Q & A with David Layton, President/CEO, Layton Construction
Under David Layton's leadership the past two decades, the well-respected, Sandy-based general contractor has morphed into a national powerhouse renowned for its healthcare prowess.
It's been a fast and furious four years for Sandy-based Layton Construction since it merged December 23, 2019, with New-York based STO Building Group (formerly Structure Tone Organization), the impetus of which came about as a way for the firm to give every employee ownership opportunity via a stock program.
That was ultimately important to David S. Layton, 61, President/CEO of Layton Construction since 2004—a way for him to show his genuine appreciation to the many loyal people that have helped grow the firm from a primarily western regional general contractor into an industry-leader nationally, with ongoing projects in 27 states and annual revenues pushing the once unthinkable $4 billion mark.
Layton is a unique corporate leader with all the requisite traits and characteristics needed to oversee a steadily growing company of 1,500 employees. He has a jovial, upbeat, friendly-neighbor-next-door personality, which makes him easily approachable. He's a true visionary, and he expects those working with him to be self-starters, while simultaneously coaching up employees to maximize their potential.
As the youngest of 10 children, Layton grew up in the family business aware of the possibility that he'd be tasked to lead the company one day, provided he proved his mettle along the way.
Father Alan W. Layton founded Layton Construction in 1953 and was a true throwback from what is commonly referred to as the "Greatest Generation"—people born between 1900-1925, many of whom valiantly fought in World War II. He was a U.S. Army Captain during WWII and led his artillery battery during the legendary Battle of the Bulge.
Brother Alan S. Layton was also a valuable mentor to Layton and served as President/CEO of the company from 1985 to 2004. When Layton took over the reins from Alan, Layton Construction enjoyed status as a perennial top three Utah-headquartered general contractor, often ranking first in total annual revenues.
Since that point, firm revenues have exploded ten-fold—2021 revenues were a company record $3.86 billion; 2022 revenues were $3.51 billion—gaudy numbers that just a decade ago would have seemed incomprehensible for a Utah-based contractor to hit, and, if submitted independently, would be good enough to put the firm in the 30s in ENR’s Top 400 rankings. Layton’s revenue is included with STO Building Group’s ranking at No. 5.
Layton earned a Bachelor of Civil Engineering from Brigham Young University in 1988 and a Harvard Business School executive management certificate in 2000 after completing an extensive three-year program with top executives from around the world. He has served in many community capacities, including on the boards of the Utah Sports Commission, the Hale Centre Theatre, and is a current board member of the Salt Lake City Committee for the Olympic Games.
Layton has also contributed significant time and money to the University of Utah as a member of the U's National advisory council, National Athletics advisory board, the College of Engineering National advisory board, and the University Healthcare Board of Trustees. Two buildings at the U even bear his name: the David S. Layton Golf Academy (opened January 2021) and the Julie M. & David S. Layton Field Club within the Ken Garff Red Zone section. David and Julie are the parents of six children and 14 grandchildren.
UC&D Publisher Brad Fullmer recently conducted an exclusive interview with Layton, to get his take on the company's past, present and future, and where he sees himself in ten years.
UC&D:
It's been a brave new world for Layton Construction, given the merger with STO Building Group nearly four years ago. What are some of your thoughts on where the company is now, as you celebrate 70 years of construction excellence?
Layton:
70 years is a long time! I give my dad a lot of credit for being willing to quit his job at the Bureau of Reclamation, and with a small, growing family say, "I'm going to start a construction business". My father had a strong work ethic—he worked as a teenager in agricultural fields, worked for the railroad. Also the youngest of 10 children (born in 1917), he was helping support his family during the Depression. He taught us to work hard. And if you love hard work, start a construction business (laughs). He picked a hard one, but he leaned into it. He knew how to bring a team together and make things happen. He was an all-state athlete, played varsity basketball at the University of Utah in the late 30s, and was a captain in the Army. He led his men across France, into Belgium as they were engaged in the Battle of the Bulge. My dad was a real leader. Part of the reason for the success of our business is his ability to lead people to accomplish great things. He had a lot of sayings, including "Say what you do; do what you say". Construction was the end game, but work was the means that got us there. And I'm still working (laughs)!
UC&D:
Was it a given that you would work for the family business?
