DICKINSON CAMERON

years ofexcellence

Table of Contents

Dear Readers,

A quarter of a century in the books, 2019 marks Dickinson Cameron’s25 years in the construction business. From afar, Dickinson Cameron Construction has gained a respected name of being highly skilled builders and managers. But at our core, DCC is a company bound from unparalleled passion, superior craftsmanship, exemplary client relations, and a steadfast drive to create an equal and representative workforce within construction. DCC has created some of the most beautiful and prestigious retail and restaurant concepts in the nation through not only skill, but commitment to our people, culture, and inclusivity within the company.

This, our third edition of Dickinson Cameron Magazine, not only celebrates our past successes, but looks ahead. The construction and retail sector are rapidly evolving each and every year as innovation in the industry continues to flourish. DCC has continued to stay two steps ahead by honing in on our most important value - company culture.

As we evolve, we continue to transform this industry with our ability to adapt to change and innovate. We are thrilled to showcase that here, particularly as we highlight our culture, diversity, and leadership.

Warm regards,

Maryam Samady

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r e s t a u r a n t s 3 7 - 5 8 p r o j e c t h i g h l i g h t s 5 9 - 7 6

c o n t a c t u s 7 7 - 7 8

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Both Frank’s clients and employees describe his natural inclination to be accountable and take responsibility as the key to his strong leadership. It’s also what helped set DCC apart in the industry as the company began to grow.

Early in the company’s history, again through a referral, DCC had an opportunity to bid on Chanel, a coveted client with a major project in Hawaii. Although up against much more seasoned firms, Frank took the time to study the complicated HVAC system and impressed the team with his in-depth knowledge. DCC got the job, and it defined the company within the luxury retail landscape. From that point on, the phone kept ringing for DCC.

Early on, Frank and his partners created a philosophy of being opportunistic and open to the things that came their way. That is how they have run the company since day one, and it has brought them into situations that allowed DCC to excel.

For example, when Frank’s business relationships led him to a project with Apple, a notoriously demanding client, he looked at the experience as a learning opportunity. Although some people may have considered Apple “too big” for a fledgling construction firm, Frank took a chance and went for the job. By signing on to build one store, learning the processes and expectations, DCC earned Apple’s trust and ultimately their repeat business.

As the company continued to grow, the focus began to shift to attracting the best people in the industry to be a part of the next phase. Frank believes that what separates DCC from its competitors is the combination of care and skill that each and every one of the employees at DCC gives in their work.

“The people in the organization care about each other and they care about what we are doing. We are not just a machine. We are a living, breathing organization. Our clients always say ‘Wow, they care’. And I think for us, it makes our competition extremely frustrated.”

Priding himself on the company’s ability to hire, train and trust, Frank believes that giving strong people opportunities and then holding them accountable has been the key to building a seasoned team. At the end of the day, Frank believes that people are

looking for someone to believe in them, and to give them a chance to succeed.

DCC does a few things differently than traditional design and build firms. For instance, technology plays a key part in their business model. Through the years, we have embraced technology, but also put an emphasis on systems that actually work to make the team more efficient, rather than going for the newest and most popular platforms.

“Technology is a huge part of who we are as a company,” said Frank. “We’re always looking for ways to do things smarter and better, but we won’t embrace it just to do it. It has to work. “

As for people, Frank believes they are the core of DCCs success, and is particularly proud of the company’s track record of hiring and promoting women. Frank created a mission to hire the best and recognize the value of a women-led leadership team and the incommensurab le lessons that came in return in both communication and leadership itself.

“What I really want is the best of the best, whether they are male, female, younger, more seasoned, etc.,” said Frank. “I have found women to be the thinkers, to have more empathy and to understand how to juggle it all. For us, it works to make our business stronger.”

Where will the company be in 25 years? According to Frank, still growing and learning, with continued focus on a team that makes DCC the best in the business.

“At the end of the day, we are made up of people that are both highly skilled and also really do care. With that, there is no one that can touch us. It’s a lethal combination.”

What we do know, after 25 years, is that DCC has built a company driven by the fulfillment of their team, and that’s a formula for being extraordinary.

a c o n v e r s a t i o n w i t h

f r a n k n a l i b o f f

Years of DCCWhen Frank Naliboff began Dickinson Cameron Construction, it was not a calculated and clear plan to creating a successful

company that is now celebrating 25 years. An accidental entrepreneur, Frank built the company on a combination of good luck, the right people, and sheer determination.

