Quarter 2 2021 | Issue No. 49 Contents:     George’s Message        Aircraft Paint Complex        EA-18 Maintenance Hangar      Hurricane Florence       Mariner Skills Training Center        Corinaso Power Plant        Puerto Rico          CAANG Relocation          It’s All About People

Message from George

Many people in RQ and associated with RQ may not know that everything we do is for a reason, and that includes projects we pursue. It may not “feel” that way, but a lot of thought goes into the projects we pursue. A recent win that might look random is the job we won in Ponce, Puerto Rico. We have had tremendous success at GTMO building a program from ground up, planting the RQ flag, and developing a small “dynasty” at GTMO. That, on its own, is a story I have written about before. But when it comes to marketing, you build on your successes. We ask: If logistics and shipping are a strength and competitive advantage at GTMO, could those same things not give us a competitive edge elsewhere? And the same line of questioning can be applied to other competitive advantages in different contexts.

On the flip side, we must also ask and weigh the risks of new clients, new jurisdictions, etc. Would it make sense to do private sector work in Puerto Rico, even with certain advantages like logistics and shipping? Probably not. The great thing about our markets in the Federal World is, to a large degree, the rules are the same and that reduces our risk. We know those rules and our company is largely geared around those rules.

When we learned that a huge amount of federal work is planned for Puerto Rico, and we just happen to be in the Coast Guard Puerto Rico MACC (with AECOM), our interest lit up. One of RQ’s criteria for market expansion is to always walk before we run. That is why, when a job came out in the MACC that was on the smaller size, we jumped on it and bid it competitively after asking all the right questions. And we recently just won it.

The strategy was to win a small job and test the waters. We have accomplished the first part of that by winning it. Before we even went after the job, we had several advanced managers who volunteered to move to PR which sets us up nicely to accomplish the execution side of testing the waters. I hope I am painting the picture of discipline clear enough. Decisions for market expansion, no matter how shiny and exciting they appear, are not made impulsively.

As we execute at Ponce, I fully expect we will build an organization in Puerto Rico, just as we did at GTMO (with some of the same people). Without that expectation there is really not a good reason to go after work there to begin with. There are multiple billions of dollars of work at Puerto Rico. We are just getting started, but I already know the team is committed to making it a roaring success. Like everything, we will continue to evaluate, but the expectation is to go do what we set out to do, making Puerto Rico a new RQ success story.

Have we always been this disciplined entering new markets? Probably not. Do I still “scare” people talking about new markets? Probably. But understanding the thought process that goes into decision-making for pursuing projects should encourage us all. Even more so, knowing that each pursuit is strategically Go-No Go’d based on our mission gives us reason to cheer for all our jobs, whether they land in a territory we live in or not. They all support us and our mission. Sometimes that strategy tied to our mission isn’t readily apparent; however, it is always there. New and expanding markets are exciting, but what lies beneath them is a lot of strategy and discipline which gives us “Confident Excitement” (not just excitement). Read this edition of The Flywheel and be filled with Confident Excitement.

George H. Rogers, III


P1022 Aircraft Paint Complex

Resume! Growing markets a lot of times really means growing market share. In order for us to do that in the DoD market space, that means growing our resume so that we can bid on future opportunities and have “like projects” to highlight and use as past experience. Case in point: P1022 Aircraft Paint Complex.

The P1022 Aircraft Paint Complex at NB Coronado is not your typical hangar, meant to store and maintain aircraft. Rather, this project provides a new paint and corrosion control complex to supplement the existing, congested complex from the 1970s and is the first of its kind on RQ’s resume. Once complete, the high bay facility will accommodate five different aircraft types and will feature multiple paint bays, a corrosion control bay, and a plastic media blast cell, which will provide the removal of aviation coatings using plastic media. Other interesting aspects of this project include paint mixing rooms, an exhaust plenum for air filtration, trench drains to collect hazardous waste, and PPE changing areas.

Along with increasing the diversity of facility types in our portfolio, this project also helps us expand our relationships within the subcontractor community: such unique project requirements call for specialty team members who can provide the necessary expertise. Our team consulted with a paint/spray booth company during the bidding process and have now subcontracted to firms who specialize in the design and fabrication of paint and plastic media blast booths. This P1022 project broadens our resources and capabilities while simultaneously keeping us strong in San Diego. We’re now in the paint booth design and construction business!

