Crunch Time

The recent completion of the nearly $20 million 300 West Reconstruction highlights a slate of critical road and infrastructure projects in Utah's capitol city. 
By Milt Harrison

Aerial images (below) show an overlay of what part of 200 S will look like once improvements are completed. The images are looking East from State Street to 200 East. 

John Coyle has been working at Salt Lake City Corporation (SLC Corp) for more than 22 years and has never experienced this brisk of a construction cycle—one that has been especially challenging due to an overwhelming workload coupled with internal labor shortages.  

"Absolutely," remarked Coyle, Senior Engineering Project Manager, when asked if this is the busiest his department has been during his career at SLC Corp. "And we're short staffed, so it's been crazy. We've lost people and haven't been able to fill those positions. The past three years have been brutal trying to get people on board." 

The work rolls on, nonetheless, with numerous critical infrastructure projects happening throughout Utah's capitol, including the replacement of aging arterial roads and decades-old water and sewer pipelines. 

"The need is certainly there, and we're making good progress," Coyle said, citing the recent completion of one of the largest single road projects in SLC history—the reconstruction of 300 West from 900 South to 2100 South, a corridor that was more than 70 years old and finally completed this summer after nearly 2.5 years. 


300 West Illustrates City's Widespread Needs
It's no secret that certain roadways within Salt Lake City are in worse shape than others, particularly those that serve as major traffic corridors/arteries like 2100 South, 1700 South, 1300 South, State Street, 700 East, 1300 East, Highland Drive—and that's not counting heavily trafficked downtown roads north of 600 South and east of I-15. 

The construction process on projects like 300 West is always painful and challenging to residents, and particularly businesses along the busy street that often get ignored by the public when access becomes compromised. 

At a cost of $19.8 million, 300 West was funded by a 2018 voter-approved Funding our Future $87 million bond, designed to address the most crucial roadway and transportation needs in Salt Lake over a 5-year period from 2020-25. 

The bond was in response to a 2017 pavement condition survey that showed that nearly two-thirds of City streets were in poor to worse condition. Many of these streets were in such poor condition that they required a total rebuild, with immediate action needed to avoid continued degradation of the system as a whole. With a 25% backlog and a system where the majority of roads are at least 30 years old, the bond was sorely needed.

SLC's Engineering Division used various criteria to determine which projects to tackle first, including roads with high travel demands and safety needs, pavement condition, existing or upcoming utility projects, transit improvements, and overall benefit to the city. 

"[300 West] is the first major project from the bond," said Leah Jaramillo of David Evans & Assoc. Inc. who is serving as Interim Public Engagement Manager for SLC Engineering. "That was the critical reason for the bond. We have some of the oldest infrastructure in the valley and have real needs for new roads and utilities. The bond looked at the big arterials that carry the most traffic."

These major projects are significant advancements in creating a transportation network that meets the multimodal needs of city residents. Coyle and Jaramillo insist SLC Corp as a whole is doing everything it can to lessen the impact of traveling from point A to point B within the city. 

"These projects provide us the opportunity to think beyond the traditional road design to improve safety and make streets more comfortable and accessible for the people who use them every day," said Coyle. "We’re not just improving the roads themselves; we’re improving the transportation network." 

Crews were diligent in their efforts on this complex, heavily-trafficked street, one of the most important arteries in Salt Lake City. (photos courtesy SLC Corp.)

300 West Challenges: Traffic Control, Utilities, Business PR

Maintaining traffic on a road with enormous amounts of heavy/semi-trucks, while building in a confined area between I-15 and UTA's TRAX line—with few alternate routes—was extremely challenging during the first year of construction, said Jaramillo.


“Our public engagement partners from Avenue Consultants used in-person, virtual, and media outreach to encourage drivers to travel the corridor outside of peak commute times and use other routes to avoid congestion and delays” she added. Aging water line utilities would sometimes crumble as sections of the 100-year-old pipe were being replaced. This created delays and re-work when attempting to loop them. As much as possible, utility work was scheduled before and after normal hours of operation for businesses on the corridor.


Third-party utility coordination, scheduling and work performance caused significant delays to the project construction schedule and service disruptions for businesses, especially in 2021. Improved and more frequent coordination with the project team and utility companies was initiated in remaining phases of work to avoid future impacts to stakeholders.


Unknown and misidentified existing utilities that conflicted with the approved design also caused production delays, while work was designed in the field to accommodate utilities and existing conditions. SLC Corp and Granite Construction of North Salt Lake prioritized resolution of these conflicts in the field to enable work to proceed as quickly and as close to the original design as possible, while striving to minimize downtime.


The project team did a significant amount of engagement with the public to design a road that more safely moves traffic, accommodates existing businesses and future growth while adding more space for people to walk, bike, and use mobility devices on 300 West, including more mid-block pedestrian crossings, the two-way bikeway and other bike improvements like lean rails and racks to encourage multi-modal use of the roadway for the long-term.


The project also added innovative ways to manage storm water and improve water quality through percolation in storm drain planters, which was new to the City.


Major construction scope elements included:

• Installing or upgrading storm water, sewer, and water line utilities to support growth and future development.

• Upgrading or adding missing sidewalk so there is full accessibility along both sides of the road, installing two new signalized crosswalks.

• Adding a new 10-ft, two-way bike lane to support casual riders and commuters.

• Planting 200 trees and 2,100 shrubs to create shade and adding new “bioswale” storm water treatment options in the planted park strips to improve water quality.

