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https://www.bizjournals.com/portland/news/2026/02/02/smart-growth-connect-communities-central-oregon.html Case in point, Skanska's aviation specialists who are at work on the 80,000 SF concourse expansion and terminal renovation at Redmond Municipal Airport have been involved in major airport expansions and renovations around the country including Portland International Airport, LaGuardia, Hartsfield-Jackson Atlanta International Airport, San Francisco International Airport and more. Whether airports, healthcare facilities or any other projects, clients here seek resilient systems designed with regional resource availability in mind. They rely on high-functioning, adaptable facilities that support long-term growth, ensure durability, minimize maintenance, and provide the security of a trusted partner always ready to support them whenever and however they need. From the outset of a project, we empower design partners and clients with informed decisions on systems and materials that optimize operational efficiency, customer experience, quality, and cost-efficiency so projects deliver long-term value for everyone - clients, the community and the environment. The use of mass timber exemplifies this approach. We were among the first to introduce mass timber with the Bend Parks and Recreation facility and have expanded to a hybrid mass-timber-and-steel structure for St. Charles' new Cancer Center, a mass timber roof for the Redmond Airport terminal expansion, and a three-story mass timber medical clinic for Mosaic Community Health. Our national and global expertise on historic modernizations has also helped with local civic projects. Skanska transformed the historic 1920s Redmond Union High School into a modern city hall, preserving the building's character while meeting today's infrastructure and energy-efficiency needs. The project renovation included restoring original windows, preserving the masonry and plaster aesthetics while modernizing systems to allow for city government use such as programmable lighting, upgraded AV systems for council chambers, and high-efficiency heating and cooling. The result is a contemporary civic space that honors Redmond's history and will serve our neighbors for generations to come. Central Oregon has a deep connection to its natural environment. When we're able to build in a way that advances community sustainability goals like low embodied carbon, superior indoor air quality for enhanced well-being, regional sourcing for resilient supply chains, and trusted local expertise in installation and ongoing support, then we know we're delivering the kind of work we can be proud of. ________ https://www.bisnow.com/national/news/data-center/data-center-risks-rattling-some-insurance-providers-132080 The renovation of LaGuardia Airport in New York City, for instance, was just $5.5B. _________________ https://www.hok.com/news/2025-07/hok-qa-stephen-weinryb-on-technical-excellence/ How HOK's first global technical chair is elevating building performance, quality and collaboration across the firm's 1,700-person practice. Stephen?Weinryb, FAIA, LEED AP, grew up learning to draft in Brooklyn Technical High School classrooms and now oversees technical rigor for HOK worldwide. In recent years, he has helped realize complex projects such as LaGuardia Airport's Terminal?B, the NewYork-Presbyterian DaviHKoch Center and the University at Buffalo Jacobs School of Medicine and Biomedical Sciences. In March, he became HOK's first technical chair, formalizing years of guidance on standards, training and project troubleshooting. Based in New York, he also serves as technical principal for the firm's Northeast studios. In this conversation, Weinryb explains why disciplined building science underpins every design move - and what it will take to stay ahead in an era of AI and robotics.How do you define technical excellence, and why is it essential for great design? Weinryb: Technical excellence is really about being able to execute a design so it meets the client's goals, stays true to the design vision and satisfies all the physical requirements of the building. A technically excellent building must be constructible. It can't leak, it must perform as intended and it must stay on budget. Without technical excellence, even the most beautiful design falls short. You can't write the Great American Novel if you don't know grammar and vocabulary. It's the same with architecture. You can't design a great building if you don't know how materials function and how they go together in a system. Physics rules. Constraints fuel creativity. Our job is to master both. What priorities have you set as technical chair to embed consistent best practices across the firm? My first goal is ensuring we operate as one cohesive HOK, and not a collection of separate offices. We've elevated mandatory technical training to raise the technical baseline across every studio. We're enhancing our model authoring techniques so our BIM deliverables can increasingly serve as usable