Spectrum Executives

Salt Lake-based MEPT firm is confident in its current trajectory; aiming to remain among the biggest and most diverse engineering firms in the Intermountain region.
By Brad Fullmer

As one of the premier multi-disciplinary engineering consulting firms in the Intermountain region, Salt Lake-based Spectrum Engineers has forged a sterling reputation as a company that consistently delivers world-class design on high-profile, supremely challenging projects. 

Founded in October 1982 by Stewart “Skip" Greene as primarily an electrical engineering firm, Spectrum has developed over the years into a full-blown MEPT (mechanical, electrical, plumbing, technology) firm that specializes in a wide array of professional design services, including specialty services such as acoustical, audio-visual, lighting, fire protection, and building commissioning via sister firm Total Building Commissioning. 

As Spectrum Engineers celebrates its 40th anniversary in October, company executives are extremely grateful for the many clients and team members they have been able to work with over the years. These relationships and collective team efforts have helped Spectrum become what it is today. This excellence is manifest by ranking as the top MEP engineering firm in Utah Construction & Design’s Engineering rankings the past four years (2018-21), with annual revenues of $18.9 million, $17.5 million, $23.3 million and $23.7 million.


Following in Father’s Footsteps 

Skip Greene admits to being heavily influenced by his father, Orrin “Chet” Greene, a professional engineer who forged a prominent career primarily as an electrical contractor. Chet founded Salt Lake-based Skyline Electric in 1959 when Greene was eight years old. 

Once Greene graduated from Olympus High and got to the University of Utah, he partnered with his father to provide electrical engineering services for a couple of Chet’s clients, before ultimately buying him out in October 1982.

Greene said Chet’s success with Skyline—it was the third largest electrical contractor at one point in the 1980s—gave him all the confidence he needed in starting his own firm.

“I owe him a lot,” said Green of his father, who passed away at 87 in March 2013. “For life, mentoring me, and his reputation in the community, which opened many future doors.”

“The name ‘Spectrum’ developed from our experience that it was difficult to develop reliable 

processes that successfully integrated information sharing between the engineering disciplines 

of separate firms,” Green explained. “This problem could cause the reworking of the design, 

which could be avoided.” He added that these inefficiencies led to a decrease in quality while 

increasing costs. In addition, engineering firms would outsource specialty design elements, 

which led to various problems with compatibility and synchronization. 

Hence, Spectrum Engineers, Inc. was named as such because Greene envisioned a firm that could offer a full spectrum of disciplines and services.

Greene made it a point to expand Spectrum’s areas of specialization, which began with the 

acquisition of an acoustical firm in the late 1980s followed by nine other firms over the 

next 30 years, including ones that specialized in mechanical engineering, lighting design, and 

structured cabling.



Setting a High Bar

“It all stems from setting a high bar of who we hire to begin with,” said Dave Wesemann, President/CEO. “One of our strengths is having these specialists. We’re not a firm with engineers being a jack of all trades. We were the first to establish specialties as a design discipline and have people who were experts in each of these fields. We like to stay ahead of the curve and set the bar for everybody else.” 

One example of how Spectrum has set the bar is its formation of “Centers of Excellence”— groups of engineers and other team members who focus on one market sector or project type.  Wesemann notes that in the early days of Spectrum, the same engineer would work on all types of projects and would have to re-invent the wheel for every new project.  “By having teams who learn, gain experience, and become experts in a given project type allows us to achieve excellence in the quality and ultimate value that we offer to our clients.”  says Wesemann.  Healthcare and Higher Education are just a few examples of Spectrum’s Centers of Excellence. 

Wesemann referenced building information modeling (BIM) as an another example of the firm’s willingness to embrace new technologies in day-to-day operations. 

“When BIM came out in the early 2000s, we saw the industry afraid to jump into Revit,” said Wesemann. “We took a different approach and said ‘Let’s spend time and money on Revit and get really good at it.' As a result, we were way ahead of the game regarding Revit, to the point where AutoDesk (manufacturer) would invite Spectrum’s BIM people to offer suggestions with its software development.”