EA-18G Maintenance Hangar at NAS Whidbey Island

RQ is also growing our resume and capabilities in the Pacific Northwest. The EA-18G Maintenance Hangar at NAS Whidbey Island will provide facilities for two EA-18G expeditionary squadrons VAQ-143/144 that do not have available hangar and support facilities on station. The 50,946 sf Type 1 EA-18G maintenance hangar will house 4 EA-18G fighter jets.

This will be our first project we’ve installed an Aqueous Film Forming Foam (AFFF) detection, release, and containment system. This fire suppression and detection system is installed in the hangar bay, all the equipment is in the AFFF room (like a mechanical room), and the containment part is all at the exterior, with an underground vault/lift station and above-ground containment tanks.

The scope of work also includes a 4,660 sf Armament Storage building for storage of EA-18G pylons and bomb racks and a 32,000 sf Mobile Maintenance Facility (MMF) storage pad for storage of 72 MMF. Private owned vehicles parking was expanded to accommodate 215 vehicles and existing Building 115 was demolished. We’re tracking completion of this project in August of this year.

Family News:

Sydney Wilson welcomed 6lb, 8oz Archer Dean Wilson on March 20th. Congratulations, Sydney!

Troy Brandt celebrated his 10-year anniversary with RQ and received our commemorative bat. Thank you for your dedicated years of service!

Grand Old Camp Lejeune Meets Hurricane Florence:

The Rest of the Story

The early morning of September 14, 2018 was just another day for most of us, but in Coastal Carolina, it was a different story. The temperature was 79 degrees, but the rain was coming down in driven sheets and the wind was testing the steel of every buil ding and of everybody trying to live through the fury of Hurricane Florence. 59 people lost their lives in North Carolina because of that devastating stormy morning. And the devastation didn’t stop there. Homes and stores and offices and power lines and on and on were damaged, some beyond repair, on that September morning. The total damage just in North Carolina was estimated at $22 billion.

One of the hardest hit areas was Camp Lejeune, the gem of the Marines on the East Coast. More than anything else before it, the storm showed how vulnerable most of the old and outdated structures on base really were. Because of that awakening, Congress approved a total of $3.6 billion to demolish, repair, and newly construct buildings with stricter requirements that would withstand whatever nature could throw at the grand old base.

The Department of Defense used a good chunk of that money for immediate, urgent repairs and fixes. But then, in the fall of 2020, they awarded $1.73 billion to tear down, restore, remodel, and build anew much of the base and its infrastructure. This came in the form of 7 packages.

RQ bid on 3 of those packages, numbers 2, 3, and 6. We won all 3. In addition, we were awarded the HIMARS project and Building 201, not part of the packages but also adding to the build-up of the base. All these projects are planned to be totally completed (in stages) over the next 5 years. On April 22, 2021 our CEO, George Rogers, was there at Camp Lejeune for the groundbreaking ceremony, one groundbreaking to represent all the work going on. Just to brag a little bit, RQ was the only General Contractor represented at the groundbreaking. At a breakfast prior to the groundbreaking, U.S. Navy Capt. Miguel Dieguez, assistant chief of staff for Facilities and Environment, MCIEAST-MCB Camp Lejeune, described what lies ahead for the bases. “Over the next five years, you will see construction on an epic scale. It’s going to be a pretty exciting place to be.” RQ is going to be front and center of something epic!

See the map below for a breakdown of all the Hurricane Florence projects RQ was originally awarded at Camp Lejeune, totaling $382.04 Million for 792,773 sq ft of design and construction.

Talk about a resume builder! Not only does this work represent a whole host of project types, it also represents the ability to do a large program of work at the same time. Whereas we often will not credit in pursuits for being able to show we perform on 10 projects simultaneously, which is the same in size and scope as this package work, this package work absolutely gives us credit for that which makes it easier to win future programs of work.

Beyond DoD resume building, all this North Carolina work also builds up other forms of resume that are incredibly exciting to RQ.

Self-Perform: There were several significant strategies in going after this work, much of which we can’t talk about, but one of the more significant steps of innovation for us in the States was that we decided to grow our self-performance work capabilities. Learning from some of the challenges on previous jobs at Camp Lejeune, and having refined self-perform capabilities at GTMO for several years, there were a few areas of self-perform that just made sense. Here’s a snapshot of what self-perform will look like at Camp Lejeune on this book of work:

  1. All excavation and surveying
  2. Concrete: footings, rebar, slab on grade, and ICF wall construction
  3. Wrapping and waterproofing the buildings
  4. Windows installation
  5. Door installation, including all the hardware
  6. Drywalling the buildings

As of this writing, we have 13 full time employees working to make self-perform successful and profitable, with more than 20 employees anticipated total. Many of these employees have taken extensive training to be declared Master installers, which not only makes them better, but also enhances the warranty the manufacturers are willing to give.