To be sure, the path to today’s DCC hasn’t been a linear one, but instead of organizing the pieces around a passion, the team created a passion so strong that the pieces effortlessly fell into place for them. What has happened along the way has shaped DCC into the company it is today, one that is opportunistic, determined and values its people above all else. Nonetheless a path that Frank describes with the confidence of knowing he has absolutely gone in the right direction.

Frank never planned to start his own company. Rather, he fell into this opportunity when he took an interim leadership role at a construction company and discovered that he liked the accountability and responsibility that came with being in charge. When the “boss” returned, Frank knew it was time to set out on his own. At the same time, Frank’s business connections came into play, garnering him referrals to his first clients, Crate & Barrel and Coach.

“At the end of the day, somebody- somebody at some point in time, has to be completely accountable and I was super comfortable being that,” said Frank. “For me, it was the only way to live. The only way to be, it was a natural thing.” With a headstrong passion and determination, Frank continued to show up, to take leaps and that is what provided him the business DCC is today.

”“We’re always looking for ways

to do things smarter and

better.

Chanel, Kalakaua Ave, Honolulu HI

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DCC by the numbers

2015 - 2019

projects by region

restaurant volume

project size makeup

8 3 %

1 7 %

5 5 %

1 5 %

3 0 %

l e s s t h a n 1 m i l l i o n - 1 0 71 m i l l i o n t o 3 m i l l i o n - 7 1

g r e a t e r t h a n 3 m i l l i o n - 3 9

t o t a l p r o j e c t s - 2 1 3r e s t a u r a n t s - 3 5

w e s t c o a s te a s t c o a s t

h a w a i i

4 9 %

1 8 %

3 3 %

Where We’ve Worked

1 PROJECT 2 TO 5 PROJECTS 6 TO 10 PROJECTS 11 TO 20 PROJECTS 21 TO 30 PROJECTS PROJECTS

AZCHANDLER 1GLENDALE 1SCOTTSDALE 4

CABAY AREA - BURLINGAME 1BAY AREA - PALO ALTO 3BAY AREA - PLEASANTON 1BAY AREA - SANTA CLARA 2BAY AREA - SF 16BAY AREA - WALNUT 1BEVERLY HILLS 8FRESNO 1GREATER SAN DIEGO 10CARLSBAD 3GREATER LOS ANGELES 1CERRITOS 1EL SEGUNDO 1GLENDALE 2HOLLYWOOD 2MANHATTAN 1MARINA DEL REY 1NEWARK 1NORTHRIDGE 1OXNARD 3PACIFIC PALISADE 1SANTA MONICA 1VALLEY 1TORRANCE 1ORANGE COUNTY 1COSTA MESA 5PALM DESERT 1PALM DESERT - HILLS 2

C0AURORA 1BOULDER 1LONE TREE 2WESTMINSTER 1

CTGREENWHICH 1

FLAVENTURA 1BOCA RATON 1MIAMI 4PALM BEACH 3SUNRISE 1 GAATLANTA 3SAVANNAH 1

HIHONOLULU 28WAILEA 3

ILCHICAGO 2

MABOSTON 6

MDBETHESDA 1

MITROY 1 MODES PERES 2

NCCHARLOTTE 1

NJMENLO PARK 1SHORT HILLS 1

NVLAS VEGAS 10RENO 1

NYBROOKLYN 2GARDEN CITY 1MANHASSET 2MANHATTAN 23

OHBEACHWOOD 1

TNSADDLE CREEK 1

TXAUSTIN 1DALLAS 3

TXHOUSTON 5IRVING 1SAN ANTONIO 1

VAMCCLEAN 1

WABELLEVUE 3SEATTLE 1SPOKANE 1

D.C.WASHINGTON D.C. 2

MXMEXICO CITY 1

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{Intimacy}7 For All MankindA. Lange & SohneAbercrombie Fitch AdidasAesopAgatha Ruiz de la PradaAgent ProvocateurAlexander McQueenAlexis BittarAlfred DunhillAll Saints SpitalfieldsAmazonAppleBalenciagaBarneys New York Bobbi Brown Bottega VenetaBoudin’s BakeryBremont Watch Company BurberryCalvin KleinCarolina HerreraCartierCellini JewelersChanelChloeChristian DiorCitizens of Humanity Club MonacoCoach Corner Bakery Café Crate & BarrelDavid YurmanDel Frisco’s Restaurant Design Within ReachDiane Von FurstenburgDiptyqueDITADolce & GabbanaEddie V’sElie TahariEmporio Armani

