Meridian Engineering announced a new majority ownership group in May, including (left to right) Tyler Baron, Nichole Luthi, and Michael Nadeau.
Firms Making Moves
Horrocks’ acquisition of CRS bolsters its municipal expertise; Meridian undergoes ownership change; Higgins sells Mountain States Fence to employees. By Brad Fullmer
Horrocks CEO Bryan Foote (left) shakes hands with Matt Hirst, former President/CEO of CRS Engineering & Survey. Horrocks acquired CRS a year ago in a move that has proven to be a seamless fit for more than 60 CRS employees.
It’s not often Utah’s shifting A/E/C landscape sees one firm acquire another that is more than 100 years old—119, to be precise, as Pleasant Grove-based Horrocks Engineers added Caldwell Richards Sorensen (CRS) Engineering & Survey in September 2024, bolstering the firm’s infrastructure services and in-house expertise.
A year after merging 66 employees and three office locations (Salt Lake, Logan, and Vernal) into the Horrocks family, former CRS President/CEO Matt Hirst said it has been a seamless transition thus far, with the move ultimately offering greater long-term career opportunities for employees.
“It was a difficult decision, but it was the right thing to do,” said Hirst, who took over in 2012 as the firm’s fifth-generation leader, succeeding his father, Paul, who was President for 25 years from 1988-2012. At the time of the acquisition, Hirst called it “an incredible milestone for our company, one that will unlock great potential for our teams in the years ahead.”
Hirst said the genesis of this transaction began several years ago when Hirst served with former Horrocks President/CEO Russell Youd on the Executive Committee of the Utah Chapter of the American Consulting Engineers Council (ACEC Utah) from 2016-18 (Hirst was President in 2016). During an ACEC event in Washington, D.C., the pair went walking after an industry dinner, and the topic of joining forces first arose. After a couple of years of talks, Covid halted discussions, but by 2022, Hirst said “we looked at [joining] a little more seriously. The challenge for Horrocks was trying to get all shareholders behind a large capital investment—it’s a hard task.”
“We’re going back to our roots a little bit,” said Shane Marshall, Chief Revenue Officer for Horrocks. “We started as a municipal firm, but as we grew, it became more of a UDOT/transportation [focused] firm. CRS is more of a municipal firm with the same culture. When Matt was trying to figure out what to do with his company, coupled with how we were going to grow Horrocks, [the acquisition] just made sense. It was a good merger for both of us. It brought us skillsets and depth that we didn’t have.”
“We didn’t ‘need’ to do this,” added Hirst, “but I saw that we could make each other better, and factor in that we had partnered the past five years on a dozen projects and work well together. It just made a ton of sense.”
A year prior to acquiring CRS, Horrocks joined Trilon Group, a collection of 13 companies focused on infrastructure design and engineering, with the ability to partner on projects regionally or nationally. While Horrocks is the largest engineering firm in Utah, it has around 1,000 employees in 27 offices in nine states. The firm earned $165 million total in 2024 revenues—$90 million in Utah—with those numbers projected to jump to $200 million total and $100 million in Utah in 2025.
Marshall said CRS brought considerable expertise in water and groundwater hydrology projects, along with heavy rail design, which he said is “highly unique.” He noted that Horrocks is one of eight firms nationally able to design and get approved industrial development plans for Union Pacific. In addition, the firm offers “improved strength to alternative delivery, site/civil, and our overall water practice.”
Hirst has also enjoyed his role as Sr. Vice President, Community Infrastructure Business Line Leader, which allows him to “learn and grow in my ability to manage and connect with people across a much larger region. I’ve joined a company with 27 offices, where we had three. It’s been a great learning experience.”
It also gives him more time to contribute his expertise as a member of the University of Utah’s Department of Civil Engineering advisory board and also help educate the next generation of engineers.
“How can we keep this piece of society strong and vibrant?” Hirst poses. “That’s what I want to do—teach and mentor younger engineers and help them find the fire and passion for what we do.”
