One for the Ages

Few individuals have positively impacted Utah’s A/E/C industry quite like Ralph L. Wadsworth, whose legacy includes the heavy/highway firm that bears his name, along with three other industry-related firms founded and operated by his posterity. 
By Brad Fullmer

Ralph L. Wadsworth watches demolition activity on the I-80/1300 East Bridge Slide in August 2023 with granddaughter, Bradynn Wadsworth (Tod’s daughter), illustrating his genuine passion for construction. (all photos courtesy RLW Construction) 

Fifty years after founding his seminal heavy-highway construction company in 1975 in Draper, the legacy of Ralph L. Wadsworth is truly remarkable and one-of-a-kind.


Indeed, few people who have spent their careers in the architecture, engineering, and construction industry can match the accomplishments of the 90-year-old Wadsworth, who mid-career switched from being a talented, highly-respected structural engineer into a general contractor that initially built small park projects before blossoming into a company revered as one of the elite general contractors in the Intermountain West. 


Rugged Upbringing Fosters a Can-Do Attitude  

Ralph L. Wadsworth didn't have it easy growing up in Eastern Idaho. As the fifth and youngest child of Lawrence and Hilda Wadsworth, Ralph was raised in a hardscrabble environment outside Idaho Falls. He learned the value of hard work at a young age, working for Arrington Construction, in addition to working for his older brother, Golden, who started a construction company in 1950 when Ralph was 16. 


Ralph was tough and not afraid of hard work—a fact driven home when he earned a full-ride boxing scholarship to the University of Idaho, where he pursued a degree in structural engineering on the Moscow, Idaho campus. 


"You better be in shape and have a hard head," quipped Ralph, recalling his college boxing days. "It gave me an opportunity to get an education and make something of myself." 


One memorable experience in the ring came when the University of Idaho boxing team went to Baton Rouge to compete in a tournament held as part of the renowned Sugar Bowl football game. Ralph took second place, maintaining his scholarship and proving his mettle as one tough hombre. 


Ralph met his wife, Peggy, during his sophomore year in 1953, and together they built a strong family that eventually included seven strapping sons—the initial core of RLW Construction. After graduating with a Bachelor of Civil and Structural Engineering in 1957, Ralph worked in St. Louis for two years before landing a job in 1960 working for legendary engineer Hoffman Hughes at Salt Lake-based H.C. Hughes Company, one of the top structural engineering firms in Utah. It didn't take long for Ralph to prove himself as a top-flight, talented designer.


"Hoff was the top structural engineer at that time [in Utah]—he worked for most of the big architects," Ralph recalled. "We designed churches, office buildings, and other big commercial projects. He had me design the first lift slab in Utah for BYU. After the five-story building had been designed and was out for bid, somebody from BYU came to our office and asked Hoffman if he knew what I was doing. Hoff said, 'You'll have to take his word—he knows what he's doing.’" 


Ralph's confidence soared, and he was later tasked with helping design the Washington D.C. Temple for The Church of Jesus Christ Latter-day Saints, a landmark building for the Utah-headquartered faith, which was completed in 1968.


In 1970, Ralph founded Ralph L. Wadsworth Engineering, figuring it was time to spread his wings. 


Within that first year, it quickly became obvious to Ralph that, while being an engineer was indeed a fine career, the real money was in construction. He'd visit job sites, see the kind of work being done on projects he designed, and figured he could do a better job than what the contractors he saw were doing. He had the engineering skills, the moxie to run his own show, and, by the time 1975 rolled around, he had four sons old enough to work for him. 


The clincher came when his brother Golden moved to Salt Lake and helped Ralph win a small $130,000 job replacing tile at the Veterans Affairs (VA) Hospital in Salt Lake. Ralph hired his friend to do the tile work, supervised the job, and walked away with a tidy profit. 



"I made $34,000," Ralph remarked. "I had been designing some pretty nice buildings and not making that kind of money—it was an eye-opener. So, I went into construction full-time, mostly doing parks and small jobs working for the city and state, before moving onto bridges."