EscadaEureka! Restaurant GroupFendiFleming’s Prime Steakhouse Flour and Barley Restaurant Fogo De ChaoForwardFreds at Barneys New York Fresh FretteGiorgio ArmaniGucciHermesI Love SugarIslands RestaurantJ. CrewJaeger-LeCoultreJimmy ChooJohn VarvatosJuice Press Restaurant Kate SpadeKiehl’sLazy Dog Restaurant Links of LondonL’Occitane en ProvenceLoro PianaLouis VuittonLululemon AthleticaM MissoniMAC CosmeticsMacy’sMiu MiuMoncler MontblancMoscotNikeNordstromNorth ItaliaOfficine PaneraiOriginsPatagoniaPiagetPluck

Polo Ralph LaurenPorsche DesignPrada PumaReebokRichemont Multi-BrandRoberto CavalliRoger VivierRolex Hyde ParkSaint Laurent ParisSaksSandro Maje Claudie PierlotScotch & SodaSephoraSettebello PizzeriaStella McCartneySwarovskiTag HeuerTender Greens RestaurantThe Arthur J RestaurantThe Girl and The GoatThe North FaceThe White CompanyTheoryTiffany & Co.Tommy BahamaTommy HilfigerTory BurchTourbillionTUMI Urban OutfittersVacheron ConstantinValentino Van Cleef & ArpelsVera BradleyVersaceVince Vince Camuto Yard House RestaurantZ GallerieZadig & VoltaireZara

w o m e n o f d c c

“ ”I never dreamed about success. I worked for it.

-Estée Lauder

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Maryam Samady’s story not only spans the globe, but covers many years learning not only the construction industry, but effective

ways to make change and create a lasting corporate culture.

Maryam was only in second grade when her family arrived in San Diego after fleeing Kabul, Afghanistan in the early 80s. With her siblings at her side, she credits the challenging move to a new country with giving her ‘grit’ and the strength to stand her ground ‘amongst the guys.’ After receiving her Bachelor of Science in Finance from San Diego State University, she quickly began her career in Accounting for several local tech firms. Eventually she would move on to join Islands Restaurants and

go back to school for her MBA. It was at Islands where she met and worked alongside Chris Nightingale, Project Executive at Dickinson Cameron Construction, who would eventually introduce Maryam to her first opportunity at DCC (after he accepted a job there too, of course). And the rest, as they say, is history...

M: After graduating with a degree in Finance from SDSU I immediately began a career in the tech sector and stepped into accounting. I then moved to Islands Restaurants corporate office as the Accounting Manager. For about 4 years I really grew my expertise in both accounting and managing staff, but I knew I was ready to accomplish more and went back to school to receive my general MBA. The environment was wonderful and very professional with lots of brilliant and tenured experts.

I was ready for that next level challenge. Chris had been Director of Construction at Islands and had just begun his career with DCC. He called to ask if I would be interested in a Controller position at the company. I then met with Frank, DCC’s CEO. I will always remember that he was wearing flip flops and all I could think was that he was building amazing stores for Chanel and Cartier but so down to earth and relaxed, even when overseeing a booming business.

After waiting nearly four weeks to hear back from Frank, I will always remember when he finally called me back, and my initial reaction was, “Why’d it take so long?”! When I arrived, everything was done very old school and without systems, with four project managers and Frank running around trying to manage the company. I was shocked and unsure if I had made the right decision. But in my gut, I knew DCC was such a gem; this was my opportunity to take this company to new levels and I immediately set out a plan. We created Accounting and Human Resources Departments, developed Marketing strategies and plans, and introduced new software and process to a newly created IT and Risk Management Department.