Layton:
Of course! Construction was the family business, much like a family farm is a family business—it's what we did. It was well understood that I would go into the family business because we're builders—this is what we do! At a very young age I pushed a broom, I picked up boards as a laborer, I got exposed to many aspects of our industry as a teenager and as a carpenter. We knew that we were contractors.
UC&D:
While you were earning a Bachelor of Civil Engineering from BYU in the late 80s, you had the opportunity to work as an Assistant Superintendent on a Layton Construction project—a combustion lab on the BYU campus. What do you recall about that project?
Layton:
I had to know that project inside and out—the scope of work, the details, the schedule, the expectations of our clients, and what was important to the subcontractors. I had to be a student of the project so I could provide some leadership. It was a bit of a laboratory for me, having the luxury of a project on campus where I was getting an education. It was a smaller remodel project, but it had all the elements of a bigger project on a scale I could get my arms around and understand. I also learned a lot of language I hadn't heard before (laughs)!
UC&D:
After graduating, you worked full-time for Layton Construction, which had transitioned at that point to being led by your brother, Alan. What do you recall about the 90s and your first decade as a professional?
Layton:
Dad was still around and still in charge, but he was smart enough to start that transition process with my brother letting him take the reins of the business. When I got out of college, I moved to Nevada to work on a state prison project in Ely, which evolved into a superintendent role. In 1990, I got a phone call from my brother who said, "move back to town, you're going to be the chief estimator." I didn't know anything about estimating, but it was a fresh opportunity. At the time, we were a family-owned general contracting firm, hard bidding projects, competing on price and trying to win with strategy and relationships. Through the early 90s, the emergence of construction management (CM) at-risk began to unfold in the State of Utah. I started going out and meeting with clients and working towards negotiating projects instead of bidding projects. Throughout the 90s, my role progressed from being an estimator to being the head of preconstruction and business development—bringing opportunities in the door, getting projects priced up and transitioned to a project team.
In the late 90s, one of our board members suggested I be given the responsibility for the Phoenix office—that's where I got, really, the first independent leadership role [...] and became President of Layton Southwest in 1998. That opportunity really gave me the chance to expand my leadership skills in preparation for what ultimately was the opportunity in 2004 to lead of the whole company. It was very much a progression of one day you're going to be leading the company, so let’s get you prepared for that responsibility so that you have the skills to be able to successfully lead the organization. It wasn't a gift, wasn't an entitlement, just opportunity.
UC&D:
You thrived professionally during your six-plus years leading the Phoenix office (1998-04) and helped the company grow substantially. How was that experience?
Layton:
After my first full week, I came home and told Julie, “There’s a part of me saying it's going to be the easiest thing in the world, because I know what we needed to do, but I know it's going to be really hard, because there was so much to do." We needed to grow our business and over a five-year period we went from $15 million in annual revenue to $150 million, which put us more on the map, and in the minds of clients. The ability to lead the organization was founded primarily in the minds and hearts of the people you have to lead. I had demonstrated the necessary skills so when my brother departed the business, it was natural for the employees to say, "We're in good hands." And we've spent the last 20 years demonstrating that we could do it.
UC&D: Layton Construction has been a proven healthcare contractor for many years, having built an exceptional team of professionals and a portfolio of some of the biggest, most complicated healthcare projects in the nation. How did this all transpire?
Layton: In the early 2000s we pursued a major healthcare project [in Utah] for which we were not selected. We had previously built several major healthcare projects, so we had some experience. We hired key staff to pursue this major project [...] and following the notice we were not selected, we pivoted the strategy to pursue other healthcare clients with these resources. That was the genesis of our now nationally-recognized expertise, which is working with many systems across the country. We've typically been recognized in the top 10—if not the top 5—healthcare contractors nationally over the past 15 years.
We didn't build that healthcare project, but we did build a healthcare business—that was the outcome of not being selected. The commitment we’ve made in many of our industry sectors, but particularly healthcare, is to use professionals who are dedicated to just healthcare projects. As a result, they have a level of expertise, understanding and sensitivity that allows us to be more successful than a generalist. Our clients recognize the difference Layton brings. I've had numerous clients tell me that we are the most professional and well prepared team, and they value us as an integral part of their organization because we understand so much about how they want to deliver their project. We can bring that to a project time and time again. It's almost a virtual integration between the client’s organization and ours.
UC&D: Layton’s annual revenue growth has been impressive, with more than $3.5 billion the past two years and over $3 billion in 2020. Those are some lofty numbers!