In addition to specialization, Greene figured out the key to keeping the best talent required them being rewarded based on their production. This was implemented by offering new employees the same opportunities as veteran employees, with compensation tied directly to production.

By the early 1990s, Greene felt the firm’s processes were giving it a competitive edge in the industry which resulted in attracting prime talent and increasing market share. Greene admitted that seeing employees succeed individually—which resulted in a stronger, more collaborative firm—was his greatest joy. 

“The most satisfying aspect of my career was watching people achieve success they never dreamed was possible,” he said. “I really believe people are more capable of being able to do things than they understand for themselves—they underestimate themselves. It doesn’t mean they have to be an entrepreneur—part of the system we developed is giving people the ability to be good at what they’re good at.”

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Spectrum Engineers is renowned for its design versatility on dozens of high-profile projects, including the Utah State Correctional Facility (USCF, page 32), Oquirrh Park Speed Skating Oval in Kearns, Intermountain Medical Center in Murray (bottom left) and the Spencer J. Quinney College of Law at the University of Utah.  On the billion-dollar USCF project, the firm showcased its overall chops by designing electrical, AV/IT, acoustics and fire protection systems (all photos courtesy Spectrum).

Inflection Point

Given the firm’s success over the years, it may be easy to relax, but that isn’t the attitude at Spectrum. Staying "humble and hungry" and becoming the best firm they can be for the next 40 years is at the heart of their goals, while maintaining a focus on their core values: Accountability, Client Care, and Teamwork (ACT).

“Our vision at Spectrum is to be the trusted team of choice,” said RoLynne Hendricks, Principal and Chief Strategy Officer who joined the firm in 2020 to lead its strategy, marketing and business development efforts, having been recruited by President/CEO Dave Wesemann, partly based on her experience in the architectural industry.

Ambitious growth “is part of our vision—I am passionate about helping Spectrum grow strategically. We’re taking this group of amazing people, building on the foundation of the first 40 years, and setting the stage for our next growth phase. And it’s exciting!”

Wesemann, who was named President in 2016 and President/CEO in 2021 when Greene, formally retired, said the firm was proud to be ranked in ENR’s Top 100 MEP firms list for over 5  years, which quickly spurred internal discussions of what Spectrum can become before he retires. 

“We want to replicate our high-performance business model in other locations,” said Wesemann. “We have an Arizona office (Tempe), and we’re looking at other markets as well. Significant growth will take geographic expansion. At the same time, we will never lose sight of our current markets. We give them the service of a large firm but with a small firm feel, with principal involvement on projects.”

“The emphasis on an entrepreneurial culture that is built here is unique—it’s heavily performance-based,” said Chris Kobayashi, Principal and nine-year Spectrum veteran who was named Chief Operating Officer (COO) on July 1, and who represents the next wave of young leaders at the firm. Kobayashi believes the entrepreneurial culture is a key factor in the firm setting ambitious goals for the future, as it spurs employees to work as hard as they can to achieve top-shelf results. “You get what you put in—there is not a ceiling,” he said. 

“In the last couple of years, we have been setting goals and taking steps to really elevate our employees,” added Ryan Boogaard, Principal Mechanical Engineer and representative of the mechanical group. “We have been investing in tools and people that will help us better serve our clients and be a more successful company.”


Next Generation of Leaders 

Wesemann, who started at Spectrum in 1990, said he joined the firm in part because of its business model. He liked the idea of “being rewarded based on performance and hard work—it really rang true for me.” 

Wesemann said he learned many great lessons from Greene, including “do it right—no excuses,” he said. “Doing it right is usually not the easiest, fastest or cheapest way to do things, but in the end, doing it right is best and helps you sleep at night. I grasped onto that. If you do make a mistake, make it right. We all make mistakes. There were others who helped mentor me along, but most of what I learned came from Skip.”

Wesemann was named President in 2016 and then assumed the role of CEO gradually over a three-year period beginning in 2018. 

“[Greene] was gracious enough to make it a three-year transition where he would mentor me on what you have to do as a CEO,” said Wesemann. “It gave us time to plan for (his retirement). We’ll always miss Skip. He created this and is the main reason for its success today.”