PARTNERS+: In addition to self-perform capabilities, part of our strategy also included establishing a PARTNERS+ type of relationship with our MEP teammates. Through better aligning incentives and project goals, PARTNERS+ allows for better integrating the technical knowledge and experience of our construction team during the design efforts which typically pays huge dividends for the project. For example, our Mechanical design consultant is sharing the 3D model with our Mechanical subcontractor and their supply chain. This has led to improved coordination, less negative iteration of the design, and cost savings as better technical details work their way into the design earlier. Incidentally, that will translate into a better product for our client. By eliminating waste and problems, and through maximizing project flow, it means greater profits for the whole team. Not only so, but it will make us that much stronger a force as a collective team going after future work!

Summary Outcomes…

This article is a bit longer, but so is the nature of all this work. To capture all the market (and capability) drivers coming out of all this, let’s just summarize what we’re doing and what we will get from it:

  1. RQ is embarking on projects that include 27 buildings, demolition, repairs, rebuilds and remodels, but mostly new construction.
  2. This will increase the overall size of projects we can pursue with confidence in the future… Can anyone say China Lake?
  3. We will be able to pursue projects that include many more multiple facilities in a single contract than what we have been considered for in the past.
  4. We will be able to bolster our teaming with both internal and external Design.
  5. We will be able to learn even more about self-perform and be able to better evaluate the best use and locations for other potential self-perform work throughout the company.
  6. We are already experiencing cost savings along with more efficient working relations between Design, MEP consultants, subcontractors, and our field teams.
  7. Self-perform alone is projected to save us a lot of money which can be invested back into the company to develop even more markets and capabilities!

Not a bad list! More so than the Captain even realized… EPIC!

Mariner Skills Training Center

RQ was awarded our first Early Construction Involvement (ECI) contract for the Mariner Skills Training Center project at NS Norfolk, VA. This contract, which consisted of the preconstruction phase of the 121,865-SF building, provided us the opportunity to partner in a One Team collaborative project delivery process with the Government, A/E Design Team, and the respective User Groups, and to offer sound advice from day one regarding how to achieve best value in the work being accomplished, including necessary actions to minimize cost and risk, control schedule, exchange alternative ideas, prevent problems, and effectively manage budget.

The preconstruction services included review and evaluation of the design documents for constructability and value engineering; cost estimates and development of system budgets; risk management reviews and workshops; identification of any problems or errors in the design and design documentation; consultation during construction document production and assistance in defining construction document packages and construction phasing; construction document development and schedule development; preliminary project schedule development; and, development of subcontractor and supplier interest. RQ was an active voice and partner in the project from the early Design Development phase to completion of Final Design, working alongside NAVFAC and the project DOR to help inform and influence the best value design decisions for the project. Our preconstruction team, key subcontractors, and cost estimators provided highly interactive page turn reviews at major milestones that yielded value-based, realistic decisions by the build team that were integrated into the final construction documents.

The ECI phase concluded in July of 2020 upon issue of the contract modification to begin construction, which we also were awarded. The building is a new, two-story steel concentrically braced/moment frame building which accommodates office, administration, and training spaces, along with a high-bay area for several large bridge trainers. Bridge trainer areas will simulate conditions from the bridge of a ship with the purpose of training a limited number of personnel at one time. The structure is configured with a steel platform that creates a walkway to each trainer and requires a minimum 26-ft ceiling clear height. Trainer areas are within a one-story high-bay portion of the building with a mezzanine level supporting the bridge trainer spaces.

Michelson Lab Wings 2-5

Michelson Laboratory Repair Wings 2-5 is expanding our market in a variety of ways, particularly due to the complex nature of the job. This project is RQ’s return to China Lake after 8 years, this time as Prime Contractor and Designer of Record. Our purpose is significant: to renovate and provide the adaptive reuse of Michelson Lab facilities that were devasted by the July 4th (and subsequent) Ridgecrest earthquakes of 2019. The facility was first completed in the 1940s and has undergone several alterations since, adding to its complexity.