Layton: We've been willing to diversify the business geographically and by market segment; we've added major expertise in warehouse distribution markets, as well as mission critical data center markets. None of this would be possible without a very talented set of professionals who give their all, every day, for the company. They're great teammates and they have entrepreneurial spirits.
With that said, we have never been driven by growth. We've never set a target to be a certain size. We’ve looked internally at our talent to give them career growth opportunities. Our growth has been a result of having a business strategy to embrace the aspirations of our employees. If we're not growing, we're not able to hang on to great talent, just like any team that is not winning struggles to retain talent. The more you win, the more you attract talent from elsewhere that wants to be part of a winner.
UC&D:
In December 2019, Layton Construction merged with STO Building Group (formerly Structure Tone Organization). How did this venture come to pass? How long did it take to execute negotiations? What did you see as the main benefit(s) of this strategic move?
Layton: Over the years, I had been approached by industry brand names about merging with them. My answer had typically been a quick no. This opportunity with STO sounded different and we were willing to listen. Because we are so relationship-based in our business model, we saw the opportunity to grow our relationships with the clients STO had already established, being based in New York City and working with many Fortune 500 companies. And we worked the deal out in six months.
Secondly, we needed to expand the opportunity to share a piece of the pie with our employees. A merger with STO provided us the opportunity to offer ownership to all employees. Given the success of the business, not only from [organic] growth but the expansion of our bottom line, we had a lot of demand from existing shareholders to acquire more shares and from other employees who also wanted to become shareholders. Being able to offer ownership to all employees is important to the Layton family, and the merger expanded opportunity to do so.
This was not in the script. We had a very successful business, we had a very loyal employee base, and very loyal clientele. We would have never perceived this was the path, because we had said no in the past, but we listened and understood. We could see how this could be highly beneficial and it's proven to be that way.
UC&D: Among the dozens of high-profile projects Layton has built are several major sports-related projects, which are one of Layton Construction's hallmarks, specifically the University of Utah's Rice-Eccles Stadium expansion in 1998, America First Field (formerly Rio Tinto Stadium) in 2008, the Albertson's Stadium Stueckle Sky Center at Boise State University in 2008, and most recently the U of U's Ken Garff Red Zone (south end zone) stadium expansion in 2021. Another cool recent project that opened in January 2021 is the U's David S. Layton Golf Academy, which bears your name. As an engaged sports fan, what do these projects mean to you?
Layton: These sporting venues are so high-profile and there are a lot of eyes of the project. You’re tested every day; you have a date-certain completion regardless of supply chain issues, regardless of weather. These projects are great tests; we've been able to measure up. Our clients recognize that we will deliver for them, limit their exposure and risk, and that’s part of why we get selected for these jobs.
UC&D: Every great business leader needs compensatory "down time" or an outlet to unwind from the day-to-day grind. What works for you?
Layton: As you can imagine, my personal life and business life are fully integrated—there is no separation. So, golf has been an outlet for me. It’s not so much about the business development opportunities—those exist—but I've met a lot of great people and been to a lot of great places because of golf. It's a chance to unplug for four hours and let my mind get away. I'm the type that doesn’t want to play golf every day, but it is something I look forward to.
UC&D: You've had the opportunity to work closely with your wife, Julie, for the past 20-plus years, and she has served in a variety of key roles for the company during that time. A lot of people say it would be challenging to work professionally with a spouse. How have you two made it work and what are her greatest skills and attributes?
Layton: Anybody that know my wife knows she's a
superstar with so many skills and so much personality. She's got some management responsibility and heads up our philanthropic and community service programs. It's been a perfect opportunity for us to have a great personal relationship but also work together professionally and grow from that.
UC&D: You're in your early 60s, which is a point in time that most people in society are winding down their careers, looking to escape the 9-to-5 grind and live the "good life" of retirement. It looks like you're doing the complete opposite in leading Layton Construction to greater heights and into uncharted territory. What is the outlook for your career from now to the end of this decade?
Layton: People ask me why I didn't retire years ago. I
love what I do and I enjoy the people I work with. My teammates at Layton are simply awesome! Construction is very hard, but very satisfying. The people I've met and the relationships that have come as a result is what's hard to let go of. I'm healthy, I'm happy, and don't get me wrong, it's hard work. But it's
satisfying. Let's not forget the work ethic that dad instilled in us. You just keep going!
