The construction industry has a long-standing problem. We are “data rich and insight poor.” We generate massive amounts of information on every project. We rarely connect it across the lifecycle or to the next project. 

I recently attended in San Francisco. Leaders from across the AEC sector came together to talk about the reality of AI, robotics, and digital transformation. The message was consistent and clear: the technology is no longer the bottleneck; it’s the humans in the loop. 

At �鶹��վ Construction, we are taking a measured approach to this era. Here is what we learned at FutureTech, and how we are applying it internally and on our projects. 

The Reality of AI Implementation 

, founder and CEO of Reconstructive AI, opened with a number that landed hard: 95% of AI pilots fail to deliver long-term value¹. Not because the technology is flawed, because implementation teams fail to capture its value. 

AI is an amplifier. It scales what works. It also exposes what is broken. If a workflow is inefficient, adding AI makes it fail faster. It is a known and reported fact that the construction industry loses $88 billion annually to rework². Ninety-six percent of our data goes unused³. You cannot automate your way out of bad processes. That reality does not slow us down, it sharpens our focus. 

At �鶹��վ, we diagnose before we automate. Before introducing any new software, including AI, we map actual workflows in the field, not the theoretical ones drawn up in the office. We identify friction points, whether in subcontractor payments, RFI routing, or material procurement. A process must be clean, proven, and understood before we layer on automation. 

The Data Trust Deficit 

A number that kept surfacing throughout the conference: 87% of contractors believe AI will make a meaningful impact. Only 26% believe their data is ready for it. 

AI cannot reason with fragmented PDF drawings or inconsistent equipment tags. It needs structured, reliable data. During the “Transformative Power of Data” panel sponsored by , leaders from and DPR Construction made the same point: digitization is not transformation. Changing how workflows run is. 

We are making a conscious effort to address this data readiness gap in a more disciplined and holistic way. That starts with treating models, drawings, and project information as part of a connected system rather than disconnected inputs. By building a stronger foundation for how data is structured, shared, and trusted, we put ourselves in a position to use AI where it adds real value. The result is a more reliable process and better outcomes across the project team. The Evolving Standard of Care 

This is the shift that carries the most weight. AI is moving from competitive advantage to baseline expectation. Within a few years, failing to use AI for complex design review or safety monitoring may be treated as a failure to meet the industry standard of care. 

Platforms like  already use AI to review plans for coordination gaps, code issues, and constructability, catching multimillion-dollar errors before a shovel hits the ground. Companies like Document Crunch apply AI to contract review, surfacing risk language in seconds. 

This shift demands rigorous governance. Free, public AI tools pose real risks to project confidentiality and intellectual property. At �鶹��վ, we deploy enterprise-grade, secure solutions that protect our clients’ data. We are transparent with our clients and trade partners about the tools we use, the way we use them, and the safeguards in place to protect their data. That transparency is not simply a matter of policy. It is fundamental to how trust is built and maintained. We are equally clear that AI does not replace accountability. Human judgment, expertise, and oversight remain essential.  

Preparing for an Autonomous Future 

The timeline for autonomous construction has accelerated. Labor shortages and a massive project backlog have pushed robotics and machine control to commercial viability faster than expected. We saw case studies of retrofitting existing excavators with autonomous capabilities on live Zachry Construction projects. We saw 3D concrete printers reaching scale and cost parity. 

Fully autonomous job sites are still far ahead of us. But the foundation is being built today. Reality capture and drone capture are where we are focused right now. �鶹��վ already partners with , whose CEO spoke on the “Scaling Up with Reality Capture” panel. Our superintendents use OpenSpace daily to document site progress at the ground level. Drone capture adds the aerial layer, giving us a complete picture of the site at any point in time. Together, these tools create a continuous, accurate record that supports coordination, documentation, and eventually, the autonomous workflows that are coming. 

The �鶹��վ Approach: Exploring New Frontiers 

The firms that win in this era will not be the ones that bought the most software. They will be the ones that did the unglamorous work: cleaning their data, standardizing their processes, and building a culture that demands accountability alongside change. That commitment to getting better, even when it is slow and unsexy, is what separates the firms that talk about excellence from the ones that deliver it. 

At �鶹��վ, we are not chasing hype. We are actively evaluating pilot opportunities with measurable ROI. Our tech committee reviews solutions across the full project lifecycle, from pursuit and preconstruction through field execution, with one filter: does it solve a real problem and deliver a result we can measure? 