This project is one of three separate contracts to repair Michelson Lab, Building 00005. The facility is made up of Wings 1-7 and the main building, commonly referred to as Wing 8. This contract specifically focuses on Wings 2-5, their corresponding basements, and the building’s two-story central spine, while the main building and Wings 6-7 have been solicited as their own contract (also recently awarded to RQ!), and the repair of Wing 1 is already in progress.

The unique scope and program areas on this project are a welcome addition to RQ’s resume. The Michelson Lab focuses on the research and development of the Naval Weapons Center at China Lake, providing the advanced Research, Development, Test, and Evaluation (RDT&E) of weapons for Department of the Navy. The facility conducts both day-to-day operations as well as secure RDT&E activities.

Of unique importance is its cutting-edge weapons testing technologies, advanced prototype machining in support of developmental projects, and various specialized laboratories including industrial, chemistry, and environmental. RQ is proud to provide our expertise in both design and construction to deliver the repairs of this very important NAVFAC Southwest facility.

Corinaso Point Power Plant

The construction of the Corinaso Point Power Plant represents words like “new” and “first” in a whole bunch of ways. The challenge of the job is impressive. The complexity of building a combined cycle power plant based on liquid natural gas (LNG) in Guantanamo Bay has few peers. That’s right. Few peers. Reading through the technical specs it is impossible not to start thinking through all the maritime logistics involved; the need of a whole host of experts in each field; the production requirements to accomplish 8,000 high-tech welds; to erect sophisticated turbines and combustion engines, heat recovery systems, closed cooling systems, cooling systems that use sea water as refrigerant, and an extensive network of electronic and telecommunication devices governing all the equipment through distributed brains called PCCs. That run-on sentence was probably complicated enough by itself to lose you, and yet that is what we are building. Imagine a network of pipelines that has to be erected with watch-like precision. Imagine that all of these have to be laid on complex foundations constructed to the highest standards and procedures as the mainstay for the steel and equipment, disregarding high winds, massive rain pours, high temperature, and humidity gradients. Cool project! Technically a hot project…but cool all the same!

The Corinaso Point Power Plant will supply power to the Navy base through an $829M Energy Saving Performance Contract (ESPC) task order between Siemens Government Technologies (SGT) and NAVFAC Southeast, the largest project of this type with the Navy at the moment. In an ESPC project, Siemens funds the construction and is responsible for the design, build, and operation for 20 years, after which the ownership is transferred to the US Navy. The Navy will provide the savings collected over the 20-year performance period to Siemens to cover the installation costs and profit. The project also includes the design and construction of two supporting facilities: a 20” Seawater Intake line with its intake head situated 250’ out into the bay with a landside collection basin and pumping system, and an Administration and Warehouse building that will be mission control for the Power Plant – both facilities are Design-Build by RQ’s Design team.

This task order will bring upgrades to existing energy systems and provide new and more efficient supply of energy to the base. The Power Plant will be able to supply 20MW of electricity to the base grid, fueled by LNG that will be shipped and stored in a tank field adjacent to the Power Plant. It is greener energy than burning liquid fuels like diesel/fuel oil as it minimizes the generation of toxic sulfur and nitroxides emissions. Also, it reduces greenhouse gas emissions by more than 20%, but overall it maximizes the efficiency, bringing it beyond 60% thanks to its combined cycle.

The combined cycle is conceptually simple. It uses a turbine similar to the ones used in an airplane that burns LNG to provide the turn in the shaft. This turbine rotates the shaft that produces electricity through an electric generator. Then, the high-temperature exhaust gases of the turbine are injected at high pressure into a heat recovery system. This is a heat transfer system in which the high temperature of the gases is used to boil water producing steam (closed water system that uses demineralized water). The steam is then injected into a steam turbine that rotates its shaft to produce electricity through another electric generator. The remaining steam is still too hot and has to be cooled down in an air-cooled condenser that uses sea water as refrigerant. Then, it is injected back into the heat recovery system to boil again. See the diagram to the left of the basic operation of the plant.

The RQ GTMO team has matched the impressiveness of the project itself. We are proud of our team for we have the best for the job: engineers, superintendents, builders, craft, and managers. Nearly all of the RQ GTMO team has lent a hand to this project. That’s a whole lot of people who have chipped in to help get this thing built, and it has taken every ounce of skill, determination, and effort every single day from this awesome team to keep pushing the project to the end!