When Lehi-based Reef Capital Partners (Reef) initially announced plans in 2018 to build a sprawling, estimated $2 billion mega-resort with a championship-caliber golf course on 600 acres covering parts of Ivins and Santa Clara—small towns with just over 15,000 combined residents at the time—it was difficult to fathom what a project of that magnitude might look like. Fast forward seven years, and Black Desert Resort is indeed a shining oasis amidst Southern Utah's famed red rock cliffs, sitting atop an ancient lava field, with buildings strategically carved into the land to produce a resort unlike anything else. "This is the biggest project we've ever done—we feel really good where we are," said Brett Boren, President of Real Estate for Reef, acknowledging the general completion of the $290 million, 806,000-SF resort center, along with significant ongoing work—including a 1,298-stall parking garage, condominiums, and a private water park. As of September, all aspects of the main resort center were open and fully complete, with the hotel celebrating its first official year in business after partially opening in September 2024 as it hosted the inaugural PGA Black Desert Championship October 10-13. The second installment of the tournament—now dubbed the Bank of Utah Championship—is slated for October 23-26, with a third tournament signed for 2026.
In 2005, Calder Richards Consulting Engineers formed after the merger of two smaller structural consulting firms who, interestingly enough, both started in 1986. Calder Richards has provided a steady structural support for Utah’s built environment ever since. As the firm celebrates its 20th anniversary, UC+D spoke with Managing Principals Shaun Packer and Nolan Balls to look back over the company’s history and celebrate what has helped their firm stand out to deliver solid projects in Utah and beyond. Their responses were edited for clarity and brevity. UC+D: What have been some catalytic moments for Calder Richards since that initial merger? SP: Winning the Talking Stick Resort in Scottsdale, Arizona is the first one. The big reason for the merger between Richards Consulting Group and Calder Consulting was to build a large enough company to go after bigger projects like that.” NB: That was my first project when I was hired straight out of college. We helped design the 17-story hotel and casino, a conference center, as well as parking structures, a central mechanical building, and a pool building. Talking Stick helped get us through the downturn a few years later. UC+D: What have been your key market sectors you all have targeted over the last 20 years? NB: We were breaking into K-12 along the Wasatch Front soon after the Talking Stick Resort and it’s been our bread and butter since then. SP: Absolutely, but I credit our firm for always adapting to the current environment. We’ve been fortunate to do so much K-12, but we used to do a lot of office work, and now we are working on conversions like the Ebay Headquarters to CTE/Innovation Center for Canyons School District as the market has shifted away from commercial office. UC+D: Schools have certainly evolved over the last 20 years, how has your work as structural engineers evolved? SP: We are seeing more creative design on the architectural side, certainly. We see many more two-story designs; more windows and daylighting. But we’re utilizing more powerful tools and continually building our understanding of the structural materials that are in use more than ever—tilt-up concrete, steel columns and beams, especially—to be the architect’s trusted partner. NB: Schools have definitely changed, and we’ve had better experience in helping projects move forward successfully when we are involved earlier in the design process. As we got involved early on in West High School’s schematic design, we were able to provide structural solutions and options to accommodate the architects’ design intent. UC+D: How has company growth changed Calder Richards? SP: It’s certainly changed the number of people in our office. We started with around 10 people when we merged, and today we have 27. But we often say that we don’t want to grow just to grow—we want to grow sustainably. We don’t lay people off when works slows down, and we have an expectation that sometimes there will be overtime work, and other times you may be waiting for our next project to begin.
