial views of Utah’s iconic landscapes, including the state’s five national parks and cityscapes of downtown Salt Lake architecture. Synchronized natural soundscapes enhance the visuals, creating a calming, immersive, and four-dimensional experience. Velvet drapery, darker tones, and curved acoustic baffles further support the sensory environment. As the only club in Delta’s network to offer this experience, Salt Lake City sets a new benchmark for innovation and traveler comfort. "We wanted it to feel like a cocoon, a space you can get away from the hustle and bustle, even from what's going on within the club," said Sarah Oppenhuizen, Director of Interiors at HOK. The seven screens are tied into the speaker system, "so you're hearing birds chirping, or a plane flying by, or a storm rolling in. Zenapptic did a fabulous job of taking these scenes, images taken all across Utah, and splitting them into layers [...] that can move in a way that makes it feel like you are actually viewing that scene." The material palette and lighting selections also reflect and amplify Utah’s natural beauty. From warm tones to reflective surfaces, every detail connects travelers to the spirit of the state. The club itself is a diverse wonder of breathtaking spaces created from a highly curated and layered material palette. Each space was meticulously crafted into "neighborhoods" appealing to myriad client tastes and preferences. There are eight specific ceiling systems, eight custom terrazzo blends, a dozen tile products, and dynamic specialty lighting—creating a refined ambience inspired by Utah’s diverse landscapes while maintaining the elevated experience synonymous with Delta's iconic brand. The distinct neighborhoods highlight the club's supreme functionality supporting a robust 600-seat capacity—it's Delta's second-largest club after La Guardia in New York City—while maintaining comfort, intuitive circulation, and a soothing acoustical environment. Larger-scale stone flooring with red accents evokes a natural hiking path while providing durability and ease of movement for guests with rolling luggage. Sound-absorbing properties are integrated into ceilings and select walls throughout the space to maintain a serene guest experience. “Creating distinct neighborhoods gave us the flexibility to increase seating capacity without sacrificing comfort,” said Mishael Thompson, Design Lead at Delta Air Lines. “Guests can easily find a space that fits how they want to travel—whether that’s social, private, or somewhere in between.” “The goal was to bring a true sense of place into the space without overwhelming the guest,” added Oppenhuizen. “By layering materials, color, and technology, we were able to reference Utah’s landscape in a subtle way while maintaining the timeless, hospitality-driven feel of a Delta Sky Club.” Design elements on Level 2, which serves as the entry experience, incorporate cooler whites and blues inspired by a Park City winter, while Level 3 transitions to warmer reds and bronze tones that reference Utah’s caves and caverns. A signature seating area at the top of the escalators—featuring layered blue furnishings and a rippled metal ceiling—draws inspiration from the Great Salt Lake. An expansive, curving bar is an eye-catcher—a unique reflective ceiling above with twinkling lights is a highlight that recalls the state’s copper mines. Blue-veined marble countertops in the space reflect crystal-like light fixtures reminiscent of stalactites, adding a sense of natural wonder. Emphasis on High-Quality Finishes, Resort-like Feel Maintaining the Delta brand is always a top priority for designers, and while explicitly branded elements in Delta Sky Clubs are minimal—primarily limited to the check-in area and select touchpoints—the broader brand strategy centers on elevating the airport experience through high-quality design, materials, and comfort. Branding is subtly expressed through a hospitality-driven environment that conveys both luxury and durability. “We want all our guests to feel like they’ve just stepped into a high-end hotel lobby—not an airport,” said Thompson. “That sense of arrival, comfort, and quiet luxury is fundamental to how we think about the Delta Sky Club experience, and this project truly delivers on that vision.” While program standards remain consistent across all Delta Sky Clubs to ensure familiarity, hub locations such as Salt Lake City provide opportunities to further elevate the experience through regionally inspired materials and design cues. This balance of consistency and localization reinforces Delta’s brand promise while allowing each club to feel distinctive and connected to its location. The new club is larger than its sister Delta Sky Club in Concourse A—that one checks in at 29,000 SF. The expanded footprint provided opportunities to further elevate the experience through additional amenities, greater spatial variety, and a stronger emphasis on regional design elements while still maintaining consistency with Delta’s established Sky Club standards. Attention to detail is a Delta hallmark, added Thompson, with high-quality finishes essential to the project's overall aesthetic. Achieving this level of quality required extensive coordination, including detailed submittal reviews to ensure each material and design element met Delta’s performance and durability standards. Attention to craftsmanship played a critical role in delivering a club that aligns with Delta’s elevated brand experience. “Our guests notice the details,” Thompson emphasized. “From the durability of finishes to how materials feel and perform over time, quality was non-negotiable on this project.”

