True Grit

For half a century Gerber Construction has forged a reputation of getting the job done—while taking on some of the most challenging heavy-civil construction projects one could imagine. 
By: Brad Fullmer

Founded by brothers (left to right: Scott Gerber, Max Gerber, and Preston Gerber) in 1974, Gerber Construction has grown from doing residential work to taking on some of the toughest heavy civil projects in Utah. 

Firmly into its third generation of leadership, Lehi-based Gerber Construction has long hung its hat as a heavy/civil contractor on a reputation of taking on some of the dirtiest, nastiest, most challenging construction projects one could imagine.


"One of our niches is we excel at some of the most difficult projects that other people just don't want to be involved with," said Jason Woffinden, President of Gerber Construction since 2019 and a nephew of the founders. "Projects that are challenging, dirty, you have to get in and work hard. That's where Gerber excels."


As the company celebrates its 50th Anniversary this year, Woffinden and current employees have been taking time to look back at the roots of the company, and the Gerber family members that founded and ran it for decades before turning it over the next generation.

"The founders got it to a really great place and we're trying to take it to the next level," said Woffinden. 

 

Father's Can-Do Attitude Set the Tone 

Gerber Construction was founded in 1974 by Preston Gerber, who brought along brothers Max, and then Scott, creating a formidable trio whose various skill sets and personalities worked well together.


The Gerber family, headed by parents Clinton and Ruby Gerber, was raised in Wellington in hardscrabble Carbon County. Clinton worked a variety of jobs to make ends meet and feed his family of nine children, including working in the mines, ranching, farming, and construction. The family moved to Lehi in the late 1950s, in part because he didn't want any of six sons (or three daughters) working in the coal mines.


"In Carbon County, if you had a problem you couldn't figure out, you'd call Clinton; he'll figure it out," recalled Preston, who turned 82 in August, about his father's work ethic and can-do attitude. "Us kids are a lot that same way."


Preston spent 15 years working in construction, with time at heavy/highway contractors, general builders, and a supply company, before striking out and founding Gerber Construction after an encounter with a boss who treated him poorly in front of a client. Initially, pickings were slim, but they landed enough work to keep going.


"Back in the mid-70s there wasn't a lot of work, we did whatever I could find," said Preston, "Reed Workman gave me jobs, and I learned the long process of being more efficient than the next guy. We did hard jobs, ones that maybe other people didn't want to do, or couldn't do—that was a big reason for a lot of our success. If we had a job, we made sure to finish it on time or before. If you leave an unsatisfied customer, you'll lose them. Make sure things are done according to the agreement, or better." 


Preston was the ringleader who landed jobs, Max ran the books/administration tasks, Scott made sure projects got done right and on time. It was a near ideal relationship. They worked long, hard hours, burning the candle at both ends to keep the fledgling business alive.


"Preston was the visionary; Max was more business-minded, the finance guy; Scott was the lead superintendent, and he was assigned to all the tough projects," said Woffinden. "In the early days they were all out together building the projects, and then at night doing whatever else needed to be done behind the scenes, whether it was Scott fixing a truck in the garage or Preston going out of town to bid another project."


The first five years the firm did a lot of residential concrete work, but by 1979 they had moved out of single-family housing and into the public sector, bidding on more complex public works projects. Scott bought in as a full-time partner in 1977.


"The best move we made was getting out of residential and doing public works projects," said Max, 81. "Public works funding is always there. Preston was good at sizing up a job and knowing where to start. He wasn't afraid to bid a tough job."


Sometimes, that meant working consecutive shifts on different projects. Max recalled pouring concrete on one job and having Preston show up at 11:00 am announcing "cancel the rest of your pours; we have a warehouse floor to pour right now" on a second job.


"We got to the warehouse by noon and didn't get off it until (10:00 pm)," Max laughed. "Preston sometimes was a little more aggressive than he should have been, but that develops an attitude that you can do anything."


As the company grew, Preston eased his way out of field work so he could pursue business development work and land jobs, Max kept the office humming, and Scott kept the workforce in line and on point.


"We all knew our parts; we have complete faith in each other," said Scott, 68, who retired December 31 last year after nearly 50 full years. "Preston had a nose for money jobs. A money job is the job with the most potential for disaster. The harder it is to do, the bigger the reward. He'd go out of his way to find them, and he'd stick me on them. It took some time to adjust to the technical jobs and also working in the elements. We worked year-round—there were no winters off."

The company gradually grew its portfolio and expanded its capabilities to construct water projects, bridges, and other heavy/civil structure work. They were willing to take on projects of all sizes and scopes, not just the massive, behemoth jobs.


"We figured out that you can make more [profit] off three $5 million jobs than one $20 million job," said Preston. "It suited us to get in, get the job done, and get out. If you have a bad job, you've got a two-year hurt."


He praised his brothers for their ability to do their jobs at a consistently high level, which also led to greater profitability.


"We would not have been as successful if Max hadn't managed the money," said Preston. "I can make the money, but I spend the money. Max accounts for everything and he's really good at it."



He added that Scott "can take complicated things and make them simple" and can "find solutions that would take weeks, and have it solved overnight."

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Building Up Employees Key to a Stable Company

The Gerbers took great satisfaction in the people they hired, trained, and developed over the years. They were conscious about helping steer people along, realizing that the type of construction they did required a tougher-than-normal work mentality. Often times, workers had to be coached up, encouraged, and genuinely praised for their efforts.


"If you give them a reason to get up in the morning, you give them a job with dignity, you'll get more years out of that person and he can support his family and make money, it's not just a gift to him," said Preston. "Scott was really good about bringing people up. Scott will take less qualified people and fewer of them and make the company more money on a job."