Nested in the middle of the University of Utah (U of U) campus sits the aptly-named Impact & Prosperity Epicenter, the second living learning community (LLC) project designed on campus by Los Angeles-based Yazdani Studio of CannonDesign. After nearly a decade since their first LLC project, the award-winning Lassonde Studios (UC+D’s 2016 Most Outstanding Public Building over $10 million), Mehrdad Yazdani, the design firm’s Principal and Studio Director, said their work on a sequel was an exciting prospect for the firm, and enlisted Salt Lake-based MHTN Architects and Okland Construction to serve as the respective local architect and general contractor. Today, the Epicenter serves as a striking piece of architecture and construction, one whose curvilinear shape asks users and visitors plenty of questions. But moving from idea to execution has been a work in progress. One query from Yazdani stood out as it relates to students and the built environment, and helped begin the journey to create the Epicenter: “How does your living environment as a student impact your success as a student and as a changemaker?” A Project for an Evolving Campus Katie Macc, CEO of the Sorenson Impact Institute, said LLCs like the Epicenter and Lassonde Studios next door have been massive steps forward in advancing entrepreneurship and social impact. But both play a major role in creating “college town magic”—a phrase coined by University President Taylor Randall that invokes a vibrant campus where students can find community and have one-of-a-kind experiences. With more on-campus student housing in the works, the state’s flagship university is hoping to shed the “commuter school” label and deliver a level of desirability that matches the resources students commit to higher education. “There is some soul searching going on across university campuses,” said Macc of the challenge at hand. “We have to be convincing that going to college matters.” She said overall university enrollments across the nation are decreasing as students grapple with tuition costs, COVID and its isolating aftershocks, and a different perspective on higher education. Universities are no longer a place where students come to learn what they couldn’t learn elsewhere—remote learning and the internet have opened a fissure in that idea that will never close. Instead of that educational transaction, being at a university must include building community and creating in-person experiences only available on campus. Macc said that the Epicenter helps steer the campus experience toward the future, with design goals to create a base of operations for two changemaking organizations and a living and learning home for 778 students. The three-story commercial portion of the building, known as the “Changemaker Pavilion”, includes office space for The Center for Business, Health, and Prosperity (second floor) and the Sorenson Impact Institute (third floor). While each organization has a different focus, both are firmly invested in helping students access and create the resources needed to change the world. Each entity works hand-in-hand as owners of the Epicenter to host events and “create a full spectrum of ways for students to get involved,” said Chad Salvadore, Chief Financial Officer for the Sorenson Impact Institute. “We’re dialing in the programming to energize the student body,” said Salvadore of the work done at the Epicenter. With over 60 majors represented among the 778 students who live there, he said that the diversity of students is less a reflection of their chosen major and more a desire to reside in a space built for students to work their entrepreneurial muscles. “Living here is a mindset—you can engage across many different paths you choose.”
Front view of the bleachers, press box, and suites. (photos courtesy SIRQ Construction)
Over the course of its 40-year history in Utah, WSP's Salt Lake office—originally founded as Parsons Brinckerhoff in 1985—has morphed from primarily a transportation design firm to one that successfully operates in multiple civil engineering markets. The results of WSP's transformation the past decade into a more diverse outfit speak for themselves, with the 128-person Salt Lake office (with locations in Cottonwood Heights and South Jordan) posting three consecutive years of revenues over $50 million, including a record $70.1 million in 2023, and a robust $59.9 million in 2024—good for the No. 2 ranking in UC+D's 2025 Top Utah Engineering Firms rankings.
Lucio Gallegos vividly remembers the workforce development meetings he attended during his time at Ogden-Weber Tech. These career and technical education (CTE) discussions consistently focused on one thing: young people were not entering construction, and the industry needed a new approach to attract them. Gallegos recalled one member of the workforce development team, a training director with a prominent general contractor, saying, “We have been trying this for over 10 years, screw it, we’re just gonna hire them.” The Long Road Those conversations occurred nearly 10 years ago, and workforce development concerns continue to permeate the industry. The National Center for Construction Education & Research estimates that 41% of the construction workforce will retire by 2031, leading to potential gaps in skill and safety and decreases in productivity and project quality. While stakeholders have aligned on the overall goal of providing students a foundation for future success through career development, the means to achieve the ends were seemingly at odds. High schools, trade schools, colleges, and private industry took different paths to achieve their goals, with some moving in opposite directions. “I’m gonna be honest with you,” Gallegos recalled one school administrator saying, “If I promote what you’re telling me to get them over to the tech college, I lose head count. And then I lose teachers. I can’t have a school without teachers.” Jobs that took away student learning experiences, according to federal guidelines and child labor laws, made the idea a non-starter. However, after years of lobbying the Utah Legislature for a compromise between industry and education, H.B. 055, passed in 2023, provided a catalytic change in how younger people can engage with construction and other industries. High school students could participate if they were involved in a school-sponsored work experience and career exploration program. Private industry finally had the compromise it wanted. It was time to act. Big-D Charts New Path Gallegos, now the Workforce Development Manager from Big-D, joined the company in 2023 with the express purpose of creating a program that fit within the new guidelines. Gallegos said he sees career development through the lens of the immigrant experience, one he knows personally as a Mexican immigrant with a father who worked in commercial construction. “I was 9 years old and busting pins out of concrete forms with a hammer that was as big as I was,” he laughed. “I’ve got the cliché immigrant story.” That story has a theme familiar to many immigrant families, he said, one where parents say, “I want my kids not to have to work as hard as I do. I want them in school.” Add to that, it’s a law—children must attend school. Gallegos was unfazed by those obstacles. As he began planning how Big-D’s internship program would operate, he knew that engagement had to start at the elementary school level and build on personal relationships between private industry, school administrators, students, and their families to succeed. “We want to be the solution, not the obstacle to get into this industry,” said Gallegos. So Big-D removed the barriers. Students can still attend school, work towards graduation, and be available in the afternoon for sports, extracurricular activities, and the high school experience. But working was another significant part of the immigrant experience, Gallegos said, and internships needed to be paid to alleviate the family concerns. “We asked what we would pay somebody fresh out of high school who worked at Big-D,” Gallegos said. Interns have earned those same wages ever since.
