A Half Century of Excellence

Founded by Roger Boyer in 1972, sons Jake and Nate carry on the Boyer Company’s legacy of integrity and building to benefit the greater community. 
By Brad Fullmer

As one of the most successful commercial real estate developers in Utah’s history, Roger Boyer expressed gratitude and humility when asked what it means for his firm—The Boyer Company—to celebrate its 50th anniversary this year. 

“It’s been a fun year, a humbling year,” said Roger, 82. “I think for me personally, I try to fly under the radar. It’s a quiet satisfaction that we feel like we’ve done good projects and developed a reputation for following through and having integrity. Banks have stayed with us because they can count on what we say.”

It’s been quite the journey for the octogenarian. Roger is an East High graduate (’58) who served a mission for the Church of Jesus Christ of Latter-day Saints to Australia before graduating from the University of Utah with a Bachelor of Economics (’65). He chased and earned an MBA from Harvard (’67) and quickly fell into the development world via a relationship with U of U frat brother Ellis Ivory, founder of Ivory Homes. 

The pair started Ivory & Boyer Company in the spring of 1967 and were the exclusive marketing agents for a new 1,000-acre residential development in Bloomington, south of St. George. The firm merged with Johnson Land Company to become Terracor in December 1968 and they set about developing Bloomington Country Club, which included two golf courses and the construction of the Man O’ War bridge to provide access from I-15 across the Virgin River. The bridge still stands today, a symbol of both Boyer and Ivory’s ambition. 

Roger remembers flying in golf pro and three-time major champion Billy Casper to hit balls as a way of promoting the new golf course development. NFL star Merlin Olsen drove a ceremonial golf cart across the bridge, too. 

The development was a success, and the pair also made a splash working on sizeable developments in Herriman and Stansbury Park, but Boyer quickly realized he needed to invest in income-producing properties and lease properties that could be owned, rather than just buying and selling assets. 

“Ownership seemed like a better strategy,” said Roger. “That was the focus initially of the Boyer Company. In many ways, we’re not doing anything different other than the scale of projects.”

Family Affair 
Two of Roger’s eight children—sons Jake and Nate—followed in his footsteps and gained a passion for real estate development at an early age. They currently serve as CEO and President, respectively, and have participated on various local business and community boards.
Jake, 50, has served as Chairman of the Salt Lake Chamber of Commerce and President of the Valley Service Board, along with being named NAIOP Developer of the year in 2014. 
Nate, 40, served on boards for Salt Lake Community College, United Way, and the Salt Lake Chamber. 
“I grew up in this industry,” said Jake, who assumed the role of President in 2006, President/CEO in 2011, and took a three-year sabbatical to serve a church mission in Frankfurt, Germany from 2017–2020. “I remember as a kid my dad would put us in the car, and we’d visit an office or a shopping mall. It was ingrained in my system early on. The thing I love about this business is that you’re a part of creating and developing projects from scratch, and that vision can be implemented in a tangible way. It’s fun to be part of that process and contributing to the community.”
“I like the tangible nature of real estate,” said Nate, who spent three years as an agent at Cushman & Wakefield while attending college at Brigham Young University, an experience that has proved valuable during his 13-year career at the Boyer Company. Beyond financial motivations, he added, “you can create cool projects over time and make places that are a lasting legacy.”
Working with their father has helped them forge the tightest of bonds. 
“We have enjoyed a daily association with each other and worked side by side for 25 years,” said Jake. “I’ve been around him long enough that I know how he thinks and reacts in certain situations. You start merging your decision-making.”
“He’s super focused on putting together great projects that are good for the community,” he added. “He’s smart at cutting through the noise to get to the bottom of issues. No drama, no ego—he cares about doing the right things”


  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

One Utah Center in Salt Lake City (lead photo) is an iconic project developed by Boyer Company and completed in 1991. The firm has a strong portfolio of industrial projects and remains bullish about that market. Liberty Sky Apartments (above) is a high-profile multi-family joint venture project completed earlier this year (photos courtesy Boyer Company).

Diversity of Projects and Markets

The Boyer Company has a rich history of building various types of projects, including commercial office, retail, industrial, medical office, self-storage facilities, and multi-family. Jake said the firm has developed approximately 43 million SF of space totaling multi-billions in value during its 50-year history and has no intention of slowing down, with some $2 billion in projects currently in the pipeline. The firm has 185 employees working out of offices in Salt Lake, Ogden, and Phoenix. 

Jake said they have ramped up their efforts in the multi-family arena in the past decade to capitalize on Utah’s booming multi-family and senior living markets. It has also invested heavily in recent years in building industrial warehouse space, highlighted by projects such as the Business Depot Ogden (BDO), a 1,118-acre master planned business park that features 14 million SF of space in the form of warehouses, manufacturing facilities, and office space. 