• 17,000 tons of new asphalt pavement for a safe, smooth ride.
• 17,800 linear feet of new curb and gutter.
• 225,000 SF of new concrete sidewalk and bike lane.
• 8,200 LF of sewer lining, installed using an innovative technology that maintains the system without having to rebuild the actual pipes
• 8,800 LF of new waterline
• 5,000 LF of new storm drain
• Two new mid-block crosswalks at Paramount Avenue and American Avenue, with signals and overhead lighting for improved safety and connectivity for people walking, biking, and using mobility devices.


In addition to 300 West, two significant current projects in Sugar House including the reconstruction of Highland Drive from I-80 to 1700 South, and a sewer replacement (via pipe bursting) line on 2100 South from 900 East to 1300 East are ongoing. In addition, the following are current/recent key projects for SLC Corp.

 

200 South Transit Priority Corridor

The reconstruction of 200 South is another key project from the 2018 Funding our Future bond (and other funding sources), as it is one of the busiest transit streets used by 10 routes and 34 buses per hour. The project includes the following improvements:

• Transit priority lanes

• In-lane concrete roadway bus stops with floating bus boarding platforms

• Buffered bike lanes channelized behind bus islands with intersection safety upgrades.

• Sidewalk and curb ramp repairs to meet ADA standards.

• Midblock crossings with curb extensions and/or refuge islands and flashing crosswalk lights

• Curbside parking and loading zones.

• New landscaping trees (50+) and repairs to existing plantings


900 South: 9-Line Extension

Envisioned in 2015, the 9-Line Trail is an urban trail that will ultimately provide people the opportunity to walk, bike, and roll between the future Surplus Canal trail and the mouth of Emigration Canyon. The 9-Line Trail follows the railroad corridor along 900 South between the Jordan River Surplus Canal and 200 W. Various segments of the trail have already been constructed, notably the section between Redwood Road and 700 West.


Phase 2 of the 9-Line Trail was incorporated into the Funding our Future bond reconstruction of 900 South from 900 West to State Street, which was completed in June 2023. A County grant was also used to help fund the trail portion of the project. As part of the project, the 9-Line Trail corridor will be an attractive, safe, and inclusive place for neighbors, businesses, and street users. A new trail will also introduce a walking and bicycling connection between east and west Salt Lake City, linking neighborhoods, business districts, and cultural destinations.


The final phase of this project, from 900 East to State Street is anticipated to complete before the end of 2023. Salt Lake City worked closely with area businesses and the East Liberty Park Community Organization (ELPCO) to coordinate a 30 day closure of the 9th and 9th intersection for reconstruction, leading to better quality and smoother concrete in the intersection and reducing the overall duration of impact to area businesses from approximately 60 days a phased construction approach would have needed.

 

Neighborhood Byways

Neighborhood Byways create pleasant and convenient routes for people using active modes of transportation by encouraging safe travel speeds, discouraging cut-through vehicle traffic, providing safe crossings of busy streets, and connecting people to destinations.


Improvements that make a street a neighborhood byway include bicycle and pedestrian crossing improvements (signals, crosswalks, curb extensions aka bulb-outs, curb ramps, signage, street markings, and other traffic calming techniques), way-finding signage, and connectivity enhancements to existing bicycle and pedestrian routes.

 

The following routes are planned for upgrades to convert them to neighborhood byways:

600 East (complete)

Kensington Avenue (under construction)

800 East (under construction)

800 West (under construction)

Westpointe and Jordan Meadows (2024)

Westminster Ave to Sunnyside Ave (concept development)

Poplar Grove (concept development)

Rose Park & Fairpark (concept development)

 

Green Loop

Salt Lake City residents have expressed the desire for more trails, parks, and green spaces in multiple city plans, studies, and surveys over recent years. As more people call downtown home, the need for improved public green spaces and shade increases, as does the need for more comfortable transportation options for short trips without a car. Salt Lake City is exploring a concept to improve the quality of life for people living, working, and traveling downtown by adapting the existing street space to include more trees, shade, and comfortable options for a variety of transportation choices.


Green spaces also provide critical ecosystem services and contribute to a more resilient city by managing storm-water, reducing the heat island, and improving air quality. In 2023, a study and design phase of the Green Loop project will develop goals, objectives, and guiding principles for the entirety of the Green Loop. Design plans will show how goals and objectives would be applied along 200 East from North Temple to 900 South.



Authorities need to consider general recommendations and a preferred route from northern and western legs of the loop connecting 200 East to North Temple. The project will also explore routing options from North Temple to 500 or 600 West. SLCGreenLoop.Com

Notable Current Projects

200 South Phase 2 (200 East to 400 West)

900 South Phase 2 (State Street to 900 East

1100 East (900 South – 1700 South)

Highland Drive Phase 1 (I-80 to 2100 South)

Life on State (600 S-800 S)

 

Notable 2024 Projects

Highland Drive Phase 2 (2100 South-1700 South)

2100 South (700 East to 1300 East)

West Temple (North Temple to Market Street)

Virginia Street (South Temple to 11th Avenue)

300 North (300 West to 1000 West)

Multiple 'traffic calming' projects

 

300 West Reconstruction—900 South to 2100 South

Cost: $19.8 million

Start/Completion: March 2021/July 2023

Owner: Salt Lake City     

Design Team

Civil: Avenue Consultants

Survey: Redcon, Inc.

 

Construction Team

General Contractor: Granite Construction

Concrete: Aarrow Landscape; Harper Concrete

Electrical: Hamiton Brothers Electrical

Sewer Lining: Inliner

Waterline: Silver Spur Construction

Roadway Milling: Coughlin Company, Inc.

Reclaimed Aggregate: Infrastructure Research

Striping/Signing: RoadSafe

Utility Adjustments: Western Paving, Inc.

Concrete/Soil Testing: Wood Environment & Infrastructure

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."