K: So, you had to start from scratch with a lot of stuff, did you get any push back or get discouraged at any moment? M: There was a lot of pushback. Twelve years ago I was a 29-year-old woman coming into construction telling everyone (mostly

men) what they needed to do and that their ways no longer worked. My new policies and standards immediately put a system of checks and balances into place across the board in areas like hiring, payroll, accounts payable, legal, and purchasing. During this time, many tenured staff began to leave, and it was Frank’s moment to decide if he was going to take his company in the direction

a n i n t e r v i e w w i t h

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Women Leaders

wo

me

n o

f d

cc

I was setting up and become a more corporate environment, or leave things as they were and not hit the desired growth.

K: Did taking the company in this new direction come naturally to you? Or did you feel like you had to learn some of the personal skills along the way? M: Starting from scratch felt so comfortable because I believed

in Frank so much. My loyalty gave me the confidence to say “no, this is what we need to do” instead of “this is maybe what we could do.” Not only did I believe in him but also his product and everything he was about and I knew he was making big things happen. As he was constantly out of the office traveling for work, I instantly felt it was my responsibility to firmly hold onto what he believed in. His visions and goals immediately became mine and I naturally took on the role to execute them. To me, Frank took a risk bringing me onto the team and backing my moves so I felt it was my honor to do the same for him. With all of this natural ambition it was still pertinent for me to hold my ground and realize that the people who truly believed as much as I did would stick around to stay a part of this company, and they did. The people who were open-minded during those trying times are still here today.

K: A decade ago, did you ever imagine yourself working for a construction company?M: I always thought I would be in a bigger

company running a division. But the fact that I ended up here really opened my eyes. I always thought “construction, what’s the big deal?” Now that I’m here and see all of the incredibly brilliant people in construction, I know that I am part of something great.

K: What was your perception of construction prior and how has it changed?M: I didn’t realize in the beginning how many sharp people are

part of this industry. The amount of dedication, passion and love that these people have for the company and how they channel that into doing great work for our clients is what really won me over.

K: You were the only woman in a management position, how was that? M: This was the biggest part of the challenge. I had to create my

own style and this came through many mistakes and successes. I was too firm at times, likely because I was trying to fight my way through these guys and it was probably my biggest mistake. I am a nurturing person due to being a mom, sister, and only daughter but growing up I naturally became a tough person in order not to be run over. I think if I were a little more flexible it would have

shown more of my natural disposition, but instead I was too firm. So, it was tough but there were also great people surrounding

me. One of my first objectives was to hire a lot of women as I knew I couldn’t be the only woman at this company. I began to say for every man I hire, I will hire a woman and we are now at the point that I think the office is actually mostly women. I wanted others to have the same opportunity I had - if there was a woman interested in construction I wanted to help push her to the top!

K: What advice would you give to someone considering a career in construction?M: I would say that it’s really challenging and not what you

think. It is a great field for intelligent and analytical women to be a part of. If you love a quick pace and multifaceted role the opportunities are seemingly endless. Our industry is year-round and you’re always at a different stage from bidding to closing work and balancing multiple projects in between.

K: How did your childhood, and specifically coming from another country, influence your approach to business?M: My background has shaped me to realize

how lucky I am to have the opportunity and urge to give back as part of social responsibility. Each year Frank and I choose a way to help our community. For example, this past year we wanted something that would permeate within the organization so we set up teams. One raised enough money for a dinner at the Salvation Army that will feed 300 people, another is raising money for Foster Care children, our environmental task force team set up a

beach cleanup, and we even have a team building facilities for a therapeutic riding center that helps children with special needs.

Our giving is ongoing, and I feel strongly that having a woman running the company makes this possible. It can’t always be about making money, but about enriching the lives within our communities while we can. I am so proud of the direction we are going, always giving more to do more. We are going through modifications in our facilities to encourage more environmental consciousness and are in the works of going paperless. I feel strongly that improving the lives of our community, environment, and employees is crucial to DCC’s continued success.

We do incredible work for our clients and it is so rewarding to be such a central piece of this organization. It really is about the acts we can do for others, not just what we can do for the bottom line.