In addition to Hirst, other key former CRS people include: Mary Hargis, HR Director; Susan Cullen, Assistant Controller; Darren Eyre, Railroad Services Leader; Mark Chandler, Associate VP Water Leader; John Bale, Project Manager; Josh Prettyman, Utah Conveyance Practice Leader; Greg Nelson, Associate VP; Clint Allen, Associate Freight Rail Leader; Katie Jones, Hydraulics/Hydrology Practice Director; Max Pierce, Municipal Practice Director; Craig Nebeker, Vernal Manager.
A New Chapter for Meridian Engineering
It’s a brave new world at South Jordan-based Meridian Engineering, Inc., which announced May 1 a new majority shareholder ownership group consisting of:
- Michael Nadeau, President and Survey Division Leader
- Nichole L. Luthi, Vice President and Civil Engineering Division Leader
- Tyler Baron, Vice President and Right-of-Way Division Leader
They are joined by seven minority shareholders, representing the next generation of leadership at Meridian.
The new leaders replace the 28-year-old firm’s three original founders: Darryl Fenn, President (moved into a part-time role in May); J. Randall Vickers, Vice President (moved into a part-time role in May); and Steven Johnson, Vice President (retired December 2024).
The move follows an 18-month transition process during which the founders carefully evaluated their options. While there was interest from larger firms looking to expand into Utah, they ultimately chose to pass ownership to leaders they trusted—individuals who would preserve Meridian’s core values and continue operating under the Meridian name.
“There were definitely some challenges during the transition process—there are always challenges to overcome when you have the ideals and thoughts of the founding principals vs. new, fresh blood coming in,” said Nadeau, who joined the firm in 2002. “In business, you can’t have emotions—at times, that meant navigating the balance between long-standing friendships with the founders and the business realities of negotiation. Working through those moments ultimately strengthened our mutual respect and commitment to Meridian’s future.”
“We had been working on the transition intently for over a year,” said Baron, the longest-tenured Meridian employee outside the founders, having started in 1998. “When they mentioned they had other offers from outside, none of us wanted to work for a bigger company. We’ve talked for years about buying them out. When we met with a consultant, we knew we could work it out.”
“I think (our offer) was in line with their original goals as a stand-alone legacy,” said Luthi, who joined the firm in 2007. “We also want to remain a stand-alone firm and grow with intention, grow organically. We have a lot invested here. We’re close as friends.”
Meridian’s expertise includes civil engineering, land surveying, and right-of-way design, among other areas. The firm has grown steadily over the past three years, with revenues of $6.3 million in 2023, $7.2 million in 2024, and a projected $8 million this year. The firm holds civil engineering licenses in Utah, Idaho, Colorado, and Wyoming; as well as professional land surveyor licenses in those states, plus Nevada, New Mexico, and Arizona.
Revenues check in evenly between the three main divisions, with civil engineering (10 employees) bringing in 36% of revenues and survey/right-of-way (32 employees) account for the other 64%. The 42 employees there are a company high, with the intention of adding more, but with a long-term perspective of hiring people who prove a good cultural fit.
“Our plan is to keep that [10% annual growth] path,” said Nadeau. “We’re not the firm to hire people on big projects, just to lay them off when the project is done. That’s not who we are. Our focus is on building a mentoring culture, where team members are continually training, supporting, and learning from one another so everyone grows together.”
Luthi said relationships between departments are strong, with a focus on helping each other land new work and team up on various aspects of projects, such as offering clients a full survey and site/civil package, for example.
“Civil tries to feed survey—we’re collaborative and work really well together that way,” she said.
“We want to grow and keep looking at ways to improve the culture here,” added Baron. “We want to keep the family-first atmosphere.”
Beyond work, the firm hosts an array of events and holiday parties annually, along with a monthly “shout-out” to highlight notable employee accomplishments, as well as monthly employee spotlights. Inclusivity is key, as is keeping employees in tune with the firm’s progress and profitability, with a focus on improving efficiencies.