The Corinaso Point Power Plant project is a first in many ways.

  • It is the first time RQ has teamed up with Siemens Energy on a project, an international company that has more stringent standards than the government just to be considered for work.
  • It is the first time RQ has self-performed a large-scale industrial power project.
  • It is the first time RQ has used Insulated Concrete Forms (ICF) in a design-build building (Admin Building).
  • It is the first time an Energy Savings Performance Contract of this size and type has been undertaken by Siemens and the Navy.
  • It is possibly the first Power Plant ever to be self-performed in as many aspects.
  • It is the first time we have needed specialized equipment coming from all over the world: Germany, the Czech Republic, Spain, etc. The world has come to GTMO!
  • And of course, it is the very first Power Plant RQ has ever built.

The firsts have already led to some seconds. Since this job, RQ has already looked at building another power job elsewhere. Since this job we have utilized ICF into some of our North Carolina work. Proven market and capability expansion!

Click the images below to enlarge.

General layout of project at Corinaso Point.

Scope of project.

Diagram of basic operation of the plant.

Puerto Rico – Expanding our Resume

A couple of years ago, our journey to another island in the Caribbean began when we set our eyes on expanding our resume and expertise farther afield from GTMO. About 570 miles east of GTMO lies the island of Puerto Rico. We have learned quite a lot since winning our first award, Pier Charlie, at GTMO back in 2013. With all those lessons learned under our belts at GTMO, our team began looking at how they could build on our experience and success we’ve experienced at GTMO (still in the federal market) to other geographic areas. We looked at doing work at Andros Island, but upcoming projects were in a program of work we were not a part of. We looked at doing some work at the U.S. Virgin Islands (perhaps for the National Guard, or parks), but as we researched further we found that Puerto Rico would allow us more opportunity down the road.

One project that was of particular interest to us was the one located in Ponce, Puerto Rico on the southern side of the island about 2 hours southwest of San Juan, the capital. That $15M project was in a program of work that we could access, the U.S. Coast Guard MACC. It was a project we thought could allow us to learn about Puerto Rico, learn what we can adapt from our lessons learned at GTMO, and what we needed to do differently there. In a few ways we wondered whether this new project could become the new “Pier Charlie” of Puerto Rico. And soon, (SPOILER ALERT – we won the project in June 2021) we’ll get to find out the answer to this question. But before we get to the project award, there was a whole lot of research that went into figuring out how to work in Puerto Rico.

From the pursuit process, which involved sending an advance team to spend a few days on the island to visit the potential jobsite and engage suppliers and subcontractors on the island, to figuring out local taxation laws, to determining our insurance policy needs, to figuring out the logistics of sending equipment and materials, etc. back and forth to/from the island, to determining what the local subcontracting and labor community is like in PR, as well as hiring several new, management level team members from PR (even before we won the award), it has truly been a team effort across multiple departments and functions at RQ, as well as outside RQ (through consultants and other firms) to make this win possible.

And that joint team effort has resulted in our first ever award in Puerto Rico to rebuild facilities of the Resident Inspection Office (RIO) of the U.S. Coast Guard. This $15.4M project is somewhat unique and different than other federal projects we have built, besides its geographic location. The existing building, located in Ponce, was severely damaged by earthquake and hurricane force winds in the last couple of years, so much so that it isn’t currently in use. Part of our job is to demolish the existing structure, repair its seismic integrity sustained from earthquake impacts, and build a new Operations Control Facility and Boat Storage Bay. There is a sister project working alongside ours and that contractor will be building a boat ramp that will allow a boat to pull right up into the Boat Storage Bay we’re building. The location for the project is on a very small footprint of waterfront property, surrounded on land by a park on one side and businesses on the other. Think of this location as a somewhat small, two-story embassy, but one that regularly floods because of its location. In fact, the first floor of the building is expected to be submersed under water on a semi-regular basis so it must be designed to function under water, with no finishes that can get wet. Meanwhile, the second story of the building functions as more of the brains of Operations Control.

Part of our strategy for executing this project (extracted from our experience at GTMO), includes the use of self-perform in several trades – insulated concrete forms (ICF), some concrete, windows, steel studs, and drywall. In addition, we are using PARTNERS+ relationships with EIG for electrical and Cadence for mechanical and plumbing trade expertise. Our aim is to combine local resources from Puerto Rico, as well as U.S. resources, familiar with Department of Defense work, to successfully execute this project and hopefully build a long-term footprint in Puerto Rico. Looking forward to all the adventures that lie ahead – ones we have already anticipated and ones we’ll navigate through this project.

