Hungry and Ready

UC+D is pleased to feature the 2025 cohort of 40 & Under Professionals. This stellar group of seven has a collective expertise that spans across key scopes—business development, insurance, engineering, scheduling, and project management. While their skillsets may be different, they each share one key trait: a hunger to take every potential opportunity their way and deliver success.
By Bradley Fullmer and Taylor Larsen

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."

Alex Karras, SE -36

Principal + Partner

Calder Richards Structural Engineers

By Taylor Larsen


As Alex Karras speaks about his career, he jokes about designing the downtown apartments that would replace Calder Richards' previous office.


"It was like designing our own coffin," he said, pointing out that the firm is very much alive in their lovely new Salt Lake office. 


Offices changed; titles, too. Karras became Principal and Partner earlier this year, gaining a new appreciation for those who led the firm before him while changing how he views the entire project pipeline.


"I think about projects differently; I think about every interaction differently," he said of another change since becoming a fellow Calder Richards principal—the buck now stops with him. 


"Ownership was something I always wanted to aspire to, but it was a little daunting—I've got skin in the game," he said. "When the design goes out, my name is on it."


But he's excited for what that future brings.


"I looked around to who I would be sharing that risk with—you work here long enough and you know where the motivation lies and what the common goal is," he said. "And looking over the team when new partners will be brought in—I wanted to be part of it."


But before he literally bought into Calder Richards, he grew up in Harrisville in Weber County, eventually attending Utah State University and working for a small engineering firm in Brigham City. After graduation (B.S '15, MEng '16), a friend recommended he apply to Calder Richards to challenge Karras to work on bigger projects. 


What's kept him here since joining in 2016?


"There's no ceiling at Calder Richards. It allows employees to stretch themselves," he said. Whether embracing new techniques or new understanding, "it makes you feel fulfilled."


So much has changed from his early days as a new engineer—AI and computing technology, for starters. Still, he credits his mentors for teaching him to "trust but verify" what technological tools can do by staying up to date on fundamentals and hand calculations. "If you don't understand the concepts, you will probably fly past an error that you couldn't recognize."


To do so, he's joined organizations like the Earthquake Engineering Research Institute (EERI) and the Structural Engineering Association of Utah (SEAU). He's attended EERI events and conferences since joining the organization in 2019, gaining access to the latest research on innovative, resilient seismic design, and even attending a field training on earthquake reconnaissance in Seattle last year. 


SEAU has also helped him stay at the cutting edge of his profession, as well as being part of a great community of engineers. He credited the organization for covering the basic and the niche.


"SEAU is doing well and I've enjoyed being part of that," he said. "I've gone to the educational conference every year since I was a student."


He said that any chance to gain more knowledge is worth taking, advising fellow engineers, "Stay thirsty for knowledge, jump on every learning opportunity, every webinar you can, because it will serve you in the long run."


Following his own advice and working toward his goals put him in a position to structurally design The Residences at the Tower, a part of the Talisker Club in Deer Valley. 


"I grew to enjoy concrete design and what you could do with it," he said, crediting the project team for creating great memories as they collaborated on post-tensioned concrete decks and concrete shear walls.


Karras beamed about Hillcrest High School and the opportunity to work with the architectural team on the structural engineering of the four-story classroom wing. The school's steel structure, reinforced masonry, and an amazing auditorium with a column-free, cantilevered balcony provided opportunities to flex the breadth and depth of his engineering chops.


Karras said these and many other moments have given him a deep appreciation for contractors, an appreciation that began when he framed houses after returning to Utah from a religious service mission in Brazil in 2010.


"It was so hard," he laughed. "Whether it's the dead of winter or the middle of summer, you're hauling lumber, and you're up high." 


Being in the field made him realize, "This is serious work, "he said. "To this day, it's informed how I detail plans for wood structures."


He's welded, too, after completing a welding class at the local trade school. 


"I was completely ignorant," Karras said—he didn't even know what welding equipment looked like. "But that class informed how I call out welds because I know what welders can do and what angles and positions are impossible to complete."  