We diagnose first, then fix the underlying issue. We automate only what is proven to work. That is how you build with certainty. 

Written 95% by humans. The other 5% is between us and AI

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�鶹��վ has maintained a presence in White Plains, NY for several years, following a successful expansion to the market from its original headquarters in Massachusetts. Sensing that a larger geographic footprint would benefit both its employees and the clients they work with, �鶹��վ has steadily grown its operations in southern New York.  

Coupled with significant opportunities within a tight geographic area, �鶹��վ is exceedingly optimistic about the potential of the greater New York market, especially with the recent announcement of its first undertaking the 5 boroughs – the start of construction at the Bay Terrace Shopping Center in Queens.  

Opportunity abounds in the Tri-State region 

Within this relatively small footprint, �鶹��վ is tracking a wide range of project types, from urban infill and transit-oriented developments to suburban repositioning plays and large-scale mixed-use proposals. That creates a consistent pipeline across different asset classes and market cycles.  

But it’s one thing to have opportunity; you also need tight coordination with local leaders. Fortunately, �鶹��վ has experienced strong alignment between municipalities, developers, and capital. Town leaders are proactive about encouraging smart growth near transit and within their downtown corridors, which gives projects a clearer path forward and meaningful community impact.  

The projects that are getting traction also align well with �鶹��վ’s strengths. Multifamily is the obvious leader, but other pockets of activity like market-rate, workforce housing, and affordable or mixed-income products, often paired with retail or community space, have also shown growing strength in the market. In addition, more developers are choosing to commit to a more comprehensive approach to re-development of mixed-use spaces as opposed to piecemeal projects, which also creates meaningful opportunity for a company of �鶹��վ’s size. 

And don’t forget that as more older adults choose to remain close to family and friends as they age, senior housing communities will continue to be in demand, often with high levels of amenities, and many developers are choosing to get into this active space. This includes not only senior care and assisted living, but also communities reserved for those active adults 55 and older.  

To New Jersey…and beyond 

Outside of White Plains and the immediate New York metro area, �鶹��վ is tracking opportunities in places like New Rochelle, Port Chester, and Jersey City, where sensible, smart-growth developments are in the works, often paired with a transit-oriented component. As we continue to build relationships with city leaders and developers in those markets, we’re excited for more opportunities across the region.  

The shift towards smart, thoughtful growth from municipalities throughout the Tri-State area is key to this deep pool of project potential. There’s a clear focus on density in the right locations, activation of downtown areas, and improving overall livability. From a construction standpoint, that often comes with added complexity, tighter sites, and more coordination with existing infrastructure, but that’s where a team like ours shines. 

When municipalities, developers, and builders are aligned early in the process, it typically leads to better outcomes, and we’re encouraged by the amount of collaboration happening across the region. 

For more information on �鶹��վ’s market rate project portfolio, click here.

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Construction safety has made significant strides when it comes to ensuring every job site is a safe job site. Through the use of human intervention, technology, information, and routine review of industry best practices, the modern jobsite is safer than it’s ever been. By protecting the physical well-being of workers and ensuring each team member understands what it takes to be safe, looking out for each other is part of the �鶹��վ code.

However, progress rarely stands still, and the well-being of our employees and everyone on the job site goes beyond their physical health. It’s equally important to protect the mental health of employees and our extended trade partner teams by providing critical resources and training tools to address mental health concerns.

For the 2026 edition of Construction Safety Week, we’re excited to dig even deeper into the wellbeing of our employees and partners by providing critical mental health resources across our company.

Worker Wellbeing Starts with Us

Steps we’ve taken in recent years to provide some of the most robust safety solutions in the industry include new technology tools that track worker training and jobsite check-ins, mobile-based training curriculums, and hiring bilingual safety professionals to ensure we don’t miss recruiting the industry’s best talent because of a simple language barrier. In doing so, we have instilled confidence in our employees that we are committed to their health and safety when working for and with �鶹��վ.

Our leadership team has also been trained to address mental health concerns no matter how or where they occur. Mental health emergencies often strike without warning, as stresses pile up, and events from personal lives begin to take a toll. Central to the ethos of Construction Safety Week is the idea that we are all in together when looking after each other, and �鶹��վ will continue to provide the latest training resources to help navigate the impact of mental and emotional challenges.

In some ways, training our leadership to be able to spot potential mental health events is no different than participating in First Aid/CPR training: we may not ever need to use it, but everyone is safer by having jobsite and office leaders familiar with the latest in lifesaving techniques. Current data suggests roughly personally who has ended their life by suicide, which provides some context for how significant the mental health crisis is in our country.