"I always had the youngest crew," said Scott. "I was the end of the line—you either sink or swim on my jobs. I've taken a lot of young men who had problems and found out who they were. When it's all said and done, it's what you taught other people; I wished I'd known that sooner. But I still have guys calling me for advice—that always makes you feel like you accomplished something."


Woffinden proved his worth in the field starting in high school during summer, then full-time after a two-year church mission to Scotland from 1988-1990. Woffinden long revered the Gerber work ethic and penchant for hard jobs, and eagerly accepted working difficult projects as well.


One such job occurred in the mid-90s at a soda ash mine outside Little America, Wyoming, he recalled. While the cozy confines of the famed Little America Hotel—excellent food and the hotel's signature gold or blue shag carpeted rooms—were a welcome respite to workers after a tough day on the job, being tasked with adding a 40-ft-long concrete shaft with a flume at the end to an existing 200-ft.-plus mineshaft offered untold challenges, compounded by brutally-cold weather.


"It was 25-below zero in January and they were drilling the shaft as we're forming [concrete]," Woffinden said. "When they punched through, the temperature of the air coming out of the ground was much warmer—you could see this column of mist from miles away. We had to wear rain gear in there, it was so wet. They're mining [soda ash], a white powder that gets in the mist...you'd go outside and it would just freeze on you. It was a tough, nasty job."


In addition to Woffinden, two other family members have more than 60 combined years at the company: Preston's son, Brandon Gerber is a General Superintendent with 36 years of experience; Max's son, Lance Gerber, is a Superintendent with 28 years at Gerber. Preston said he's proud to have family members in key roles. He's long been impressed with Jason's leadership and passion to grow the company and continue the Gerber legacy.


"He's always had a fire in him," said Preston about Woffinden. "It takes a good combination of people to have a successful company. If you're cutthroat about it, it's the wrong way of doing things. If one of your guys is in trouble, you step up and take care of it, make sure he has what he needs. I'm proud of Brandon and Max is proud of Lance—they're doing responsible work. Gerber Construction has been a support for a lot of people and families and we're proud of that."

 

Consciously Taking the Firm to the Next Level

A fourth Gerber brother, Allen, also spent 20-plus years at the firm, including a dozen years as top executive, before Woffinden took over in 2018. He said he realized several years before being named President that "if we're going to continue to progress [the firm] we have to develop our structure, our processes, and our systems better, and get the right people in the right positions. We have to be more intentional on the markets we're going to work in, and we need to be more goal oriented."


So difficult changes were made, processes are continuously tweaked and improved upon, and new technologies/techniques are implemented regularly—all in the name of building a stronger company. Woffinden is highly motivated to keep the ship moving forward another 50 years. Giving others an opportunity to buy into the firm as shareholders is also critical to future growth and success, he said.


"We're more united as an ownership group about the direction we're going," said Woffinden. "We have more trust in department leaders, we rely on executives to make good decisions so we can expand the ability of more people. I only have so much capacity, so the biggest challenge is finding qualified personnel to do the job. That has been overwhelmingly difficult."


In the last five years, Gerber has grown from 130 to 180 employees, an average of 10 people annually—no small feat with today's labor pool challenges. In June, the firm finished a renovation/expansion of its 20-year-old headquarters in Lehi, adding a more open layout to the office with modern design elements and optimal functionality—including more offices, conference rooms, training rooms, and a sizeable breakroom.


To maintain a strong employee base, Woffinden said leaders are expected to mentor and help retain personnel.


"Our retention piece is equally shared among executives, supers, and foremen," he said. It's about building good relationships." The firm shuts down twice a year for conferences in the summer and winter, and they have a 14-week, in-house training program for crew leaders.


"Our mission statement is to be a company of choice, while still maintaining our core values and principles," he said.


Woffinden is proud to lead a firm with such a strong reputation and grateful for what he learned over the years from the Gerber brothers.


"The founders, the way they were raised, I idolize that," he said of his uncles. "They were forced to do things that were tremendously difficult. They had to make a go of things on their own. When Preston started the business, he had the mentality of 'you don't give up, you don't quit'."


Woffinden said many jobs required 90-hour weeks at times, depending on a project's schedule and how much more needed to be done.


"In the early years, whatever it took is whatever it took to get a job done," he said. "You had to be part of the project, buy into it [...] work nights and weekends. We went out of town a lot. Our motto at one time was 'We travel for hard projects'."



"I'm definitely motivated to grow the company and provide opportunities for our employees," he added. "The market is there—somebody is going to do it, why not us? We have the teams to do it. That motivates me and excites me. I'm all about constant improvement."

 

Notable Gerber Projects

Project Name                                   Location                    Year    Cost

Nutrient Removal (BNR Basins)         Salt Lake City             Active $123 M

Silver Creek WRF Expansion             Park City                     2019   $43 M

SR-270/900 South Connector            Salt Lake City              2018   $4 M

Green River Tusher Project                Green River                2016   $6 M

Echo Dam Spillway                             Weber Canyon            2014   $9 M

Murdock Canal Trail & Expansion      Utah County               2014   $12 M

CWP North Shore Reservoir              Saratoga Springs        2014   $16 M

Central Utah Upper Diamond Fork    Spanish Fork              2004   $4.9 M

Olmstead Flowline Reach A               Provo Canyon             2004   $2.2 M

I-80 Bridge Rehab Parley's to I-15     Salt Lake City              2001   $4 M

 

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)