A Hallmark Attention to Detail

When Ralph L. Wadsworth Construction officially began in 1975, Guy was 21, Cal was 17, Con was 15, and Tod was 14. Kip joined the crew two years later, followed eventually by Ty and Nic. Ralph gave his sons plenty of opportunities to learn the various field trades, including carpentry, concrete forming and placement, and everything in between. And he held his sons accountable for the work they did, expecting nothing short of perfection—no matter how difficult the job was, or how inclement the weather. 


“He had all these boys and had moved from Salt Lake City to Draper in 1966, buying a three-acre plot. He wanted to teach his boys how to work and be in the country. In hindsight, it was a bold measure to move that far out here," said Tod, currently an Executive Vice President who, along with Con, has been working at RLW since its inception. “We were constantly remodeling the house as kids—we learned demolition, plumbing, electrical, carpentry, sheetrock, and the most fun of all, hand shoveling. He always believed in hard work, doing things yourself, and seeing what you can accomplish."


"We built most of the city parks in Salt Lake County for a decade," Con said. "He wanted things done right. If you can walk the talk, you'll have success." 


Ralph was very demanding on jobsites when the situation required it, a no-nonsense man renowned for his attention to detail and reputation for prolific on-site upbraiding. If you weren't doing the job 100% correctly, he wasn't afraid to unleash his displeasure construction crews—his sons included. “He was not afraid to humiliate you and your crew,” said Con, who mentioned Ralph’s motto: anything worth doing once is worth doing right. “If he thought you were doing a bad job, he would not spare any of that with anybody. On the other hand, if you did a good job, he'd compliment you and tell you that you did a good job." 


Tod said Ralph's engineering prowess, understanding of materials, and ability to maximize quality offered numerous in-house advantages to RLW's team when it came to bidding jobs.


"What made dad admired and respected was his ability to work hard and honor what he said we were going to do," said Tod. "His engineering background taught him about concrete and rebar; he knew the ingredients to success in concrete and formwork.” 



"Dad would visit jobs quite often and inspect your work. If it wasn't up to par, he'd let you know it," added Kip. "But he would also sit down with us and help us figure out how to tackle the problem. He was innovative in figuring out better and faster ways to solve problems."

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The I-80/1300 East Bridge Slide is the latest example of RLW’s unmatched success in executing Accelerated Bridge Construction (ABC) projects for UDOT, including the move of this 5-million-pound superstructure. RLW utilized self-propelled modular transports (SPMTs)—a Utah first—in 2008 on the replacement of the I-215/4500 South bridge. 

Progression into Heavy/Highway Market; Bridge Expertise Quickly Grows

After seven-plus years of building parks and other smaller commercial projects, the company started ramping up its competitive juices in the early-80s and made its way into the heavy/highway arena, including work on box culverts and bridges for the Utah Department of Transportation (UDOT). 

The I-215 Belt Route was being built throughout Salt Lake County at that time, and more work was made available to local contractors. Kip recalls being "the small kid on the block competing with the big boys. We wanted to prove that we knew what we were doing." 

RLW Construction landed one of its largest contracts in 1983 to build two bridges for the B-line D-ramp on I-215 at 900 East, and it was off to the races in the transportation market. 

"We soon learned all aspects of the business," said Kip. "You couldn't pull the wool over our eyes. All the boys were starting to learn everything about the business. Our vast field experience also gave us an advantage in estimating. A lot of estimators haven't worked in the field. An estimator who came up through the field was invaluable, especially back then when you didn't have software programs that could break it out by production rates and man-hours.”

RLW Construction chased heavy/highway work in both the Utah and Arizona markets throughout the 80s, achieving solid success in both states. During that period, Guy essentially served as Ralph's right-hand man in the office, with Kip also assisting with estimating and project management. Meanwhile Con, Tod, Ty, and Nic worked in the field, initially as laborers before moving into foreman and superintendent roles. 