DCC

vsThe Construction Industry

WomenParticipation

ProjectManagers

26% 27%

9% 8%

WomenParticipation

ProjectManagers

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c o m p a n ye v e n t s

Frank Naliboff and Ron Gordines attend the San Diego Business Journal’s 2019 CEO of the Year event in La Jolla, CA where Frank was a Finalist for the honor. Frank’s strong commitment to his clients, employees and colleagues, and contribution to the San Diego community continue to propel Dickinson Cameron ahead.

c h r i s t m a s p a r t y

The annual Christmas Party celebration was held at Aviara Resort’s Argyle Steakhouse in Carlsbad,

CA. Prior to the celebration, DCC’s team was treated to a round of golf or a day at the spa.

The 2019 theme was Great Gatsby!

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It was fun and games at the Carlsbad office Summer Picnic. The team took a welcomed respite to enjoy food, sun

and waves at Carlsbad State Beach (Tamarack Beach).

s u p e r i n t e n d e n t s u m m i t

2 0 1 9DCC conducted its first annual

Superintendent Summit. As a national contractor, it’s important for us to take the

opportunity to gather all of our traveling superintendents together. The 3-day event

offered insight, education, and team building exercises, all to support our superintendents

growth and leadership. As always, we squeezed in some fun!

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Success is not just measured by the wealth we attain, but also by the opportunities we can provide to others. In 2019, DCC saw several initiatives through; teams created and spearheaded taskforces for various causes.

1We raised over $10,000 dollars for foster care organization, Koinonia Family Services. A service that provides quality foster care, adoption and

special needs support for children nationwide. We couldn’t do it without the generous support of our colleagues, construction partners and clients and are forever grateful for their joining in and support.

2 As part of our environmental cause, the DCC team organized a beach clean up day in San Diego, CA through Surfrider Foundation. With

the support of sponsors, we were able to assemble a team of volunteers to clean up Carlsbad State Beach, and enjoy our accomplishments with refreshments and snacks.

3 Leaps & Bounds Pediatric Therapy is a non-profit DCC connected with that provides physical therapy, occupational therapy, and speech

therapy services for children of all ages in the Southern California area. DCC put our building brains to work and constructed a staging area for all the riding programs offered.

4 In a continued effort to support the Salvation Army, DCC partnered with the organization during the holiday season and raised funds to

provide meals for over 300 underprivileged people in the San Diego community. The dinner celebrations took place at the Oceaside Salvation Army Community Center.

5Most people have a personal connection to cancer and the devastation it can leave in its wake. Our Dickinson Cameron Construction family

is no different, which is why Stand Up to Cancer and their focus on developing effective, cutting-edge treatments and funding treatments for those affected is so important to us. Dickinson Cameron is pledging ongoing monthly donations in 2020, as well as special fundraising initiatives to ensure we are doing what we can to contribute to the important fight against cancer. 

d c c g i v e s b a c ki t ’ s o u r d u t y t o s u p p o r t w o r t h y c a u s e s a n d c h a r i t a b l e o r g a n i z a t i o n s .

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VOLUNTEER WORK

KO I N O N I A F A M I LY S E R V I C E S F U N DR A I S E RSAN DIEGO BEACH CLEANUP

SALVATION ARMY FUNDRAISER

C a r t i e r a t H u d s o n Y a r d s

e a s tc o a s t

If you haven’t heard of the Hudson Yards project on the West Side of New York City, you will soon. Touted

as the future of retail shopping, the center is the largest private development project in U.S. history, with about 120 boutiques and restaurants, as well as significant public art, dynamic cultural experiences, and cutting edge residences. The Hudson Yards Grand Opening on March 14th, 2019 was an occasion for celebration of the community, developers, business executives, and retailers involved in this very ambitious project.

For Dickinson Cameron, the Hudson Yards grand opening was a milestone in our development as a company. The process of building five boutiques there brought us out of our comfort zone and gave our team a chance to come together in pursuit of a common and tangible goal: finish the project on time and on budget while maintaining our high quality work product.

During this project, we faced three significant challenges; working inside a massive development project, the complicated logistics of working in Manhattan, and finding the right partners to provide the very high-end finishes required by our clients.

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Hudson Yards

a c h a l l e n g e t o i n n o v a t e

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“

”

The Hudson Yards projects may have

been our most challenging yet,

and we’re so proud of the work we

have done.