He joked that it's part of his trade secret.


"Having that understanding of what it takes better informs design and creates a more efficient design."


Karras wants to lay masonry block next, revealing the other part of his trade secret: his role in bringing good design to the table means physically meeting builders in the field and getting their input.


"I always like to quiz the different trades on how we did—'What was hard about building what we designed?'" Karras said. After all, "They know what is and isn't working."


In the industry, "there's a separation between designer and general contractor, and there's a bigger one between designer and subcontractor," he said. "And going out to the job site and asking them [these questions] bridges that just a little bit."


Karras has received a few curious glances and plenty of critiques and suggestions from those he's asked, which is fine by him.


"The more we learn, the better service we can provide."

Andrew Newbold - 32

Director of Business Development

Bonneville Builders

By Taylor Larsen


Andrew Newbold never thought he'd be in construction, especially after his first job routing vinyl fence posts on a CNC machine. Nor did he think he'd end up in sales after spending one summer knocking doors for a pest control company in San Antonio.


"I wanted to be helping people," he said.


With that noble goal in mind, Newbold earned a soccer scholarship to Western Wyoming Community College in Rock Springs, where he met and began dating Crystal Tebbs during their first year before serving an LDS mission in Chile. Upon his return, he married Crystal, then went back to Rock Springs and worked as a Field Representative for U.S. Senator John Barrasso of Wyoming, whom Newbold holds in high regard. 


After earning a B.A. in Communications from Utah Valley University in 2018, Newbold thought his future path would be public service. Shortly after, he and his wife moved into her grandmother's house as caretakers while Newbold prepared for a graduate program in public administration. 


A frequent guest at grandma's house was "Uncle John" Tebbs, Crystal's uncle and founder of Bonneville Builders. Newbold only knew him as the fun uncle he had met at a few family Christmas parties. But one night, as Newbold spoke to Tebbs about his graduate school plans, Tebbs blurted: "What are you doing?" Newbold recalled him saying, "I know you, and you belong in sales and marketing!"   


Newbold was shocked. "All I could think was, 'Okay, Crystal's uncle. Thank you for that.'"


But the idea percolated, and Tebbs called a few weeks later with an offer that sounded more like a demand: "I can't watch you do this," Newbold recalled him saying. "I want you to be an intern for us at Bonneville."


In 2018, Newbold started the internship and was hooked just two weeks in. The purpose and meaning he desired were readily available in the private sector.


"John was trying to show me that we could do good things, make money and leave a good impression on people without having to be a full-time public servant," Newbold said.


But with no leads, no contacts, and just a vinyl fence post's worth of construction knowledge, Newbold followed a coworker's advice, subscribing to every planning commission and city council email alert across Utah, and creating a system to navigate RFPs and other documents and find projects to pursue and people to contact.


"The deal I had was that if it were a new client or project that I found, I would get to be involved from the very beginning to the very end of the project," said Newbold. Sometimes, that meant he was "a fly on the wall, gaining information." But he kept building relationships, even when the deals didn't materialize right away. Over time, those relationships have flourished, helping the company grow significantly.


Bonneville's new tagline, "Built by relationships, defined by results," reflects Newbold's belief that positive relationships across the project team—not the cheapest bid—are what can steer his firm and the industry toward greater success. 


When Newbold started as an intern in 2018, Bonneville Builders' 30 employees earned $45 million in revenue. 


"We were excited about it. We had done some big projects."


Since then, the company has prioritized negotiated work—bringing on preconstruction experts and fostering a culture where superintendents care for the job, project managers care for the superintendents, and project engineers receive mentorship much like Newbold once did. This collaborative approach has helped Bonneville expand into new market verticals, grow its team to more than 80 employees, and achieve a record-breaking $205 million in revenue in 2024.


Newbold became a partner for Bonneville Builders in October 2024. He credits fellow partners Garrett and John Tebbs, and many others outside of Bonneville, for steering him toward success—Connie Gonzalez, Brad Boardman, Ruth Hill, Brett Hopper, and Doug Archibald were thanked by name. 


