View from 30,000 Feet

Utah-native Scott Parson, President of CRH Americas Materials, shares his unique perspective and passion about construction and building materials solutions. 
By Brad Fullmer

Scott Parson's steady, almost methodical climb up the corporate ladder in the world of construction materials hit a new rung in January 2023, when the 55-year-old Utah native was named President of CRH Americas Materials.  


CRH is a leading provider of building materials solutions and the largest building materials company in North America. CRH Americas Materials had 28,000-plus employees and annual revenues of over $14 billion in 2022. With operations in 44 states and six Canadian provinces, it's a lot of geography to traverse and a lot of people to be responsible for.  It’s a responsibility Parson takes personally, especially with regard to employees’ safety and health.   


It's not much of a stretch to say Parson was born for this job, considering he comes from Beehive State construction materials roots as a grandson of Jack B. Parson Sr., who founded Ogden-based Jack B. Parson Companies (JBP) in 1952 and set the tone of the company as a driven, customer-focused businessman.


Although he never worked directly with his grandfather, Parson learned the ropes via his father, Jack B. Parson Jr., who was in his own right a savvy, forward-thinking businessman, and older brother John, who also forged a stellar career at CRH.  
Parson’s first job at age 13 was working in the Brigham City shop where he gained a deep appreciation for the hard work needed for the business to grow and thrive. After graduating high school in 1986, he served a two-year LDS mission in Tokyo (1987-89), before returning to earn a Bachelor's degree from Brigham Young University in 1991 and a Master of Business Administration from the University of Chicago Booth School of Business in 1993. 

His first professional role at JBP was VP of Human Resources and Marketing from 1993-2002. Three years into that nine-year stint, the family made the tough decision to sell the business to CRH. It was just a year after CRH acquired Staker Paving & Construction, a long-time rival of JBP. 

The companies operated separately before merging in 2001 and being rebranded as Staker Parson Companies (now Staker Parson Materials and Construction). Over the next nine years, Parson displayed sound leadership in two different roles—General Manager of JBP (2002-06) and President of Staker Parson Companies (2006-10). In 2010 he was tasked to lead CRH’s Mountain West Division and later the West Division encompassing operations across the Western U.S.  

At each stop, Parson and his team grew the business while helping establish a rock-solid company culture. Last October, he was offered a position to lead CRH Americas Materials, taking the helm in January.   

As if his day job isn't demanding enough, Parson is also serving as 2023 Chairman of the Associated General Contractors (AGC) of Utah, following in the footsteps of his grandfather (Jack Sr. served in 1971) and father (Jack Jr. served in 1993) and continuing the firm's long history of support and participation within the venerable association.   

Other industry and community roles have included chairing the following boards: National Ready Mixed Concrete Association; Salt Lake Chamber; Ready Mixed Concrete Research and Education Foundation; Weber State University Parson Construction Management Program; Utah State Parks.

UC&D: This year marks 30 years for you in a full-time role in the construction industry, first at Jack B. Parson, then Staker Parson Companies, and now CRH. Was it a given that you would end up working for the family company, or did you contemplate a career outside the construction industry?

 

Parson: Growing up in a family business, I was encouraged to learn about the company but was never pressured. Seeing the sense of accomplishment and pride my dad, brother and other employees showed was inspiring. The only other career I briefly explored was international business related to Japan (he served an LDS mission to Tokyo from 1987-89). I worked one summer as an intern at a Japanese insurance company in Tokyo and decided that building and construction were more fulfilling and a better career path for me. 

 

UC&D: You have steadily moved up the corporate ladder with consistent promotions to key positions that allowed you to gradually develop your interpersonal communication and leadership skills. You are now President of Americas Materials at CRH, a leading provider of building materials solutions and the largest building materials company in North America. What is your role like now, how has it changed?

 

Parson: With each new job came additional responsibilities, new things to learn, people to work with, and challenges to turn into opportunities. I learned critical lessons in each role and early on came to understand that the best way to prepare for the next promotion is to perform well in your current job. Right now, in leading Americas Materials, my focus centers on our team’s safety and capabilities, commercial and operational performance, and growth of the business.

 

With each career step, vision, strategy and culture became more and more important. Some of the most impactful lessons I learned from my dad and brother are the importance of choosing great people, trusting and empowering them. This approach has been the secret to our success before – and after – joining CRH. We’ve worked hard to create a culture where driven people can win by connecting with and delivering great quality and service to our customers.

 

UC&D: You’ve said before that CRH and Jack B. Parson Companies are, at their roots, very similar companies.

 

Parson: If I go way back and look at the culture of the Jack B. Parson family business, we were an entrepreneurial enterprise. And we still are. We were and are contractors and suppliers to contractors. We build real things for real people. There’s deep satisfaction in making that kind of lasting impact. We also build people and provide a place for people to build careers. Many of our current leaders joined us as interns or in entry level positions. They’ve stayed with us, and we’ve grown and prospered together.

 

UC&D: Three years into your career, JBP was acquired by CRH in 1996, giving the Irish-headquartered  company two sizeable materials companies in the western U.S. It must have been an interesting time for you professionally; what do you recall about it?

 

Parson:  As far as a I know (Staker Paving and Jack B. Parson) had never worked together on a project—we were fierce competitors when we found ourselves part of the same family. We operated separately until 2001, when we merged and formed Staker Parson Companies. We did that to drive efficiency and more effective management practices. We actually flipped a coin to determine which name would go first. You can probably guess who lost.