Hiring Hendricks to replace long-time Marketing Director Jackie McGill, who retired in 2019 after 22 years with the firm, was a strategic move by Wesemann that he said has been essential to the firm’s mindset moving forward. She worked at VCBO from 1998-2008, then as a partner at a CPA/business advisory firm in Idaho for ten years before getting a call from Wesemann about returning to Utah’s A/E/C industry. 

“It’s about getting better every day and being strategic in our growth,” said Hendricks.“It’s about getting everyone gathered around the idea that together we can do incredible things. People are the core of everything we do […] it’s exciting when you see people coming together and having those ‘a-ha’ moments.”

Spectrum currently has 140 employees, 40 of which have ownership stakes. Executives like Wesemann, Kobayashi, and Gerald Nelson, Principal and VP of Technology, are intent on bringing in significant new talent. 

“I’m really excited about developing people and seeing these younger engineers grow—it’s something I want to be a part of,” Kobayashi said. “It’s important to ask what we can be. We’ve set plans in place and so far, this first year we’re exceeding our target of this intentional growth.”

“What’s exciting is the people we have, especially the young people,” said Nelson, who joined the firm January 1991 right after Wesemann. “My days are numbered, but we have some sharp people in their 30s and 40s.” He mentioned Sarah Rollins, Principal and Acoustician, and Jonathan Arnold, Principal and Communications Distribution Designer, as examples of young talent overseeing acoustics and structured cabling. 

Committing to high quality work, developing relationships, serving clients, and positively impacting their communities—the company is focused on people. In the end, it is relationships with people – in the company, in the industry, and in the community - that has the Spectrum team looking forward with excitement and optimism for the next 40 years.


Mid-Valley Performing Arts Center in Taylorsville highlights the firm’s theatre expertise (photo by Endeavour Architectural Photography).

Q&A with Nathan Goodrich

By UC&D • August 1, 2025
Nathan Goodrich

100 Years & Five Generations

By Brad Fullmer • August 1, 2025
Paul founded Paulsen Construction in 1925 after immigrating from Norway 16 years prior. Sprague Library in Sugar House was originally built by Paul, and then restored nearly 100 years later, led by current President John Paulsen.

State of Industry; State of Progress

By Utah C&D • August 1, 2025
West Valley City Veteran’s Memorial Expansion Owner: West Valley City Architect: EDA Architects GC: Okland Construction Estimated Completion Date: September 2025

Showroom Showstopper

By Taylor Larsen • August 1, 2025
Commercial office is not dead. The market is alive and well, according to the design pros at HB Workplaces team. Their new office and showroom in Draper, and what it has done for employees and clients, is a case in point. All it took was a change in scenery. Transitioning from the B'Nai Israel Temple, built in 1890, to a new space was a welcome change for the team. "I just remember working between 2015 and 2020, and it was just," Keilian Meyer trailed off as he described the former office, a historic religious building converted into an office and showroom in 1987. Minimal natural lighting, rooms and layouts misaligned for team needs—their space wasn't bringing out anyone's best work. Meyer, Marketing Director for HB Workplaces, said going to work didn't engender a sense of engagement. "It was kind of punch in and punch out." But everything coalesced with their move. "The timing aligned perfectly," Meyer said of the June 2024 move and their rebrand from the year before from Henriksen/Butler to HB Workplaces. Dual Purposes Come to Life It aligned with every real estate broker's favorite word: location. Planting the HB Workplaces flag in the award-winning Baltic Pointe made perfect sense, especially with its epicenter locale between the booming economies of Salt Lake and Utah counties. HB Workplaces CEO Dave Colling summed it all up succinctly: "Our new headquarters is not just another building; it's a statement of our appreciation and stewardship of design, built upon decades-long heritage of our own, along with MillerKnoll, underscoring our commitment to excellence." The mass timber ceilings in HB Workplaces' first-floor office in Baltic Pointe—the first of their kind for a commercial building in Utah—are part of that commitment. Everything seems warmer, healthier, and better under the all-lumber ceiling. "We've always been drawn to inspiring architecture, and the natural warmth and intentionality of this structure made it a natural fit," said Meyer. HB Workplaces sought to make their mass timber home a showpiece for the beautiful and wide-ranging possibilities of today's commercial interiors, serving as an office for the HB Workplaces team and a showroom for interior designers and architects looking to envision their next project. That dual nature comes through perfectly across the space, with the showroom piece especially highlighted in the "Living Room" and its 382 SF of mid-century modern glory. The unforgettable Eames Lounge chair catches the eye, but closer inspection reveals some nods to the B'Nai Israel Temple's stained glass windows and other homages to the deep histories of the Herman Miller and Knoll brands. The room's mid-century-style lounge chairs, couches, ottomans, and side tables—all MillerKnoll line, of course—combine with gentle lighting to create the perfect spot for hosting. Brit Badger, HB Workplaces' VP of Client Development, explained how the Living Room is ideal for getting to know their design partners and clients, especially for a first meeting. "It's not all the same seating everywhere, like it would be at a conference room," she explained of how the varied seating choices—the Nelson Coconut Lounge Chair is often first dibs—help to create a relaxed and comfortable environment. "It's cool to see who chooses what. It's a fun way to start."