So how does the young business developer pay it forward?


For Newbold, LIHTC housing is the first thing that comes to mind. He points to multifamily developers such as Cowboy Partners and GIV Group as partners whose purpose extends beyond financial returns.


"The people that live in these [LIHTC] units often do not have the easiest of lives, and I think it's important that we're building projects like those—projects that matter," he said.


Whether it's the recently completed Nelson-Christensen project for Alliance House or the adaptive reuse of the former 515 Tower into the Arbor 515 multifamily project for Perpetual Housing Fund, Newbold is grateful for the work itself and for the team he works with.


"We've got some great employees here that are very capable, and we try to give them every opportunity to grow and participate in the process," he said, mentioning how the firm strives to keep those employees engaged throughout every phase of a project.  


"More hats to wear? Maybe." Newbold said, "But it also means more opportunities to recognize and celebrate those who help create meaning and purpose in what they build—and to bring a human-first value to the projects our Bonneville team helps advance."


Tebbs' original advice may have come from left field, but Newbold is immensely thankful for it.


"As much as he was just my wife's fun-loving uncle, now he's one of my dearest friends," said Newbold, who considers Tebbs his greatest mentor. "He gave me an opportunity to do something that I never would have thought to do, and I'm grateful that he saw something in me."

Arika Morris, PSP - 31

Scheduler; Adjunct Professor

Ames Construction; Utah Valley University

By Taylor Larsen


If you’re looking for someone to say “yes” to new experiences, look no further than Arika Morris. It started when her electrician father had the young Morris wire her bedroom in the family’s Yuma, Arizona home for internet access and wire her Honda Civic for the sound system she wanted.


“I didn’t do it properly, and it didn’t work most of the time, but I did it,” she said. She may not be an electrician, but somebody needed to step up—why not her? 


Saying “yes” and taking the reins are key in bringing great work to life and shaping great people in the process.


She started in the industry as an Administrative Assistant working under Carl Watkins (now retired) for a major general contractor. Morris described him as her favorite person and a father figure after Morris’s father passed a few months after she finished high school.


“Carl did not promote himself in any way, but he championed everybody else. He cared more about you than he did about the job—and he was excellent at his job,” she said. Watkins taught Morris the role of Field Engineer and gave her the responsibilities that would advance her career, even if she wasn’t eligible for the title because she didn’t have a bachelor’s degree. 


Many of her coworkers recommended that she pursue her studies to qualify for advancement, so off she went to Utah Valley University (B.S. Construction Management, 2021).


She has worked at heavy civil contractor Ames Construction for the last six years, rapidly making a name for herself by stepping up into important roles—Scheduler, association representative, and leader of Ames’s internship program in Utah and Nevada.


If you haven’t caught on yet, “I say ‘yes’ to too many things,” Morris laughed. She does so in hopes of following the example many in her life have set before her to empower others.


That “yes” attitude allowed her to join NAWIC’s Salt Lake Chapter in August 2023 and then volunteer to sponsor a Women in Construction Week lunch in 2024. Morris connected with Kaitlin Eaton, former Chapter President and now lifelong friend, as well as Tonya Timothy, current Chapter President and former mentor. Morris described her mentorship with Timothy as that of a cheerleading companion who helped to champion Morris as she grew into the industry. Morris also recently joined the NAWIC Salt Lake Chapter Board of Directors. 


Sometimes, taking on new duties takes a little cajoling. 


“When Chris Kemper, my PM, asked me if I wanted to be the scheduler, I was like, ‘No! No! No!’” she said. But after hearing the pitch and agreeing, “It's been a complete trajectory change, explosive, totally random, but it was because he saw that I was the right person to take on the challenge.”


Her advice to her younger self—and everyone in the industry—is to know when to say “no” and stand by it.


“Know your value and hold your boundaries,” she said. She’s passed that lesson along to her interns, calling for personal authenticity. “The most important things are the relationships,” she said. “And that the things you say are authentic.”