One of the company's standout projects during the decade was the Eagle Canyon Bridge in Emery County, a project that tested the firm’s mettle from top to bottom, particularly Con, who served as Superintendent in 1985-1986 on the ambitious, high-risk job.
"It was one of the first steel arch bridges in Utah; we teamed with Olsen Beal for the steel erection," said Con. "It was a difficult job, to say the least."

Another important project for the firm during the 80s was a bridge replacement in Glacier National Park in Montana, a job Ralph said ranks as "one of the most difficult we ever built, with three piers that were six-feet by 20-feet and 150-feet tall and holding up a 1,000-foot-long bridge. 

By the end of the 80s, the company had become experienced and trusted enough doing high-quality concrete work that it landed the complete structural concrete package for the Delta Center, a job that ran from 1989 - 1990. At the time, it was one of the most significant projects in Utah's history as it marked the new home of the wildly popular Utah Jazz. 

The concrete scope on the Delta Center was supremely challenging and pushed crews to the edge of their expertise and determination. 

"It was fast-paced, with huge sheer walls, big cranes, big form work—it challenged us every day," Tod recalled. "Dad designed the forms perfectly, with chamfer edges, relief of ties. He was fanatic about inspecting the forms, making sure they were clean, the chamfer was perfect, the Bondo was perfect—he was very peculiar about it. In watching him on that job, I realized he was preaching duality. He's out there disciplining everyone, making sure work got done right."

Con and Tod played key roles on the Delta Center project. Con was a nightshift superintendent building walls, while Tod was a laborer trying to do a little bit of everything, realizing the value of having effective “supers” on larger jobs—guys that managed the work as opposed to physically building the project. 


Within the past decade, RLW Construction has expanded into the water resources market, showcasing its expertise on technical water and wastewater treatment plant projects like the City Creek WTP. 

1990s: Fierce Brotherly Competition Drives Progress, Expertise

Shortly after completing the Delta Center concrete work, Guy decided to strike out on his own, with a firm resolve that he could also compete in the heavy/highway market as Wadsworth Brothers Construction, while benefiting exclusively on his own merits, rather than sharing the pot with a handful of other siblings.


The new dynamic immediately thrust additional responsibilities on Ralph and the remaining five sons, with Con and Tod assuming project management/field supervision, Kip taking over the estimating, finance, and business development role, and Ty and Nic upping their field duties, as well. 


Throughout the 90s, the two firms regularly went head-to-head on numerous projects for UDOT and other municipalities. Competition made both firms sharper, while also directly benefitting the taxpayers who ultimately fund public transportation work. 


"That was another level of competitiveness—now you're bidding against your brother," Kip remarked about the sibling rivalry. “When you look back on it, it was a good thing—it made us both more successful. That competition was one of the key elements in helping us rise above and be at the top of our game. We've saved UDOT tens of millions, if not hundreds of millions of dollars by now. It's been great for owners and the public in general."


Diversifying into Real Estate Development a Shrewd Business Decision

By the mid-90s, Ralph was intent on building a new company headquarters closer to the family home in Draper. He also got wind of a future new I-15 interchange at the south end of Salt Lake County, prompting the company to invest in a four-acre plot that became Wadsworth Business Park, the family's first foray into real estate development. 


Ralph said he collaborated with an architect friend, Winter Delamar, who had worked as a draftsman at RLW Construction, on the design of the four-building project. 


Kip continued to work full-time at RLW Construction during the first few years of Wadsworth Development Group's existence, before transitioning over permanently in the early 2000s. 


"Kip wanted to rent buildings out," said Ralph. "He figured he could do it as well as anyone else. His thought was, ‘We'll make more money than in the construction business and we'll have another company to fall back on.’ Kip is a visionary guy—he's smart as hell, and a hard worker." 

RLW’s Geotechnical Division specializes in piling and shoring, including deep pile driving on heavy/highway, civil, and general building projects alike.