information that clients depend on. One day these may become contractual deliverables. Even if our models never become deliverables, these improved modeling efforts will improve efficiency and produce better-coordinated deliverables. And more importantly, we're insisting on early involvement of our technical leaders in the design process starting at the concept stage. The project architect, project manager and project designer are all equal partners in executing the design. The role of the technical leader isn't to dictate, but to be one of those partners at the table, helping the team succeed together. Which emerging tools will most enhance technical rigor in the next five years? Digital tools are getting more powerful and will help us work faster. But they only help if you already understand how buildings go together. Take checklists. They're great if you know what you're looking at, but they don't make you an expert. Similarly, our digital tools can be a huge help, but they don't replace the expertise that designers need to understand how materials and systems work together.Can you point to a moment when building science advances changed project delivery - and what's next? There's no single "eureka" moment. Innovations in building science tend to emerge gradually as data is accumulated and ideas are refined over time through testing, iteration and experience. Though our digital tools keep getting better, construction is still done by people with screw guns and taping knives. But if you look back five years later, you'll see how far we've come in moving the profession forward. Looking ahead, I believe the next true revolution will come from robotics with AI attributes. That will be the breakthrough that changes how we physically build. You'll start to see robotics in construction in the next 10 years. It will be everywhere in 20 years and standard practice in 30. Where do project teams most often slip - and how can they stay on track? The biggest issue I see is when teams don't finish the work required in each phase before moving on. When earlier phases slip, everything else gets squeezed. My advice is to make decisions early. If you've already selected something as basic as a sealant color during design, the submittal takes 30 seconds to approve. Finishing each phase before starting the next saves enormous time, energy and money. And when things don't go perfectly, we don't do postmortems to point fingers. We look for patterns and how we can learn from understanding what happened. What guidance do you give junior staff who want to deepen their technical expertise? Be relentlessly curious. Do your homework before asking questions. Don't just show up with a question - show up with two or three ideas. Read broadly. Learn what's behind manufacturer claims and do your own critical thinking. I also talk about the "25 percent rule". If you're mostly a designer, aim to be at least 25 percent technical. If you're more technical, aim to be at least 25 percent designer. The best architects speak both languages. Finally, the contractor and architect must be partners. When you help them out of a jam, they may return the favor someday. ------------------------------------------------------------------------ https://www.constructiondive.com/news/construction-technology-adoption-skanska/749815/ Adopting new technology requires everyone to buy in, said Danielle O'Connell, senior director of emerging technology for Skanska USA, the U.S. arm of the Swedish builder. The contractor uses what O'Connell calls its Eight-Step Plan, a tech addition roadmap that lays out critical moves to help it assess and integrate products. With it, the company takes measured actions to scale new solutions, figure out use cases and keep everyone on the same page. Here, O’Connell talks with Construction Dive about its approach, how the firm smoothed out wrinkles in the process and advice for smaller builders looking to scale tech on their own. Editor’s Note: This interview has been edited for brevity and clarity. CONSTRUCTION DIVE: What is the Eight-Step Plan, and how does Skanska USA put it to use? DANIELLE O’CONNELL: Our Eight-Step Plan is our tech enablement process. The process begins with identifying the problem that we’re trying to solve. In many forms, that comes either from a project team that says they’re really struggling with this thing, or maybe they’ve been talking with a vendor or visiting a conference and were exposed to something that they thought could solve a problem on their project. In other cases, my team, the emerging tech team or others in our organization are seeing things they think can make an impact. The first step is identifying the problem and then figuring out what to do. From there, we go into a deep dive with each of the vendors that we’re working with to understand the makeup of their company — what their solution does, what problems it solves, data protection and cybersecurity questions. A headshot of Danielle O'Connell Danielle O’Connell Permission granted by Skanska USA Once we get through that stuff, the next step