ASCE 2025 Report Card For Utah

By Brad Fullmer • August 1, 2025
Bragging about a “C+” might seem gauche, but Utah is one of only four states to earn that high a grade, according to the May 28 release by the Utah Section of the American Society of Civil Engineers (ASCE) of the 2025 Report Card for Utah’s Infrastructure. The cumulative “C+” for the Beehive State is the highest mark ever given by ASCE to any individual state—the report card itself spans 12 categories of infrastructure and is virtually unchanged from 2020 (ASCE issues report cards every four years). Utah's grade is also one step higher than the national infrastructure average grade of “C” in the ASCE 2025 Report Card for America’s Infrastructure, which dropped in March. Roads (B+) and Bridges (B) remain the stars of the class, as the Utah Department of Transportation (UDOT) continues to receive consistent state funding in furthering its aggressive program of building new projects to meet ongoing demand, while diligently maintaining existing infrastructure. “Our transit and transportation are doing fabulous," said Anna Lisonbee, President of ASCE Utah and an Engineer-in-Training at South Jordan-based Hansen, Allen & Luce. “UDOT and UTA are lauded as some of the most efficient [organizations] nationwide, so we’re doing very well in that category.” Aviation infrastructure was the only category to see a grade increase—somewhat predictable given the sheer amount of capital investment made over the past decade at Salt Lake International Airport, Provo Airport, and other regional airports statewide. Three categories—bridges, s tormwater, and transit—saw grade decreases. The remaining eight categories held steady from 2020. "Utah is one of the fastest-growing states in the country, and state leaders have taken steps to ensure the reliability of infrastructure systems as more people move here to enjoy Utah's thriving communities, amazing outdoors, and high quality of life," said Craig Friant, Utah Civil Practice Lead for South Jordan-based Wilson & Company and Chair of the 2025 Report Card for Utah's Infrastructure. Utah grades per category: Roads: B+ Bridges: B Drinking Water, Solid Waste, Transit: B- Aviation, Dams, Hazardous Waste: C+ Stormwater, Wastewater: C Canals: D+ Levees: D-