2026 Economic Outlook

By Bradley Fullmer • February 25, 2026
Dejan Eskic was blunt in his assessment of Utah's 2026 economic outlook during a January 13 presentation to the American Concrete Institute (ACI), Intermountain Chapter, remarking in his opening statement, "I feel like we're living in a season of the [television] show '24', where every episode, you're holding your breath." Eskic, Sr. Research Fellow at the Kem C. Gardner Policy Institute at the University of Utah, was talking about geopolitics, specifically referencing the economic impact of the Trump Administration’s global tariffs after a year, and how economic outlooks are not so easy to predict when dealing with the potential impact of national and international factors. "Part of talking about economics, it can get political," he continued. "I try not to be political about it, but it's hard to unravel the two, right? Whatever [information] President Trump releaes on whatever media platform has influence on the market. Tariffs really brought a lot of uncertainty and made the market very skittish." Eskic said tariffs are his "least favorite subject, because we haven't had to talk about it for 100 years, and all of a sudden it's gone haywire—there's a lot of uncertainty with tariffs." He added that the Gardner Policy Institute will release a white paper detailing tariff impacts later this year. Interest Rate Cuts Not Anticipated in 2026 The Fed did not cut interest rates at its first meeting of the year on January 28, and Chair Jerome Powell believes keeping the current rate of 3.5% to 3.75% is prudent, with stabilizing unemployment and inflation rates signaling a steady economic year. "Employment rates have stabilized to the point where they're not forecasting a rate cut. I think they're anticipating steady rates between 3.5% and 3.75%," said Ryan Starks, Executive Director of the Economic Development Corporation of Utah. "Just having that predictability is the most important thing." Home mortgage rates took a sharp dip in January, Eskic reported, from 6.8% to 6%, which is something "you pay attention to" considering it happened in just a few days. Steady rates mean developers know exactly what to expect and can determine whether or not to pull the plug on projects that have been paused while more favorable rates are seen. Utah Expected to Have Moderate Economic Growth Eskic cited the Gardner Institute's 2026 Economic Report to the Governor when announcing a slew of favorable projected stats that underscore moderate 1.5% economic growth, including: • Steady job growth of 1.5%, including a robust 3.2% construction job growth (143,000 jobs); • Rising average wages of 3%-4%, with some construction trades expected to eclipse 5% wage growth; • Continued population growth, albeit at a slower 1.3% clip overall; Utah County led the way with 2.1% growth; • Low state unemployment rate of 3.3% in 2025, significantly better than the national average of 4.4%. While these numbers are down from peak totals within the past decade, they still portend a growing economy, with construction playing a vital role in the state's overall economic health. AGC Optimistic for Another Solid Year The Associated General Contractors of Utah (AGC of Utah) remains a steady voice for construction in the Beehive State, and its members "are cautiously optimistic about 2026, with the strongest confidence in infrastructure, power, and data-driven projects," said Joey Gilbert, AGC of Utah President/CEO, citing his association's record-level 700+ members statewide as an indicator of the health of the industry. “Utah's biggest structural advantage is that it's still a growth state with strong population gains and job growth creation with durable demand for housing, commercial space, and public infrastructure," added Robert Spendlove, Chief Economist for Zions Bank. "We also benefit from a relatively healthy labor market and strong household fundamentals. Utah's unemployment rate (hovering around 3%) remains lower than the national average (4.4%), and wage growth has been running above the U.S." That's not to say everything is peaches and cream, as job growth "has cooled compared to the post-pandemic surge," said Ken Simonson, AGC of America Chief Economist. "Contractors are still dealing with labor pressures, wages are expected to keep rising 4%-5%, and policy actions affecting labor availability could make staffing harder in 2026. At the same time, the national data show job openings have fallen, which is consistent with a market that's still tight in key trades, but less overheated than a year or two ago." Gilbert agreed that construction labor in Utah has steadied a bit, saying "the labor market is still tight but stabilizing, with steady wage growth and increased focus on workforce development and retention." There are other tailwinds in Utah's favor as 2026 begins. Spendlove said, "Utah's underlying economic fundamentals remain strong: population growth (about 1.5%) and employment growth (north of 2.0%) are still outpacing the U.S., which supports a steady pipeline of construction demand. “ Simonsen agreed that Utah remains a hot business market—yet again—to have another solid year. “Utah remains resilient. The opportunity set in 2026 looks best where demand is most durable—data centers, power, and infrastructure. Utah is well-positioned to compete [nationally] in those areas. Even with uncertainty, contractors are planning, not freezing. The main watchouts are financing conditions and cost volatility, but there's still meaningful work in the queue.” Gilbert added, ”Utah's construction industry is well-positioned in 2026 due to strong economic fundamentals and sustained demand in key sectors.” Demand Brisk for Data Centers, Infrastructure, Energy, Other Markets Contractors and designers recognize the rapidly rising demand for data centers, and therefore, the energy to drive power-thirsty—not to mention water-thirsty—projects, and are positioning themselves accordingly. Utah Governor Spencer Cox has "Operation Gigawatt" rolling, a 10-year initiative started in 2024 to develop new energy production across multiple power sources. "It's absolutely essential that we get in front of energy," said Starks. "We're seeing that from a population growth standpoint, but also from a commercial growth standpoint. With more development taking place, somebody's got to take the lead, and we feel like Utah is well-positioned to be that leader. The Governor wants to double energy production as part of the 'Operation Gigawatt' initiative. Our approach to energy is an 'all-of-the-above' approach—natural gas, solar, nuclear, geothermal." Gilbert said Utah's legislative leaders are keen to see Governor Cox's energy ideas come to fruition. "Their priorities are energy production and reliability," said Gilbert. "Senator [Stuart] Adams believes the state that controls AI will control the world. AI demands power and a lot of it. [State legislators are] dedicated to making sure Utah has infrastructure and power resources. We're looking at energy resources, from nuclear to solar and everything in between."

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. .