“One of our mottos is more transparency,” said Luthi. “We want to make sure there is no hidden agenda.”
Public work accounts for much of the firm’s overall revenues, with the Utah Department of Transportation and various other state and municipal clientele (Utah DFCM, universities, counties, cities) providing a steady stream of work for both right-of-way and surveying departments, based on Meridian’s ability to produce top-shelf deliverables.
Luthi has found considerable success doing civil/sitework on K-12 education projects, a market for which she has a genuine passion, saying, “It’s very fulfilling to be a community builder.”
Ultimately, Meridian’s new leadership group is excited—and keenly optimistic—about the future. Nowhere to go but up.
“Honestly, we couldn’t be more excited about where we’re at,” Nadeau added. “We recognize the opportunity in front of us and we are committed to making the most of it.”
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Workers from Mountain States Fence at the start of anew day i September. The firm transitioned to an ESOP in April.
(Not pictured: Jenkit Kobsuk)
Mountain States Fence Taking the ESOP Path
After several months of discussions about the future of his company, longtime Mountain States Fence President Rick Higgins sold his shares to his 40 employees—making it an ESOP (Employee Stock Ownership Plan) company—ensuring what he hopes is a seamless transition when he’s ready to step down from a role he’s held for 40 years.
“As long as I’m mentally and physically capable, I love the business,” said Higgins, 74, who took over the reins of the company in 1985 from his father, Dennis, founder of Mountain States Fence in 1963, when Higgins was in junior high. He anticipates working another 4-5 years—good health permitting. “Construction is the most amazing business—I just really enjoy it!”
The decision to sell the company didn’t come easily for Higgins, but not having children in the business—he insisted they pursue different careers based on his sometimes-challenging relationship with his father—meant the inevitable realization that someone else would eventually need to take over the reins. When that ultimately happens depends on current staff stepping up to that challenge, but the wheels are in motion with the ESOP formally in place.
“Rick is very generous, very unselfish,” said Jenkit Kobsuk, CFO, who has been at MSF for 21 years and was Higgins’ right-hand man in helping set up the ESOP. “He could sell the company to anyone and just walk away, but because of how he treats his employees, he wanted to give us the opportunity and thought we know better than anyone else how to run this business.”
“It’s amazing being a part owner, knowing that I’m part of something bigger,” said Alycia Luna, a 13-year veteran of the firm who oversees Purchasing. “We care about each other. We’re trying to learn what our roles are going forward.”
“I was glad to see it happen,” said Andre Lopez, an Estimator and Project Manager with 13 years of experience at MSF, saying he’s trying to educate the field workers about the inherent benefits of the ESOP and how it will reward employees who stick with the firm long-term. It’s an excellent incentive to retain employees, he said.
“I bring it up to (field workers), like, ‘what are you doing as an owner of the company to make it better’,” said Lopez. “We’re educating employees, telling them to say something if they see safety concerns at a jobsite. People need to have confidence that they have a voice.”
“It’s easier to have a vested interest in the entire company and everyone’s success—that translates into real value,” added Tyler Vass, Project Manager/Estimator and a nine-year veteran of the firm. “Our culture is great and fosters growth. I got lucky with this company.”
Higgins is confident the next generation of leadership will keep the ship headed in a positive direction.
“I want to be able to drive by and see how it’s doing in 5 years, I want to take care of them if I can,” Higgins said of his employees, who he considers family. “It’s a paternalistic notion, but they deserve it. At the time I made the (ESOP) decision, I was getting two calls a week to sell the company. I figured it was time to get the employees to understand that I was sincere about turning it over to them.”
Higgins added that employees need to grasp that this “is not just a gift, it’s a transfer of responsibility. They need to recognize that and act accordingly.”
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)
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. .
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."
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.
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 ).
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."
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.
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 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)
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."