Olympic Bobsled/Luge Run Drives Innovation; Company Adds Divisions

By the dawn of the 21st Century, Ralph L. Wadsworth Construction continued its aggressive approach to the construction industry, taking on perhaps the single most challenging project in its history—the Utah Olympic Park Bobsled/Luge Run in Park City in 1999-2000, billed as one of the fastest tracks in the world and a model of innovative design and construction. 


"That was a big part of our legacy," said Con. "I worked physically on every aspect of that project. Everything was complex.


For the piping system, we had to build a jib in the shape of the run, and every 20 feet, there was a metal jib. We would follow with soffit forms, and the pipe crew would lay pipe behind it. Every section of track was different in mass, size, height; expansion joints were based on length of pipe. What made it tough was that on some of those [concrete] pours, we had to pour 300 feet of track. From when you started to when you were finished was 24 hours. The grout had to be perfect, as did your scraping. We did shotcrete by hand and then pull the board off. That was the toughest job I ever did physically." 


"Pours would last 20 hours—it was so difficult," added Nic, with extreme challenges associated with finishing concrete inverted in some parts. Ultimately, the job stands as a hallmark for RLW Construction, with strong memories for those who built it, and a sense of pride that is unparalleled considering the magnitude and social significance of the 2002 Salt Lake City Winter Olympics. 


"One of the [bobsled racers] said it's the smoothest track he'd ever been on," said Nic. "That's hard to do when you've never done something like that before."


One of the firms’ signature projects is the Utah Olympic Bobsled/Luge Run in Park City, which required a Herculean effort from RLW crews, led by Con and Tod, among others. Ralph called it one of the single most difficult jobs his company ever built. 

Pioneers of Accelerated Bridge Construction

It's been nearly 17 years since the Utah Department of Transportation (UDOT) made a big splash into Accelerated Bridge Construction (ABC) when crews from Ralph L. Wadsworth Construction methodically removed the old 4500 South I-215 bridge and slid a new four-lane, 172-ft., three million-pound concrete and steel bridge superstructure into place in a single weekend (October 27-28, 2007) utilizing self-propelled modular transporters (SPMTs), a historic first for UDOT. 


Championed at the time by Jim McMinimee, former UDOT Director of Project Development, the use of SPMTs—multi-axle, computer-controlled platform vehicles manufactured by Netherlands-based Mammoet—was a major leap of faith for all parties involved, considering the inherent risk on a project of that size. 


"When it first came to us [...] we thought it was impossible," said Tod, whose firm moved seven bridge structures into place via SPMTs on the I-80 Reconstruction project, building the legendary "bridge farm" directly northeast of I-80/1300 East. "From the initial concept, we had to figure out how to build something of this magnitude and then move it. The geometry was very complicated."


"There were so many unknowns," Tod added. "We spent a long time educating ourselves and the design team and concluded that it was possible to do. Moving a structure of that magnitude—without damaging it—was a major feat."


Following its success with SPMTs, the firm performed its first “bridge slide” in 2009 on SR-66 over the Weber River in Morgan that utilized a unique dead man pulley hoisting system. 


“We’re always looking for innovative ways to push or pull a bridge,” said Tod. “By process of elimination, we came up with simpler methods by pulling the bridge.” Most recently, RLW performed two flawless bridge slides as part of the I-80/I-215 Reconstruction in 2023, including a five-million-pound superstructure on 1300 East that Tod said was slid into place utilizing just two elastomeric bearing pads instead of four, making it easier to control the bridge during the slide. 

To date, RLW has moved more than 40 bridges into place via ABC methods.

Bridge building remains RLW’s forte, including this complex replacement of the Yellowstone River Bridge located at Tower Junction (Wyoming). The project calls for the replacement of the 60-year-old bridge with a new, one-quarter mile (1,285-foot) steel girder bridge, along with realigning a mile of the Northeast Entrance Road. 