Safety is Constantly Evolving – and So Are We

As 2026 continues to progress, �鶹��վ has already enhanced our Employee Assistance Plan (EAP) to account for mental health support; increased visibility on our jobsites for mental health support services and resources, such as signage for the Massachusetts 988 Suicide and Crisis Lifeline; and tracking the latest methods for mental health support to ensure all employees have the tools and resources necessary to address mental health concerns in the workplace and more importantly, at home. The challenge of mental health will not be solved quickly, but as we celebrate the significance of safety on all our jobsites, �鶹��վ is proud to be all in together when making sure our people have every tool at their disposal necessary to address whatever life throws at them.

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As with any evolution, it’s important to consider what’s next even while celebrating progress.

Women now represent 11 percent of the construction workforce, its highest share in two decades. However, there’s still far more territory to explore as it relates to advancement and strategy with female leaders front and center. The construction industry is experiencing significant change and new pressures stemming from worker shortages to rapid technological shifts – and the time has never been better to embrace different perspectives and fresh talent.

Leveling up to new opportunities

The theme of the 2026 WIC Week campaign is “Level Up.” This can be interpreted in a variety of ways, but the most important angle to consider is how we celebrate what women in construction have achieved to date while looking at the next frontier of their careers. This is done not only through recruitment but by building internal programs that educate our workers and provide them with opportunities to evolve.

Here at �鶹��վ, we are proud of the women who work for us and continue to upend the status quo. We have female executives among our leadership personnel, in the field, and on our project management teams. They all provide perspectives that have challenged us to create more opportunities for all employees and to invest in new software tools that .

Put simply, �鶹��վ has learned how to thrive in new ways thanks to the women we go to work with, shoulder to shoulder, every day of the year. They inspire us with their ability to meet challenges head-on and excel both on and off the jobsite. When it comes to leveling up, women in the construction field have been pushing us all forward for some time.

Never stop moving

In construction, there’s no opportunity to slow down. Deadlines have to be met, innovation must flow, and clients need to be wowed. To do that, we need a future-proof workforce that is armed with perspectives and talents that help us never stop reaching the next level. Women have shown us here at �鶹��վ how essential they are to our success, and we know our peers and clients feel the same way. WIC Week is indeed about leveling up, and perhaps we already know the theme for next year: never take your foot off the gas.

Congrats to all women in construction and thank you for your impressive achievements to the A/E/C industries.

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As we close on 2025, it’s gratifying to reflect on how �鶹��վ has played a role in bringing some of these developments to life. Some of our newest projects include an exciting mixed-use property in metro New York; a new high-rise in Westchester County; and other residential and commercial developments in the pipeline.  In addition, we are well underway on the construction of Willow at the Ridgeway, a much-needed affordable senior housing development that will replace an outdated low-income community that had exceeded its useful life.

Across all of these projects, a unifying theme stands out: local leaders’ ability to utilize smart growth strategies like form-based code and targeted incentives to attract outside development. Instead of simply building to build, city leaders from Yonkers to West Hartford are analyzing how to best address community needs while respecting the fabric of those cities and towns – and �鶹��վ is excited to partner with both public and private organizations to transform blighted areas into desirable places to live and work.

Smart Policy Attracts National Developers

In addition to local leaders putting the proper fundamentals together to get projects out of the ground, we’re also encouraged by efforts at the federal level to spark development. Bringing interest rates down has certainly helped inject some much-needed confidence into the local real estate market, and we continue to see a steady pipeline of projects coming to fruition. Further, we’re encouraged by developments taking shape in project-ready areas like the Yonkers waterfront, downtown Stamford, CT, and Port Chester and New Rochelle.

It’s also important to consider where developers are coming from to pursue work in the tri-state region. �鶹��վ is currently working with Anthony Properties of Dallas, TX on the Spark on Cedar development in Newington, CT, a market-rate residential community. Anthony has expanded eastwards in recent years, and the city of Newington presented an attractive opportunity to redevelop an underutilized site in an area ripe for rebirth. As a construction manager that is deeply ingrained in the communities we serve, we look forward to more opportunities to work with our partners at the city and state level across the tri-state area to help bring impactful projects to fruition. From making healthy, affordable housing accessible to all to propelling revenue-generating projects forward that create jobs and ongoing economic development opportunities, �鶹��վ is proud to be the construction partner on these and other smart-growth developments.