On January 2, 1957, Gene Fullmer, a scrappy, underdog fighter from West Jordan stunned the boxing world with a 15-round unanimous decision over the legendary Sugar Ray Robinson at New York’s fabled Madison Square Garden. Fullmer captured the world middleweight championship and established himself as one of the best pound-for-pound boxers during the late 50s and early 60s. Since then, the Fullmer name has been synonymous with boxing in Utah, with brothers Gene, Jay, and Don establishing the Fullmer Brothers Boxing Gym in 1978, and offering free boxing instruction and life mentoring to thousands of youths—carrying on a tradition they learned from their trainer, Marv Jenson. Their legacy of community giving will live on in the new Fullmer Legacy Center in South Jordan, a 16,500-SF facility that will serve as a permanent home to the boxing gym—after years of bouncing around to various temporary facilities—along with a museum, snack bar, and gift shop. “The Fullmers are the first family of boxing in the state of Utah—that’s well understood,” said Dave Butterfield, a founding board member of the Fullmer Legacy Foundation. Butterfield served as Chairman of the Board from June 2016 to early 2025 and was influential in helping raise money—nearly $6 million via donations to date, which includes $2 million from the Utah Legislature. Project Driven by Vision to Find a Permanent Home for Fullmer Brothers Gym It was Jay Fullmer who led the charge to teach boxing in the community. By 1978, the Fullmer Brothers Boxing Gym had formally opened at the Butterfield farm chicken coop in South Jordan, recalled Larry Fullmer, Don’s oldest son and the man who spearheaded the efforts for the Fullmer Legacy Center. From there, Larry said the facility moved to Riverton Elementary, an old church house in West Jordan, a sugar factory, a former fire station, and the Salt Lake County Equestrian Park in South Jordan, where it had resided since 2011. When they got word that Salt Lake County planned to transfer ownership of the park to Utah State University, Fullmer knew they needed to find a long-term home for the boxing gym. Fullmer met with Butterfield and Robert Behunin—who at the time was a Vice President with Utah State University—in 2016 and told them he just wanted a “tin shed of our own” for boxing. Behunin countered by saying, “If you want people to donate money, you need something better than a tin shed!” They quickly formed the Fullmer Legacy Foundation (FLF), and by 2018, the wheels were in motion on a building. Doc Murdock, a long-time trainer at the gym, connected Larry with his former roommate at Brigham Young University, Vern Latham, who is a Principal at Salt Lake-based VCBO Architecture. VCBO offered pro-bono services initially while helping FLF put together an RFP, while North Salt-based Gramoll Construction provided value engineering and other services in an effort to get the project launched. Larry expressed sheer gratitude for the contributions of both firms in helping make the project a reality, especially for many generous donations from various foundations and individuals. “[VCBO] believed in us early on and did our first phase of planning at no charge—they have been amazing and so professional to work with,” said Larry. “Gramoll helped us get the budget done as tight as it could be. This project had the absolute tightest budget. We met weekly with architects and the general contractor to see the progress—I’ve never seen such an amazing process. Construction started in November ’23, and every time I would come to the jobsite in the first six months, I’d get emotional.” “We leaned on our relationships with contractors for flooring, ceiling, tiles, donated furniture and got deep discounts and a lot of in-kind donations,” said Phil Haderlie, Principal-in-Charge for VCBO. “To me, the story of this project is the grassroots effort of people seeing the value—this is something that came from their heart. It will have a long-lasting impact on the community.”