Toward The Promised Land

By Taylor Larsen • August 1, 2025
"What gets you out of Egypt doesn't take you to the promised land." The quote, as I first heard it, came from Ron Dunn, Founder of Salt Lake structural engineering firm Dunn Associates. While he was talking about the differences between founding and growing a company, the same principle holds true in developing a robust transportation infrastructure. In other words: "What got us here will not take us there." What has taken us here has been development dedicated to personal vehicles and last-mile freight—a stellar network of roads and highways from massive investments in horizontal construction. But what will get us "there" to the promised land? What will bring us to a future where Utahns can have the freedom to move without a car? Unified Plan for a Connected Utah? We'll certainly wander in the West Desert without a plan. Lucky us, we have hundreds of agreed-upon proposals across metropolitan planning organizations, cities and towns, counties, and even the Utah Department of Transportation. The Beehive State's guiding document toward long-term transportation plans, whether for cars or not, is found in the Utah Unified Transportation Plan, also known as the Unified Plan. The visionary document aims to prioritize funding across multiple transportation options and give residents choices, ranging from personal vehicles to mass transit and active transportation. Residents and metropolitan planning organizations across the state have added their input to further unify the state's trajectory. Key in Utah's Unified Plan, as documented, is analyzing and ultimately determining how transportation projects in Utah should be funded between 2023 - 2050. With projected needs across that timeline estimated at $153 billion in today's dollars, current revenue sources generating just under a projected $95 billion, and future revenue streams projected to generate just over $18 billion, we're going to be short. But where is that money going? Most often, it's funding roads. According to the Unified Plan, transportation needs from road capacity, maintenance, preservation, and operations project at a whopping $110 billion between 2023 - 2050, with a $29 billion funding gap in revenue. Funding future mass transit capacity ($14.8 billion) and operations ($19.8 billion) over the next 25 years costs a fraction of the projected costs for roads and highways. It's an apples-to-oranges comparison, admittedly, as massive funding for highways and freeways has created so much, but where do state priorities lead? Budget at a Glance Utah continues to tread the asphalt and concrete highway to prioritize highway funding. UDOT's FY2026 funding document shows $2.5 billion in funding. Estimated Transportation Investment Fund (TIF) expenditures, primarily used for improving or optimizing capacity, are projected at $1.2 billion. Within the TIF, Class B & Class C Roads, county roads and city streets, respectively, will receive $261 million, Highway Systems Construction $205 million, and Operations/Maintenance $254 million. It makes sense when $883 million in projected revenue for FY2026 comes from user-based fees, permits, and gas tax revenues (set to be 40 cents per gallon in 2026). On the other hand, UDOT-funded mass transit receives a bulk of its budget from the above-mentioned Transportation Investment Fund—35% of the index fuel tax sales tax goes into the Transit Transportation Investment Fund. For FY2026, transit and commuter rail projects will receive $103 million. John Gleason, UDOT's Sr. Public Information Officer, said there is a major shift happening within UDOT over the last decade-plus to give some "gas" to other forms of transportation. "All transportation is important to us. For every project we undertake, we are looking at the different components across all modes—cars, transit, bikes, trails," Gleason said. "We need to keep an eye on how the entire transportation system can function across the state." The words and shift in priorities are welcome, but what "Keeps Utah Moving", will not be more highway lanes or highway construction that receives the lion's share of transportation funding. Utah highways, like those in so many other states, are the victims of induced demand. The phenomenon is a matter of economics. For vehicle transportation, each lane added, highway developed, or road widened helps to expand capacity on these newly modified transportation corridors. However, expanding capacity does not mean solving traffic concerns. While capacity expands, more people are "induced" to use these freshly expanded corridors, lanes fill back to capacity, and commutes return to their sluggish nature. This never-ending quest to meet our transportation needs is set to play out again on I-15. UDOT is set to add another lane on I-15 from Farmington to Salt Lake, and do so at a multi-billion-dollar price tag. Surely this lane will be "The One" that fixes the traffic problem on Utah's busiest transit corridor? Utah may still be adjusting to roundabouts, but will we ever get out of this circle?