Adhering to boundaries is essential to her role on the project management team, especially when delineating the roles and responsibilities of general contractors and their trade partners. She spoke of the importance of reading contracts to ensure that Ames’s responsibilities and duties are covered.


“Contracts are our marriage agreement; our prenup,” she said. “They describe exactly how our relationship is going to go and how we are going to solve problems.” 


She even showed a trade partner that they hadn’t been compensated for a long-completed scope because they hadn’t billed for it, and told them to bill for it, she said, “Because that’s the contract we signed, and it’s important to be honest. […] I want subcontractors to want to work with us.”


She’s enjoyed scheduling so far, building the roadmap, recognizing the risks and challenges, and organizing the thousands of activities that go into construction projects so that superintendents can successfully manage work moving forward. 


The role has meant a lot of asking “why?” Which doesn’t always bring sympathetic responses to those she’s questioning.


“I’ve been called nosy, and I’ve accepted it,” she smiled. “Because those who say it recognize it’s the reason I’m in the room.”


Knowledge sharing and transparency are improving, and she hopes those efforts continue between owners, contractors, and trade partners. In the meantime, she hopes the industry will outline better career paths for employees. But she also hopes that professionals, especially those like her students who are newer to the industry, will continue to be nosy and curious as they grow in responsibility. In her words, “Tell them what you want to learn” and follow through.


Case in point, her message about scheduling to her students: “You may not have to be the scheduler, but you need to know how to ask the right questions, and get the schedule presented in a way you can understand,” she said, mentioning how gaining understanding and stepping up are prerequisites to success in the industry. “You have to be engaged.” 


Step up, ask questions, and hold to your boundaries and your word. Much as they have helped Morris, this level of engagement, ownership, and problem-solving will help move the industry forward.

Brady Thorn - 40

Sr. Vice President

Beehive Insurance

By Bradley Fulmer


Brady Thorn always figured he'd wind up with a career in the construction industry, having been raised in a family with deep roots in heavy/civil construction dating back to great-grandfather Ashel O. Thorn, who founded Springville-based Thorn Construction in the 1920s. 


How Thorn ended up working in construction insurance came about while serving a two-year mission for the Church of Jesus Christ of Latter-day Saints, as the now Sr. Vice President for Salt Lake-based Beehive Insurance—part of the Orem-based Clyde Companies—met a fellow church member who told Thorn he'd do well in this industry. 

"It was Chuck Eaglestone," recalled Thorn, who was one of three Haitian Creole-speaking missionaries in the Florida Tampa Mission (2004-2006). "We were standing outside the chapel in Fort Myers, and he said, 'When you get home, you should do what I do for a career.’ I came home and started in the industry, against my dad's wishes."

His father, Rich Thorn, who led the Associated General Contractors (AGC) of Utah for more than 40 years before retiring in 2023, felt that Brady would be better off pursuing a different career. 


"He wanted me to do something else, but once he saw me going for it, he got behind me and was 100% supportive," said Thorn, who valued his father's role in the industry and appreciated the benefits the association provides to many construction-related companies. 


After returning home from his mission, he started working at a Salt Lake-based commercial insurance firm in 2007, where he spent four years honing his craft. During that time, he also attended the University of Utah, ultimately graduating with a Bachelor of Accounting (plus a Minor in Finance) in 2011, the same year he joined Beehive Insurance. 

It didn't take Thorn long to establish himself as a top performer at Beehive in part because of his interpersonal communication skills, which he attributes to his father, who was renowned for his genuine appreciation for others and ability to make everyone feel like a friend. 


"Dad was a tremendous influence—his genuine care for others was real," said Thorn. "That's just who he was. Anybody can sell a product. If you care about people and build that personal relationship, you'll succeed in life. Why am I experiencing success? It's because I genuinely care about my clients and want to be an extension of their business." 


Thorn estimates he has 75 main clients, for whom he provides construction insurance and surety bonding. His client list includes a mix of general contractors and specialty contractors working in both commercial and residential construction, all mid-to-large-sized companies.