Transitioning to the Next Wave of Leadership; Looking Ahead to the Next 50 Years 

In December 2009, Houston-based Sterling Construction acquired 80% of Ralph L. Wadsworth Construction for $64.7 million. The transaction allowed the family to cash out, with Con, Tod, and Kip still serving as top executives and running things the way they always did. 


Current company President Brandon Squire is an 18-year veteran of RLW Construction, hand-picked to serve in the company's top executive position in February 2016. Squire spent a decade at the Utah Department of Transportation (UDOT) as a construction engineer and construction manager, and began working directly with the Wadsworth family in 1999. He quickly captured the Wadsworth family’s attention with his straightforward way of doing things and insistence on high-quality work. He met with Con, Ralph, and Kip regarding a project, and then worked with Ty on another project, and realized the sum of their parts was greater as a whole. 


"Each one of them were very unique," said Squire. "They all had different skillsets. Kip was obviously the businessman, very savvy, refined, and well-spoken. Con was down to earth, very construction savvy, the builder of the group. Tod was very energetic, and is just an optimistic, very positive individual. Ty was very into the details, very analytic, not as much emotion, but if you listened to him, he brought up valuable points. It was very interesting to see their dynamic together. They were a very powerful team, those four brothers, with complementary skillsets." 


Squire said major decisions between the brothers were often heated but never got personal. 


"There were definitely times when they had some heated disagreements, but at the end of the day, they would hear each other out and come together and still pull towards a common solution. That's one thing I've valued. As I've built my team to have different personalities and skillsets, my job is to hear out differing opinions and listen to the pros and cons of the different personalities." 


Con said Squire's ability to gather information from multiple people before making key decisions is one of the reasons they pursued him when it was time to bring aboard new talent back in 2007, when the company was starting to hit its stride. 

"If you don't have good people, you don't have jack," said Con. "We've raised a lot of guys and made key hires over the past 20 years. Brandon is a perfect example of that. We aggressively went after Brandon [Squire], Mike MacArthur, and Scott Gubler. We saw it as an opportunity to get some great people, and these guys are all great workers and very competitive, but not so competitive that they do stupid shit on bid days. You can't run a company like this without great employees." 


Con continued, "It's not a one-man show by any means—there are three guys capable of running this company right now. Brandon has the right personality for it, the right temperament. Mike and Scott are more than capable leaders and also not afraid to take on new challenges. To me, it's like the 'Dream Team'—they work hard, they know how to win, they're driven. We have a lot of great practices in place, we have a lot of fun, and we treat our employees well. It's essential for people to feel like they're part of something, that they understand what it's all about." 


Squire, along with MacArthur and Gubler, have been eager to expand RLW's services and overall capacity, along with maintaining its geographical footprint throughout the Intermountain West. The firm differentiates itself with its ability to provide top-shelf services and excel in a wide array of building markets, including heavy/highway, transportation, aviation, commercial building, water resources, and railroad. RLW also excels in geotechnical solutions, alternative project delivery methods, mission critical, and design and preconstruction services. 


And while the company will always be renowned for its outstanding bridge construction capabilities, its current leaders want existing and prospective clients to know RLW Construction can serve as a "one-stop shop" for a litany of construction needs. The executive team has its sights set on doubling current revenues within the next 10 years and topping the coveted $1 billion mark in annual revenues. It's a bold outlook, but one they're confident in. 


“We’ve made strategic decisions to broaden our horizons and get into other markets that provide opportunities for employees to grow,” said MacArthur. “One of our top traits is fearlessness. We’re not afraid to take on most anything.” 


"In the 1980s and 1990s, we were known as a bridge contractor," said Squire. "In the 2000s, we took on more work in other areas. Some people still view us as just a bridge contractor, and yes, we're the best at building bridges and utilizing ABC methods. But I view that expertise as just part of our skillset. We're way more than that." 


Indeed, with their storied past and strong foundation across so many disciplines, RLW’s future has never looked brighter. 

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. .