 

What was really appealing to us about selling to CRH was their model. They were building a federation of independent companies in the construction materials space. They had a well-established record, and we met with a number of owners that were still with CRH, that had sold their companies in the prior decade and still had meaningful roles. It had been great for their employees. There were very few CRH corporate people. There was never a concern that they would come in and tell us how to run the business. As soon as we joined, they invited us to participate in their best practice meetings where we shared and borrowed ideas and practices that made us better.

  • Slide title

    Parson oversees CRH Americas Materials, the largest vertically integrated materials company in North America with more than 28,000

    employees and annual revenues over $12 billion—with operations in 44 U.S. states and two Canadian provinces. (photos courtesy CRH)

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  • Slide title

    Parson oversees CRH Americas Materials, the largest vertically integrated materials company in North America with more than 28,000

    employees and annual revenues over $12 billion—with operations in 44 U.S. states and two Canadian provinces. (photos courtesy CRH)

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UC&D: I would imagine it’s quite daunting to carry the responsibility you have. When did you feel like you had the requisite professional skills and temperament to be an effective leader for a company of this size?

 

Parson: I’m learning every day. I am naturally a curious person and have been throughout my career—I’m curious about people, the projects we’re building, how new technologies are impacting the industry, and the industry itself. Curiosity and an ambition to learn have served me well. It’s a huge responsibility to lead our team and my biggest concern is that they each return home safe every day. I take that responsibility very seriously. You develop experiences along the way. Prior to being tapped for this role, I was leading the largest geography within Americas Materials. I loved working with and leading our West Team and would have been happy to continue doing that. Circumstances changed, a leader was needed, and I was honored to be asked.

 

UC&D: You come from a family of successful, talented businessmen; what did you learn from each of them?

 

Parson: I never had the opportunity to work with my grandpa. What he was known for was ambition and grit. You think about the time he built this business, from the 50s through the 70s. There was a lot of opportunity and he was a classic entrepreneur. From my dad, I learned the importance of putting people first, and entrusting and empowering others. I also learned a lot from John—we 've worked closely together the whole 30 years. He is an exceptional leader and is very performance minded. For him, it's about beating whatever target you set out, whether it's how you bid a project, efficiency or metrics. It's always striving to do better tomorrow than we did today, and to balance that with celebrating the wins along the way with positive reinforcement.

 

UC&D: You have an interesting perspective on construction activity throughout the U.S. Utah's overall economy and activity within the commercial construction market has been red-hot in recent years. How do you view the Utah/Intermountain region looking ahead 18-24 months?

 

Parson: I'm very optimistic about the economy in Utah and the west. I think we have really good fundamentals. We have a good workforce, which makes us an attractive place for business to expand and we generally have a business-friendly environment.  That same sentiment is true for much of the U.S. where we have operations. We are also beginning to see opportunities from growing federal and state infrastructure investments. The Chips & Science Act is also driving mega projects like chip plants, data centers, and demand for construction of new facilities. While we've had a lull in housing the last 12 months—and that will likely continue until rates start to fall—the undersupply of housing means that need is going to have to be met. Our business is well structured in terms of our exposure to the infrastructure, non-residential and residential sectors, and we're able to flex effectively and take advantage of opportunities in our markets.

 

UC&D: What do you like most about your job versus 20 years ago when you were GM of Jack B. Parson Ready Mix?  

 

Parson: I like the expanded scope in terms of the geographies. I'm always inspired when I meet a new team and hear the story and the history of a local company—the pride, the expertise, the passion they have is inspiring. I enjoy meeting people across North America that work in our business. I leave every time impressed with their commitment and talent. The construction industry tends to attract people who are at their heart builders. We want to make a difference; we want to leave a legacy. We can see what our teams have done at the end of every day, whether you're producing material or building a project. That's inspiring to be part of. CRH 's purpose statement is: We stand together to reinvent the way our world is built. It’s awesome to be part of living that purpose.


  • Slide title

    Parson attended the New York Stock Exchange in NYC September 25

    as CRH moved its primary stock listing from London to New York.

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  • Slide title

    CRH’s first two major acquisitions in the Western U.S. were Staker Paving in 1995 and Jack B. Parson

    Company in 1996, which led to the creation of Staker Parson Construction & Materials in 2001.

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  • Slide title

    CRH’s first two major acquisitions in the Western U.S. were Staker Paving in 1995 and Jack B. Parson

    Company in 1996, which led to the creation of Staker Parson Construction & Materials in 2001.

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UC&D: What are your top three concerns for the construction industry as we head into the final quarter of 2023?

 

Parson: The shortage of skilled employees is my top concern. Second would be regulation that could negatively impact the pace of project development. Third is making sure we have sustainable funding and investment for the projects we build and supply. 

 

UC&D: What is going on with the "greening" of ready-mix concrete?

 

Parson: A few years ago, we developed a (concrete) mix specifically for a client in Oregon. The owner had approached us on designing a greener concrete mix, and to accomplish this it takes collaboration between cement producers, admixture suppliers, ready-mix producers, the engineer, and the owner. From those efforts, we developed an effective mix and have supplied 75,000 yards. It is something they can utilize in their projects across the country. This is a great example of understanding and helping a customer solve their challenge with a more sustainable solution. We are going to see more and more of that in the future.   

 

UC&D: You're 55, which gives you a solid decade to write your final career chapter before riding off into the sunset. How are you feeling right now?

 

Parson: Well, it's rude of you to call it a final chapter! (laughs) I am blessed with a great family, a career that is fulfilling and a life that I really enjoy. I’m not in any rush to change things too much and am committed to our company and the industry. At some point, I’d like to serve on a few corporate boards and maybe teach at a business school. I also look forward to one day having the luxury of more time to provide meaningful service with my wife along with mastering the finer points of fly-fishing (hopefully in some exotic spots around the globe). 

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)