is to pilot a solution on a project. Throughout the pilot, we stay connected to it to understand how it’s going. Typically, you’re seeing pilots that are at least a year or the duration of the project to understand how the tools really work. We’ll check in frequently with them, get feedback and then we’ll make decisions and recommendations to the business around what scaling the solution looks like. Could you give an example of a tech that you evaluated through this framework? So, cmBuilder, a construction logistics platform, was one of the early vendors that we assessed through this process. The team out at our LaGuardia Airport Terminal B Redevelopment project came to us and said they found this new tool for 3D logistics. We typically use Bluebeam for 2D logistics today. And if I think about how many of our superintendents, our project managers, our operations staff are able to now use Bluebeam to do those 2D logistics, cmBuilder is a web-based platform that allows them to now do 3D logistics. The team brought cmBuilder through this process. And after they went through the whole assessment and we kicked off the pilot, we looked at several different projects, got feedback from the team and decided that this would make sense to scale. We got buy-in from our COO, so that led to us rolling out an enterprise agreement with cmBuilder and getting this tool into the hands of those people that really needed it to communicate logistics and phasing, and how we would work around the jobsite throughout the project. What roadblocks did you encounter that you had to iron out? There’s always changes to the process. In the spirit of continuous improvement, we’re always looking for ways to make it better. We’ve tweaked the system and the questionnaires over time to ensure that we’re not putting too much burden on the vendors as they’re going through this. It’s a lengthy process, and we realize that they’re filling out these questionnaires and sending them back to us, and there’s a team on our end who’s actually reviewing them. I would say one of the things that we’ve done to help improve and communicate around why this process is important is to talk about it like we talk about bringing on risky subcontractors onto our jobsites. If a small to mid-sized builder wanted to implement something in their tech stack, what advice would you give them? I would tell them to go slow and work across their different departments. I think one of the things that we didn’t do well in the past is this collaboration between the legal team that’s reviewing contract language and what it means to be an enterprise partner, for example, with all the different aspects of the IT team, such as understanding what compliance we have to follow for General Data Protection Regulation requirements from the European Union, or the California Privacy Rights Act. I would encourage them to see how these tools fit into their overall tech stack as well. Spend the time to understand and communicate about the process. ------------------------------------------------------------ https://www.crainsnewyork.com/markets/nyc-economy-predictions-2025 LaGuardia Airport has been rebuilt, John F. Kennedy and Newark Liberty International airports have new terminals and there’s even a new Tappan Zee Bridge across the Hudson River. But the most urgently needed public-works project remains unfinished: The transformation of Penn Station, a place Gov. Kathy Hochul rightly has called a hellhole. This project is tough because the station serving 600,000 commuters is entombed below Madison Square Garden, which isn’t going anywhere. Former Gov. Andrew Cuomo tried to link rebuilding the nation’s biggest rail hub with developing a Hudson Yards-like neighborhood around it, but that hasn’t gotten the job done. ________________________________________________________________________ Contract LGA-124.253 - LaGuardia Airport - Replacement of the Runway Deck Expansion Joints. Estimate Range: $10M - $15M. Bids Due: Wednesday, September 11, 2024. The work under this contract consists generally of replacement of the expansion joints and related work on Runway 4-22 and Runway 13-31 extension decks and vicinities thereof at LaGuardia Airport, Queens, New York. This project may be federally funded in whole or in part. Accordingly, all bidders and the successful Contractor will be required to comply with any and all required applicable federal provisions and requirements contained in this solicitation and resulting contract Question Deadline 08/29/2024 Questions by prospective bidders concerning the Contract may be addressed to Megan Lancelot-Zielinski, at (212) 435-5694 or email at mlancelotzielinski@panynj.gov *The value for this project is based on a financial range. The value is listed as the highest possible cost from the range provided by a stakeholder or official project document. replacement of the expansion joints and related Work on Runway 4-22 and Runway 13-31 extension decks and vicinities thereof at LaGuardia Airport, Queens, New York Goals for female participation (New York City) 6.9%