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For clients and owners, winter conditions may seem like a fact of life, and sometimes, an inconvenience that threatens progress. While both can be true, the �鶹��վ team also sees the winter season as an opportunity to power through challenging conditions that ensure jobs stay on-time and avoid costly overruns that can occur due to poor planning.

Prepping for the winter season involves multiple stakeholders, and the entirety of the project team working together to share insights and information that ensures decisions made as early as July pay dividends in January. Let’s take a look at the �鶹��վ approach to winter site preparations.

Planning Now Avoids Pain Later

Yes, we really do begin sketching out our strategy for winter shortly after the fourth of July holiday. Why, you ask? One of the biggest reasons involves heat sources. �鶹��վ’s Operations and Self-Perform Division (NESB) begins soliciting input from any project that is out of the ground in the summer months for the quantities of heaters and BTU they will need and clarifying which fuel source the project intends to use. Additionally, if a diesel heater is requested, and a fuel cell is required, NESB will need to construct a jersey barrier “farm” around it, which necessitates ordering the requisite number of barriers in advance of winter’s arrival. A liquid propane heater configuration requires a similar tank “farm” surrounding the heater and propane tanks.

However, prep work goes well beyond just the number of heaters and fuel sources, as placing an order for over 2,000 gallons of propane requires an actual license from the town where the project is located. If you haven’t tried to get a license versus a permit lately, you may not be aware that procuring a license takes significantly longer. At the moment, �鶹��վ is in the process of securing multiple licenses, an effort that began in the summer months. In addition, our team notifies abutters that we have applied for a license to have heat sources on site, which offers a glimpse into how technical a seemingly simple process is.

Other efforts our site division and operations team collaborate on include procuring ground thaw heaters, one of the “hottest” items for any construction team working in winter conditions; servicing and testing �鶹��վ-owned equipment, including excavators, loaders, and bulldozers; determining which job sites need rock salt versus urea (a natural and concrete safe way of melting ice); and of course, compiling winter conditions budgets and sharing with project owners so they have a transparent look into pricing and how decisions that are made now can save money later on.

Safety – A Four-Season Approach

The �鶹��վ safety team is just as active during the summer months and works together with NESB and operations to prep jobsites for colder conditions. When it comes to heating in-progress buildings to ensure pipes don’t freeze, required temperatures are maintained for building materials and so that workers are not subject to working in freezing temperatures. Other steps include fireproofing and temping in windows, and this preparation goes hand-in-hand with installing heaters. However, when a storm hits, the safety team kicks into high gear.

If a blizzard or other serious weather event is in the forecast, our teams implement a clear-it or close-it approach. This translates to clearing primary ingress/egress areas and closing off all other access points to the in-progress building. The primary goal is to direct workers to entering via one central location(s) for accessing the structure, which limits the potential for slips and falls. By keeping workers to one path when the snow hits, crushed stone can be spread to ensure maximum traction and cleared continuously throughout the workday. In addition, Toolbox Talks are held to discuss how workers can maintain a constant body temperature, dress appropriately, and protect themselves from falls from the upper floors. It may seem elementary, but repeatedly discussing safety strategy protects jobs from downtime and added costs. At �鶹��վ, a culture of continuous improvement ensures that the work we do all throughout the year pays dividends when it matters most. From pre-construction planning that protects allowances for winter conditions in project budgets to proactive planning that ensures critical equipment and licenses are procured well in advance of the first flake of snow, the �鶹��վ team works tirelessly to keep jobsites active and safe during the winter season. Learn more about our approach to pre-construction and safety on our website.

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Inclusion at �鶹��վ is a culture-first commitment because it’s not a policy, it’s a mindset. It’s woven into how we hire, how we mentor, how we collaborate, how we build, and how we show up in the communities we serve. We believe that when people feel seen, supported, and inspired, they build better. They reach new career heights. They become mentors, innovators, and changemakers. That’s why our diversity and inclusion (D&I) efforts are embedded in everything we do, from company-wide initiatives to the daily rhythms of our project teams.

Our D&I Vision: Opportunity for All

�鶹��վ’s D&I goals are rooted in a simple but powerful belief: everyone deserves the opportunity to thrive. We’re focused on:

• Creating pathways for underrepresented talent to enter and advance in the construction industry;
• Fostering a culture of belonging where every voice is valued, regardless of background, identity, or role;
• Building strategic partnerships with minority- and woman-owned subcontractors to expand access and representation; and
• Empowering employees to lead change, both within our company and in the communities, we serve.