C a r t i e r a t H u d s o n Y a r d s

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During this project, two Project Managers, an assistant Project Manager, two Project Engineers, an Estimator, and four Superintendents managed approximately $8.7 million in revenue. At the height of the construction our team was working 24 hours a day to not only cross the finish line but hurdle over the numerous daily obstacles.

The Hudson Yards development is LEED certified, therefore a tax exemption; as such the tie-in to the fire alarm and HVAC systems are extremely complex and require coordination among multiple stakeholders to not only adhere to the LL criteria but also provide the necessary technical information and submittals. Beyond that, there were specific cost controls that needed to be implemented in order for the LL to meet their tax exemption status. As a result, our Project Engineers are now adept at navigating this detailed submission processes.

The logistics of working in Manhattan alone are complex; then add in the additional layer of a project the size of Hudson Yards, and a massive coordination effort is required. Every delivery needed to be inputted into the online system where the driver and truck information is provided.

Once the delivery got to site it was screened 2 blocks away and then sat in line to await entrance into the loading dock. The site Superintendents became extremely proactive in getting the proper information beforehand and asking the right questions to ensure on-time deliveries.

Once it came down to building the boutiques, there were multiple constraints to deal with. The leasing agreements for most stores lasted until the very last minute so schedules were extremely tight. Reliable subcontractors and quality supervision were critical. As a result, we grew our New York sub-base and came out of this experience knowing who we can trust to give us the highest quality work at the most competitive price.

The Hudson Yards project may have been our most challenging yet, and we’re so proud of the work we have done.

As a company, this was a learning experience that will make us even more qualified to take on this innovative assignments in the future.

p i a g e tc a r t i e rt h e o r yf e n d iv a n c l e e f & a r p e l s

c o m p l e t e dh u d s o n ya r d sp r o j e c t s2019

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piaget

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Architect | TPG ArchitectureSQFT | 1,500

c a r t i e rArchitect | CallisonRTKLSQFT | 4,668

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Architect | Alexander Ziberman ArchitectureSQFT | 2,667

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Architect | CallisonRTKLSQFT | 3,000

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“ s e c r e t w e a p o n ” d e l f r i s c o s S a n D i e g o e u r e k a C a r l s b a d n o r t h i t a l i a C a r l s b a d p l u c k S a n D i e g o y a r d h o u s e A t l a n t ae u r e k a L a s V e g a s

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Building restaurants can be a difficult and demanding process with many challenges. Luckily for the DCC team, we have a leader who knows how

to successfully navigate the industry and is building a long track record of success. Chris Nightingale, Dickinson Cameron’s restaurant executive, is known for

his candor, dry humor and ability to stay focused. Alanna Veach, his protégé and Assistant Project Manager describes Chris as intense. “Really?” Chris responds somewhat surprised. “Maybe it’s because of my military background.”Chris spent eight years in the U.S. Army before working his way through the

ranks on the owner representative side for various restaurant groups, namely Islands Fine Burgers and Drinks, a 60-unit casual dining chain. In 2007, Chris partnered with DCC on two successful projects from the client side, and definitely clicked with the team. DCC offered Chris a Project Manager position, with the hopes that he could better establish the company in the restaurant space in the future. And that he did. The start of Chris’s career at DCC came with some challenges, including his

task to complete six Apple stores in just two years. “For me, it was a huge learning experience. Because retail and restaurants

were completely different. And going to the retail side was definitely different people, different requirements, and different expectations… just a different experience. We were doing Apple’s and other smaller projects – and then we finally did our first restaurant, which was the Yard House in Santana Row.”

a n i n t e r v i e w w i t h

c h r i s n i g h t i n g a l e “”

E u r e k a , C a r l s b a d

Our Secret Weapon

We are more flexible; how we do things, and how we structure things. We can make adjustments on the fly...

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Yard House Santana Row would be one of Chris’s most impressive achievements. The multi-level project came with very complex mechanical and plumbing logistics. The structure spanned seven floors and seven different tenants, in which Chris and his team had to navigate exhaust piping through. The restaurant had multiple dining levels, and a below-ground equipment and control unit space. Still, the end result was an on schedule restaurant with minimal change orders, and an “A-plus” rating by the client, something that Chris takes great pride in. Over the years, through Chris’ dedication and relationship

nurturing, restaurant work began to increase. And from 2016 – 2018, restaurant work doubled in volume. In January of 2019, the team expanded to include another project manager and project engineer. “Right now our goal is to develop our team internally. This is the first time I’ve had the opportunity to have more than just me… Now we have more people that can run the work, so we want to focus on developing a strong team and take on more projects.”