The first season is in the books for the Salt Lake Bees in its spectacular new home—the Ballpark at America First Square, the exciting new heart of Downtown Daybreak and certainly one of the premier Triple-A stadiums in the country. "It's a really cool stadium—the field looks so good!" gushed Eric Barton, Project Director for Salt Lake-based Okland Construction, while surveying the spacious 280,000 SF, 6,500-seat (8,000 capacity) ballpark. Barton said his team faced an extremely difficult construction schedule with the mandate the project had to be sufficiently ready for Opening Day 2025 on April 8, less than 18 months after the formal October 20, 2023, groundbreaking. Barton said Okland knew it was going to be a grind, with long hours and tight windows to get various milestones accomplished. "When we bid this to our trade partners, we had them bid it with the expectation of it being six days a week," he said. "We want not only your best guys, but you have to be adaptable to the plan. It was gangbusters from the start.” Up to 300 workers were onsite during peak construction activity, requiring meticulous coordination throughout. Okland even brought in Fred Strasser, a legendary project director who came out of retirement to shepherd the project through. "Fred is the genius behind getting this whole thing done," said Barton. The project was designed by Salt Lake-based HOK, who worked closely with the owner, Sandy-based Larry H. Miller Real Estate (LHMRE) and Miller Sports + Entertainment (MSE) to bring about a project that would add even more buzz to its wildly popular, 4,000-acre master planned Daybreak development in South Jordan, making it a true entertainment destination. The design weaves together best-in-class baseball experiences with year-round public amenities, including a recently opened Megaplex theater, a performing arts center, a large amphitheater, along with retail, restaurants, and apartments, with buildout continuing through 2027. Walking paths and open spaces create natural connections between The Ballpark and the surrounding neighborhood, making the area an iconic community asset and a true sports and entertainment district. Downtown Daybreak is slated to host more than 200 annual events—including the Bees’ 75-game regular season. Supporting this entertainment destination, the venue’s prominent location just off the Mountain View Corridor freeway makes it highly visible to passing traffic while providing easy access. The stadium is also connected to multiple transportation options, easily reached by walking, biking or light rail across the Wasatch Front, and by car from the new freeway corridor. The Ballpark site drops 20 feet from the loading dock to the plaza, managed through terraced spaces that echo the region’s mining heritage. Though the slope stays gentle at under 5%, carefully placed stairs and planters make walking comfortable while honoring the industrial past. The center field main entrance connects to light rail, while a formal plaza at home plate serves as a second entrance, primarily for VIP access. The street design follows Daybreak’s established standards for lighting and tree spacing. Bike racks at the light rail station and plaza make cycling to games convenient. Utah’s Landscape Shapes Design The Wasatch Mountains, visible from every angle of the ballpark, directly influenced the ballpark's design. Throughout the venue, carefully planned viewpoints frame these mountain vistas. The structure resembles this mountainous setting in its form, transitioning from solid brick and concrete at its base to lighter materials—metal and expansive glass—as it ascends. Working with Kansas City-based architectural metal fabricator Zahner, HOK and MSE created a distinctive facade using perforated metal panels that suggest Utah mountain peak silhouettes from Ben Lomond Peak in Weber County to Mt. Nebo, the southernmost and highest mountain in the Wasatch Range of Utah. These panels transform into a glowing display at night, serving as a lantern on The Ballpark’s ‘front porch’ and welcoming visitors. This connection to Utah’s landscape flows throughout the site. Angular planters guide visitors along pathways, while public spaces are arranged in terraces that echo the mountainside. The copper colors and stepped surfaces of the nearby Kennecott Mine inspired the ballpark’s materials and layout. Inside, the decor features warm copper, gold and honey tones, with textured materials that blend the natural landscape with the Salt Lake Bees’ team colors.
Horrocks CEO Bryan Foote (left) shakes hands with Matt Hirst, former President/CEO of CRS Engineering & Survey. Horrocks acquired CRS a year ago in a move that has proven to be a seamless fit for more than 60 CRS employees.
Nathan Goodrich