These goals aren’t just aspirational, they’re actionable. And they come to life every day on our jobsites.

Inclusion Starts on the Ground

At the project level, inclusion drives performance, morale, and innovation. Here are a few ways we’re making it happen:

• Mentorship and Exposure: Through our Constructing Communities program, we host job shadowing and site tours for local students, turning active construction sites into living STEM classrooms. It’s about planting seeds of possibility and showing young people that they belong in this industry.
• Empowering Emerging Businesses: Inclusion extends beyond our internal culture; it shapes how we do business. We actively seek out partnerships with minority- and woman-owned subcontractors, offering mentorship and guidance to help these businesses build capacity and confidence. These relationships aren’t just good business, they’re essential for building a more equitable industry.
• Listening and Leading: Inclusion is daily practice. On our projects, we prioritize open communication, celebrate diverse perspectives, and create space for every team member to contribute meaningfully. Whether it’s through toolbox talks, team huddles, or informal check-ins, we’re building a culture where people feel safe to speak up and step up.

Rising Tide: Giving Back with Purpose

Inclusion also means amplifying the voices and values of our employees. That’s where �鶹��վ’s Rising Tide nonprofit comes in. This employee-driven initiative allows our team members to nominate and support causes that matter most to them, often rooted in personal experiences or community connections.

Rising Tide reflects the heart of our culture: one that listens, uplifts, and acts. Whether it’s funding local youth programs, supporting health initiatives, or contributing to disaster relief, our employees shape the impact we make beyond the jobsite. It’s inclusion in action, where every story matters and every contribution counts.

Culture First, Always

For us, inclusion means showing up with empathy, curiosity, and respect. At �鶹��վ, we believe culture drives everything. When our teams feel connected to a shared purpose and supported by a family-driven environment, they build with heart, and that’s reflected in the quality of our work.

From corporate fit-outs to affordable housing communities, our projects reflect the strength of our people. We see firsthand how diverse teams deliver exceptional results, exceed client expectations, and elevate the standards of our industry. This Construction Inclusion Week, we proudly celebrate the collective achievements of our teams, our partners, our communities, and we reaffirm our commitment to building a future where everyone belongs. We invite our peers across the industry to do the same: embrace inclusivity and commit to creating spaces where all voices are heard, valued, and empowered.

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�鶹��վ Construction Managers will be hosting a trade career fair on Saturday, October 4^th from 9:00 am – 1:00 pm at the Narragansett Middle school located at 460 Baldwinville Rd, in Baldwinville, MA. 

This is an incredible opportunity for trades people to work on a meaning project in Templeton, MA. �鶹��վ Construction Managers is leading the renovation and repurposing of a former school building into 54 new affordable housing units—bringing much-needed housing options to the community. This project represents more than just construction—it’s about breathing new life into an existing structure while creating safe, quality homes for local families. 

Trade partners will be in attendance to recruit for the following positions: 

• Laborers
• Rough Frame Carpenters
• Finish Carpenters
• Roofers
• Masons
• Electrical
• Plumbing
• HVAC
• Other Skilled Trades

Be sure to bring copies of your resume, and for additional information, contact Anastasie Duffaut at aduffaut@callahan-inc.com. 

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�鶹��վ Construction has worked with communities like Boston as well as cities and towns across the Northeast to get these projects out of the ground to provide safe, healthy living spaces for the most vulnerable members of society. Some of our current projects include Willow at The Ridgeway in Yonkers, The Baldwinville School Apartments in Templeton, Mass., 52 New Street in Cambridge, Mass. and Lee Fort Terrace in Salem, Mass.

While it is accepted that affordable housing is in demand, there are multiple considerations that developers and community housing agencies should consider before embarking on a new affordable initiative. Here are a few aspects of this evolving market that �鶹��վ is watching.

The Impact of the Community in Successful Project Delivery

Increasingly, �鶹��վ is seeing a drive to make affordable housing communities as sustainable as possible. This includes the adoption of Passive House building standards, a performance-based energy efficiency standard for buildings that prioritizes the comfort and health of the occupants. Though LEED is still relevant, Passive House takes a different approach that focuses on the end-users as a guiding light for sustainability goals. With the large-scale adoption of opt-in stretch code, Passive House will begin having an outsized role in affordable construction.