So how is DCC building up such a great record of success with restaurants?An important element to success with restaurants is competent

and talented superintendents with restaurant experience. This may be one of the most important factors when servicing clients. Chris notes that it is critical that the superintendent can field calls from the client, as restaurant owners tend to be more involved with the process than on the retail side. Another key factor Chris mentions is schedule.

Restaurants have thousands of dollars of assets coming in on the day of turnover. It is critical that the team is out of the way completely on that designated day and delivers the entire space ready for fixtures, supplies and for training to begin. When speaking about DCC’s key advantages, Chris is resolute

in his response, “We are more flexible; how we do things, and how we structure things. We can make adjustments on the fly. Bend not break. We are more forgiving with owner contracts,

fewer mark ups. More accountability. I’m always available and it comes down to me. I’m the bottom line. With other contractors, there are so many different people involved. So many different layers. Here we have minimal layers of communication.” Chris has a unique advantage coming from

the owner’s side. He knows what the internal pressures are for his clients and can anticipate weeks ahead what they will need done and what they will be looking for, especially in the critical turnover period. The restaurant team anticipates a lot of steady

opportunity and growth, as lifestyle centers are replacing malls and niche neighborhood live-work centers are replacing sprawling retail centers. More and more, people are yearning for unique experiences, especially on the dining side. For

DCC, this kind of work is our focus – full service in line projects with high-end touches are what DCC does best. A crucial aspect to the continued success of the restaurant team is fostering strong relationships with our restaurant clients – as almost all new opportunities come from referrals. When asked what key lessons he has learned over

the years, Chris responded “Relax. Rely on your team members. Everyone has the same goal. It will all work out”.

“

”

An important element to success with restaurants is competent and talented superintendents with restaurant experience. This may be one of the most important factors when servicing clients.

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r e s t a u r a n t s r e s t a u r a n t s

d e l f r i c o ’ sl o c a t i o n s a n d i e g o , c a d u r a t i o n 2 5 W e e k s

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Designed by Aria Group, the upscale restaurant made its debut recently – the first west coast location for Del Frisco’s Double Eagle Steakhouse. The 16,000 sqft space encompasses two levels. Over 4,000 sqft of which is outdoor patio dining facing the beautiful San Diego Bay waterfront. The restaurant can accommodate over 450 guests and features a two-story wine room, private dining areas and two full-service bars. Unique design features include custom hand finished chandeliers, fire torches and fireplaces, and ombre colored iridescent wall coverings.

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Our 5th project completed for Eureka! Restaurants, located in the new mixed-use development, Lift. The restaurant is just under 5,000 sqft and includes patio seating with a fire pit, a full-service bar, and a family-friendly atmosphere. Design touches of glazed lava stone subway tile, reclaimed wood paneling and natural finishes throughout complete the relaxed yet upscale vibe.

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r e s t a u r a n t s r e s t a u r a n t s

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Owned by Fox Restaurant Group / Cheesecake Factory, the 5,100 sqft space includes dining spaces, bar, and viewable main kitchen area. Tongue and groove paneled walls, exposed aggregate concrete flooring and interior shades dress the main dining room. The project also included 6 individual restrooms, 2,545 sqft of exterior patio dining area and 500 sqft of storage.

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This 12,300 sqft restaurant is located at the center field entrance to Sun Trust Park, the new home of baseball’s Atlanta Braves and features a 250 tap system with two keg rooms, a 33 seat main bar area and exterior walk up patio overlooking the entrance to the stadium.

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r e s t a u r a n t s

Opened in February 2018, the 5,000 sqft Eureka! restaurant includes an industrial rustic interior utilizing reclaimed wood paneling, chicken wire and stamped concrete floors and a 355 sqft outdoor dining are along Fremont Avenue. A rectangular 24-seat, quartz topped, central bar anchors the space. Eureka! took over part of the Emergency Arts building in historic Fremont East to complete this project.

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Project Highlights

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25 y e a r so f l e a d e r s h i pa n d i n n o vat i o n