129th RQW CAANG Relocation at Moffett Federal Airfield

The $89M CAANG Relocation project presented multiple areas of growth for RQ, including growing our project resume, our client base, geographical region, and contract type. This was our first project at Moffett Federal Airfield and the project itself was unique in that it utilized a Facilities Exchange Agreement (FEA) between Google and the government. Google, under its wholly owned subsidiary Planetary Ventures, successfully negotiated a FEA with NASA whereby the parties agreed to both temporarily and permanently relocate the 129th CAANG to allow Google to have beneficial occupancy of certain parcels of land in truly remarkable example of public and private partnership. The exchange agreement and project and stakeholder network is highly complex and the work was conducted on an active airfield. This project also demonstrated some ECI work – a 90 day Value Engineering phase to bring design / constructability review prior to being awarded the construction contract, which resulted in cost savings exceeding $1M.

The project is unique in that the facilities were designed and constructed in conformance to federal standards including the Unified Facility Criteria, AT/FP, and sustainability, under the Air National Guard design excellence and installation design guide criteria while being contracted to a private client (Google). The coordination and integration of the team has been tremendous, with a balance of commercial and federal insight to deliver a solution that meets a wide and divergent set of stakeholder design and construction needs.

This project includes five primary elements of work including demolition, comprehensive sitework, and new construction of a 42,000-SF Squadron Operations and Air Terminal building, 30,000-SF Jet Engine Maintenance building, and 10,000-SF Pararescue Equipment Ready Storage. The two-story Squadron Operations and Air Terminal building features program areas to support base operations, rescue squad operations, air crew performance, standard medical evaluation, PAX terminal operations, cargo operations, command and control, vault, and administration, and includes an antenna tower.

The new Aircraft Engine Inspection and Maintenance Shop serves a critical role in the continued operations and support functions for the 129th RQW CAANG. The facility includes a 10,000 SF Jet Engine Shop, 3,200 SF Avionics ECM storage and vault area, 700 SF tool room, SIPR and COMSEC safe storage, and shipping and receiving areas. This wing includes office areas for the avionics flight chiefs and ECM, CNAV, GACS and MACXS Chiefs. A large 1,000 SF break room and 1,300 SF conference, training, and multipurpose room are flanked by ample office spaces.

The Pararescue Equipment Ready Storage Building features aluminum louvers and framing for insulated metal wall panels, overhead rolling doors, and painted coating on tilt-up concrete panels with an EPDM roof system. This project was completed in January of this year.

It’s All About People!

By: Eric Taylor

Jim Collins wrote: “A culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.” I should quote that again so you can take it in because it is profound. “A culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.” To apply that to this edition of The Flywheel, whether it is about what it takes to go after a project… or expand into a new market… or grow a capability… it only happens from disciplined PEOPLE. It’s true. We are only as good as our people, and that’s you!

Package work in North Carolina requires a whole lot of disciplined coordination – the coordination is only as good as the numerous coordinators we’ve got. Power plant work takes very disciplined, technical labor – the technical ability of our labor being 100% contingent on the technical ability of our people. The difference between Puerto Rico sounding like a bad idea and sounding like a good idea has everything to do with the people involved “who engage in disciplined thought and who then take disciplined action.” It’s all about our people, from start to finish.

It’s for this reason that my excitement with all the market growth really is excitement with how good our staff is which allows us to go for this work, win this work, design and construct this work. I’ve had a pet peeve for several years of getting project pictures with no people in them. A hangar project is cool. A paint booth job is really interesting. But what made those projects what they are were the people involved in bringing them to life. And that means you!

I look forward to going to Puerto Rico to see our Coast Guard work in Ponce. But I look more forward to getting a tour from the team making it happen and hearing their stories of the job. I can’t wait for my first trip out to China Lake to hear all the challenges overcome and how the team did it because how could a job of that magnitude not be fraught with challenges needing to be overcome?! I can’t wait to head back to North Carolina and see the ICF fully erected. But I look more forward to hearing about the custom home plans I know some of our guys are planning utilizing ICF because they made it work and saw all its advantages. Growing our markets is exciting because of what it means at the heart of it all… our people are growing! Our people are winning! And that means you! Start taking project pictures with the team in them – you guys are driving RQ to new heights!


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