Community engagement is also a key driver of making affordable housing projects more impactful than ever. A healthy dialogue between the project team and community leaders, such as city managers and housing authorities, leads to better information gathering and ultimately, a building design that reflects the desires of the community that will live there. In addition, job fairs that promote local hiring, along with meeting ambitious MBE and WBE goals, bring the community together in a profound way when it comes to creating safe and affordable residences. �鶹��վ works hard to cultivate these relationships and give constituents a voice while investing in the local workforce.

Finally, to ensure every member of a project – from the owner to the developer to the subcontractor – has a stake in the result, �鶹��վ encourages teams to get involved early in the pre-construction phase to ensure the final product aligns with budgetary requirements. In addition, �鶹��վ has implemented stricter compliance requirements on its jobsites via technology tools like LCPtracker, a cloud-based SaaS solution for certified payroll, construction site compliance, and workforce reporting, to ensure workers on affordable projects are paid fairly and on time.

Helping Owners Ensure Successful Outcomes

One of the most sure-fire ways for communities, developers, and owners to ensure project success is to be informed about local and federal requirements for affordable housing. �鶹��վ routinely works with stakeholder groups to promote successful project delivery, and has found the following tips to be useful for teams tasked with determining the viability of a project:

• Understanding tax credits: getting a handle on what tax credits are available for affordable housing projects is a critical first step before ground is broken; making this assessment early in the process – rather than after the community has “bought in” – is essential for determining if the project can be sufficiently funded.
• General contractor lender requirements: When a lender gets involved in potentially financing an affordable housing project, they often look to the track record of the general contractor/construction manager in building similar projects, which includes not only the quality of the finished product but the company’s financial strengths as well.
• Labor rates for construction: labor rates vary by market, so developers and owners can’t rely on data from one project to be relevant in another area of the country, or even within the same state. Understanding the impact of local labor rates before finalizing scope and budget is essential for having a clear picture of what you can afford to build.

For more information on �鶹��վ’s affordable housing experience, click here.

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At �鶹��վ, we’ve been fortunate to expand from our headquarters in Bridgewater, Massachusetts, to additional markets like Connecticut, New York, New Jersey, Rhode Island, and New Hampshire. In the case of the Granite State, an active pipeline of projects around major metropolitan areas has combined with lower costs and reduced regulatory complexity to make it a compelling place to do business.

Over the next several years, we expect to see continued growth across all �鶹��վ markets, and below you will find some key data points that excite us about future activity north of Route 128.

Attractive Economics and Statewide Support 

Numerous measurement tools point to New Hampshire’s status as an economic powerhouse, but this status isn’t achieved through heavy fees and generous tax breaks to large corporations. The Granite State leverages a low tax burden on both individuals and businesses to keep its economy humming, while a booming tourism industry relies on the state’s dominance as a playground for outdoor recreation as a reliable source four-season income.

According to , New Hampshire’s outdoor recreation industry is responsible for over 30,000 jobs and adding almost $4 billion to the state’s economy. Couple this with zero income tax for residents, no sales tax, and no inheritance/estate taxes, and you have a recipe for a very financially friendly existence. Even the business profit tax rate is quite competitive, .

The construction industry is also a major economic driver, with the United States Census Bureau reporting at the end of 2024 that the value of state and local construction in NH in 2023 was $1.18 billion, representing a over the prior year.

New Hampshire’s Department of Business and Economic Affairs (BEA) is another example of a strategic advantage for local businesses, as it works to help with all manners of issues, from permitting requirements to cultivating a strong workforce. In addition, economic development agencies at the local level are also a tremendous resource, as we personally experienced working closely with the City of Manchester’s Economic Development Office during the construction of the 75 Canal residential community and currently with the city of Salem as we march towards completion of the Tuscan Village mixed-use project.

Compared to other New England states, New Hampshire’s regulatory environment is often friendlier, allowing for speedier time-to-market when it comes to launching new projects. For instance, Massachusetts’ plan for decarbonization is quite ambitious, with policies like BERDO and BUEDO beginning to be replicated outside of Boston. While New Hampshire also has instituted a Climate Action Plan, the impact of this policy has fewer hurdles and economic penalties attached. While all climate policy is essentially “good” policy, New Hampshire’s approach allows for greater flexibility when it comes to building or renovating commercial structures.  

While no one place is perfect, �鶹��վ is excited to see New Hampshire get the recognition it deserves for the sensible approach it has taken to regulatory and tax policies and leveraging its strengths and people to spur job creation and economic growth.

To learn more about �鶹��վ & our projects, visit our website.

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