Limitless Sky

By Brad Fullmer • August 1, 2025
Standing atop the now-tallest building in Utah—the dynamic 451-foot, 680,000-SF Astra Tower in downtown Salt Lake City—Lance Shields was succinct in describing the otherworldly, 360-degree views available from the 41st-floor rooftop patio. “Pretty amazing, isn’t it?” mused Shields, a Principal with Salt Lake-based HKS Architects and one of a half-dozen architects on HKS’ team who contributed to the design of Astra Tower, which features 377 total units, two levels of penthouse suites, and more than 40,000-SF of top-shelf amenity space. Peering southeast to majestic views of the Wasatch Mountains, Shields referenced the striking cantilever structure gracing the building’s southeast corner—a concession that preserved the breathtaking view by eliminating what would have been a structural column. Adding this approximately $2 million change to the bottom line only further illustrated the owner’s desire for a world-class luxury apartment tower. “The uninterrupted views of the valley are really breathtaking at the top floor and is the one thing that visitors I have taken through the project consistently comment on as the best experience they have had,” said Shields, adding that it would have been easy to justify a column in that corner. “I have to hand it to the vision of our team and the owner to see the value of the views and taking steps to preserve it.” Indeed, Boston-headquartered Kensington Investment Company (KIC) had been eyeing the Salt Lake market since 2017, ready to make a splash. In 2018, it purchased the site once home to Carl’s Jr. and hired HKS in 2019 to get the ball rolling on the design side. The pandemic forced KIC to pause its timeline, with construction formally kicking off in January 2022, led by Salt Lake-based Jacobsen Construction. “We were taking an enormous risk and writing a massive check while making sure we had as many people with experience on our team as we practically could,” said Ed Lewis, CEO of KIC. “We asked ourselves if Salt Lake City was ready for this kind of product—with no [like-building comparisons] to look to—while making the project financially successful. Putting together the capital stack with no comps in the state, and ensuring the team knew what they were doing, was challenging.” Engagement with the community was a priority from the start, said Shane Rensmon, President of Real Estate Development for KIC, as was finding local A/E/C firms with the moxie to take on a unique hybrid design-build project of this magnitude, a delivery method “not common in Salt Lake City, but common across major markets,” he said. “Ownership wanted to utilize local consultants and vendors as much as possible to get the community involved and engaged with the project, which presented new challenges in designing and constructing Astra Tower,” said Rensmon. “We leveraged [KIC’s] skills and experiences to help guide the design and construction teams on issues that they have not seen before or had little to no experience in.” Hotel-like Vibe with Unmatched Amenities Emir Tursic is no stranger to massive projects, having cut his teeth in the hospitality realm as a draftsman-turned-project architect for HKS on Block A of the enormous $10 billion MGM City Center project in Las Vegas from 2007-2008, which included the 61-story, 600,000-SF Aria Hotel. “It was a project I grew up very quickly with,” recalled Tursic, Office Director for HKS’ Salt Lake office, who ended up managing part of the project before it ended. “After this, I could go to the moon and not be scared of anything.” Even amidst the challenges for Tursic and his team, Astra Tower proved to be one of the most exciting, generational opportunities in the realm of world-class residential high-rise design that—ho-hum—also sets a record as the state’s tallest-ever building. “We wanted to create a sustainable urban community that focuses on wellness and sustainability,” said Tursic. “Sustainability is not just about energy and carbon footprint, it’s also [about] health and wellness and the environment. We have this huge amenity program—40,000 SF of indoor and outdoor amenities space focused on physical and mental health.” Tursic said dispersing major amenities across three building levels was a key functional design consideration. Level 8 kicks things off with an expansive club lounge that includes a demonstration kitchen and entertainment area, a state-of-the-art fitness center where views overlook Gallivan Plaza, a remote office space with a conference room and meeting rooms, and what Tursic calls “The bonus space”—an expansive 10,000 SF outdoor urban park. “Instead of a roof on top of the eight-story parking structure, we created a space with an outdoor lawn, hammocks, fire pits, grills—it’s a great social space for Astra’s residential community,” he said. Level 23 includes the outdoor pool and indoor spa, highlighted by a wellness center, steam room, sauna, recovery spas, treatment rooms, and private locker rooms. The pool deck overlook offers excellent views of the Oquirrh Mountains to the west. Level 41 tops the amenity spaces—literally—with an outdoor kitchen, entertainment area, and a spacious outdoor viewing deck that looks down on Salt Lake’s adjacent tallest buildings. “We wanted to provide a variety of experiences,” said Tursic. “The 41st floor is meant for quiet and solitude.” ROAM Interior Design of Los Angeles provided interior design on every level. "With Astra Tower, we set out to design interiors that reflect both the soul and natural beauty of Utah, infused with the energy of modern city living," said Deanne Teeter, Design Director at ROAM. “Every amenity—from the tranquil spa on the 23rd floor to the rooftop lounge with panoramic views—is intentionally crafted to foster wellness through biophilic connection and a true sense of home in the sky." “Astra Tower was purposefully designed to exemplify KIC's commitment to o perating market-leading apartment buildings, featuring state-of-the-art amenities and an unwavering dedication to service excellence,” said Joe Bird, Vice President of Real Estate Development for KIC. “This intentional design ensures an unparalleled living experience, blending sophisticated facilities with exceptional resident-focused service to set a new standard for urban residential excellence in Utah.”