“There were enough build-to-suit opportunities that we were able to build out (BDO) space at a slow-to-moderate pace,” said Brian Gochnour, a 22-year company veteran who serves as COO and filled in as CEO during Jake’s three-year absence. “That pace has picked up dramatically the past five years. It’s been a great partnership with Ogden City.”

Jake said it’s the largest industrial park in Utah, with 1 million SF added last year and another 1 million SF under construction or soon-to-be completed in 2022. The firm has other major industrial projects underway in Grantsville, Spanish Fork, and a one-million-SF building in West Jordan—its largest project currently underway. 

Industrial warehouse space has been an important focus for the Boyer team. Nate said the market, despite a large influx of new industrial projects since 2010, “is still undersupplied, with less than 2% vacancy rates. We see continued growth going forward, even as interest rates go up. We think demand will outpace supply.”

Commercial office is perhaps the trickiest market to figure out right now, Jake said, due primarily to post-pandemic corporate office policies that have given rise to more employees working remotely or on hybrid schedules. 

“It’s all over the board—companies have different policies on work from home versus work from the office,” he said. “Office is not the most favored in the financing world right now. We’re not building [speculative] space.” 

“Office [demand] is 20%–30% down because of the hybrid workforce,” added Nate. “I think a lot of tech CEOs want their folks in the office for productivity reasons. The hope is the market will catch up and we can get back to a more normal vacancy rate by 2024–2025. No one really knows what demand will look like.”

Another prominent change in the past decade is the sheer number of outside developers looking to make hay while the sun shines on Utah’s red-hot economy. 

“When I started at the Boyer Company [2000], Utah wasn’t on the radar [nationally] as much as it is now,” said Gochnour. “With more developers coming into our market, we’re having to refine our approach to the continuing needs of our customers.” They’ve been through a number of economic cycles—some good and some tough, but “the great thing about the Boyer Company is that we’ll be able to weather any economic cycle we’re faced with,” Gochnour concluded.

“The total dollar amount of deals has changed considerably—both [up-front] costs and the amount of outside capital coming to Utah,” added Nate. “The fundamentals of the business are still the same, but it’s crazy to see the amount of capital flowing into Salt Lake. It’s been great. At the end of the day, our business is scalable.”

The company continues to develop projects in multiple states simultaneously, with active projects in ten states, including Utah, Arizona, Idaho, Hawaii, Colorado, South Carolina, Texas, Arkansas, and Massachusetts.


  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

  • Slide title

    Write your caption here
    Button

Boyer Company spent significant time and resources developing The Gateway, a $375 million, 2.1 million SF open-air, mixed-use complex to coincide with the 2002 Salt Lake Olympic games. The firm has built dozens of prominent commercial office projects over its 50-year history, including Podium building in Lehi; Boyer 101 in Salt Lake (site of the firm’s HQ); and the DealerTrack office building in Draper.

Next 50 Years

Hitting the 50-year mark is certainly a notable achievement, but not one that affords the company time to take its foot off the accelerator. 

“We’re going to keep plowing forward—we haven’t sat around and patted ourselves on the back—but 50 years is definitely a milestone we’re happy about and grateful we were able to get there,” said Jake. “We hope to be around for a long time.”

Nate also appreciates the significance of half a century but believes the firm’s best days are ahead. 

“Bigger isn’t always better,” he said of the firm’s future outlook. “We don’t have big ambitions to grow from a headcount standpoint. We want to continue to do great projects and to maintain our reputation in the market, where people know we’re trustworthy and good partners and that we do what we say we’re going to do. It’s not that complicated.”

“I’m excited about our next 50 years,” Nate continued. “Real estate isn’t going to change but there are so many new ways to finance projects. We’re in a better position than we’ve ever been financially. I think we’ll do some of our coolest projects going forward.”

Roger still loves coming to the office and engaging in project discussions. His opinions are invaluable; his presence calming. 

“We have a great system—he has an office here, he can come in as much as he wants—ultimate flexibility,” Jake smiled. He and Nate don’t want to burden Boyer with the mundane, day-to-day aspects of the business, however, “We’d be dumb to not tap into his knowledge. When we’re making large capital decisions about moving forward on certain projects, we like to get his input. He enjoys the thrill of the deal.”

Roger has been a member of ARUP’s board of directors for 34 years and also is actively engaged in a program with local universities to provide scholarships to refugees and disadvantaged youth and help them get into careers. 

Roger was wistful when asked about having Jake and Nate carry on the Boyer family as his own career has wound down the past decade.

“It’s an emotional question—there is no higher honor for a man than to have some of his closest friends be his own children,” said Roger. “We work hard together, but we have a lot of fun together. It’s an honor, and it’s what keeps me coming back at this stage.”

“The other day he turned to us and said, ‘You’re not going anywhere anytime soon,’” laughed Nate. “Jake and I will be around for a while. We don’t know the [succession] plan—at this point we are just planning to be here because we love what we do, to be honest. You wake up Monday and it’s fun to go to work.”

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."