Thorn considers himself a consultant, not a salesman, as he spends hours each month tracking myriad changes in the industry and how they may impact clients. 


"I care about my clients' best interest and never take their trust for granted," he said. "I know intimate details about a client's finances. There needs to be a lot of trust. My clients know I'm going to look after their best interest, always.”


"Whether it's a client of one year or 18 years, we study the market hard and offer multiple options, best practices, and advice on current trends," Thorn added. "Utah's climate is becoming more litigious, so we work hard figuring out how to protect clients from potential risks. I feel like I take more of a consulting role, not just peddling insurance."

James Kilpatrick - 40

Sr. Project Manager

Columbus Pacific

By Bradley Fulmer


It's been a circuitous road for James Kilpatrick through the A/E/C and CRE industries, with a bevy of unique work experiences over the past 13 years that ultimately landed him in the fast-paced world of commercial development. 


Kilpatrick, 40, was hired as a Sr. Project Manager in April 2019 for Park City-based Columbus Pacific, a 30-year-old boutique real estate investment, development, and management firm that mainly deals in retail and multi-family/student housing projects, in addition to some custom residential and property management. 


An East High School graduate (2004), Kilpatrick earned a Bachelor of Marketing in 2010 from the University of Utah, spinning records as a hired DJ from 2005-2012, until landing a job with Salt Lake-based BNA Consulting in 2012 in a marketing/business development role. 


He didn't know anything about the A/E/C industry but quickly learned to appreciate its role in society and enjoyed the people he interacted with. After 3.5 years at BNA, Kilpatrick was the Business Development/Marketing lead for architectural 3D graphics/animation firm Bowen Studios of Salt Lake (2016-2018) and general contractor Cameron Construction of Salt Lake (2018-2019). 


"I wouldn't say that it was very mapped out," said Kilpatrick, who earned his Master of Real Estate Development (MRED) in 2019, also from the U of U, after deciding that was his ultimate career path while at Bowen and interacting with various owners and developers over a 2.5-year stretch. 


"At the time, I thought, ‘[Developers] have a cool life, they're making big-money decisions on great projects.’ It seemed like a fun gig." 


Right before earning his MRED, Kilpatrick saw a LinkedIn job posting about a PM position at Columbus Pacific and interviewed with Tony Tyler, Principal of Columbus Pacific, who has been a valuable mentor as Kilpatrick progresses from "drinking from a fire hose" the first couple of years to trying to master the finer nuances of the profession. 


"What I didn't realize about commercial real estate development is that problem-solving and learning something new daily go hand-in-hand," he said. "What keeps it interesting is the flow and progression of each project. I am involved with projects from acquisition all the way through building handoff and beyond, including working with property management. It's a more challenging job [...] one that forces me to grow and allows me to use my creative side and my analytical side in one role. It's a lot of coordination, meetings, job site visits, but I wouldn't have it any other way." 


Columbus Pacific moved to Park City in 2017, with early local projects including 438 Main Street and Kimball on Main. The firm has five current projects in the hopper—two under construction, two in entitlements, and one is a hotel remodel of Hyatt Centric Park City. 

Both projects under construction aim for completion in November of 2026 and are located in The Canyons Village—Elevation, which includes six $8 million condominiums in a ski-in/ski-out locale; and Sky View Phase II, two buildings containing 149 dorm-style units geared to resort management. 


Kilpatrick appreciates the wide network of people he's able to interact with and believes strongly in the type of projects Columbus Pacific is developing. 


"I feel that we're making a positive impact to communities with our affordable housing units," he said. "Some of skills I use every day are a carry over from my A/E/C time, like reading plan sets and knowing the processes and sequencing of a project. CRE has opened a whole new chapter of what all goes into making a project happen. It's exciting."

Deer Valley Expansion

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

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

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

Tick Tock from the Water Clock

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

Rural Roots

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

Seasoned to Perfection in Providence

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

New Trajectory for New Star

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

Sky High-End Club

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

2026 Economic Outlook

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

Like a Phoenix Rising

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

Mission In Progress

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