One for the Ages

By Brad Fullmer • August 1, 2025
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)

Community First

By Taylor Larsen • August 1, 2025
First. Best. Leader. These are some of the many positive ways people described the late Marshall White, the civic hero and namesake of Ogden's past and future community centers. Marshall White is remembered as the first black police officer in Utah killed in the line of duty after being fatally shot in 1963. Equally important was his dedication to other causes outside of police work: the loving father of seven children; veteran and military doctor who helped establish a clinic at Hill Air Force Base post-WWII; youth mentor who partnered with the Elk's Club to establish the Wall Avenue Recreation Center; President of the Ogden chapter of the National Association for the Advancement of Colored People. Marshall White embodied community, and the original Marshall White Community Center, constructed five years after he died in 1968, was its physical manifestation. The building became a safe haven for youth, especially those with darker skin and different ethnicities from those of Utah "pioneer" ancestry, to learn to swim, take art classes, and participate in sports. But as time passed, the building fell into disrepair as Ogden's population shrank from the 1970s through the 1980s. Structural issues in the building appeared before a crack in the pool grew into a metaphorical chasm as COVID and its effects further disconnected society. Ogden needed champions who would follow in White's footsteps to bring people together, and create a space that would continue his community-building legacy. New Center; Relit Community Beacon Salt Lake-based VCBO was hired in 2020 to evaluate the old facility and propose future alternatives. It began, as VCBO Principal Brent Tippets described, "to replace a failing pool and building. […] It quickly became apparent that this community revolved around the Marshall N. White Community Center as both a gathering space and a historical icon for all minorities and people of humble circumstances." "Budget is always a challenge, but perhaps meeting all the affected parties' expectations was more so," said Tippets. "What was originally a pool and gymnasium replacement became a versatile destination with a plethora of participation options. He and the VCBO team worked with an Ogden City-appointed steering committee of passionate residents who provided valuable input on the importance and utilization of recreation and community spaces. "The Mayor, City Council, and City administration were committed to funding the project at the required level to achieve the grander vision for the facility," said Tippets. The Ogden City Council initially set aside $18 million and later increased the budget to $32 million for a new, 68,900-SF community building, doubling the size of the previous structure. Construction Challenges But challenges arose as soon as excavation commenced. Construction teams led by Vernal-based BHI encountered a dark, organic-looking soil that was previously undiscovered in geotechnical test borings. The surprise soil raised immediate concerns due to its lack of stability and reliability in compaction. BHI's history as an industrial contractor, where safety and lightning-fast communication are treasured, escalated the soil problems immediately. They collaborated and aligned with ownership, geotechnical engineers, and designers amidst evolving conditions to create a plan. Instead of utilizing native soils as initially planned, excavation teams removed the unsuitable material and imported structural fill from Ogden and nearby Plain City to meet compaction and bearing requirements, all while maintaining oh-so-important project momentum. "Working with Ogden City involved a different set of communication and coordination protocols than our typical projects," said BHI Superintendent Scot Marrot. "There was a greater emphasis on public transparency and adherence to specific city regulations. However, it was incredibly fulfilling to collaborate with the city officials who were passionate about providing a valuable resource for their community. The partnership fostered a strong sense of shared purpose and pride in the final outcome."

Daybreak: Then and Now

By Taylor Larsen • August 1, 2025
Thoughtful consideration on Oquirrh Lake transformed the initial idea for the water feature into a community and ecological asset. The 67-acre lake weaves around the 130-acre recreation space, residential area, and wildlife habitat. (Main rendering and photo pictured courtesy LHM)