PC Building: Revenue 2025
197.01 million dollars – Management of the work at risk
83.73 million dollars – General contracting
58.48 million dollars – Income throughout the state of Virginia
35.03 million dollars – Health work
32.01 million dollars – Water supply projects
26.20 million dollars – Solid waste from waste water
526 – Number of employees worldwide
315 – Number of regional employees
0.81 – Experience modification ratio
Since entering the Mid-Atlantic market in 1972 to address strategic water and wastewater infrastructure needs, PC Construction has delivered more than $4.5 billion in work, including more than $500 million in design and construction work on the nation’s largest wastewater treatment plant, DC Water’s Blue Plains Advanced Facility, and the Piscataway Water Reclamation Project, Maryland. The South Burlington, Vt., company anticipated the region’s need for progressive design-build and at-risk construction management for municipal infrastructure projects and implemented the equipment and systems to meet those needs, resulting in a 75 percent increase in design-build contracts. ENR MidAtlantic’s 2026 Contractor of the Year placed No. 53 in ENR East’s top contractor rankings with $292.87 million in 2025 revenue, up 45.11% from the $201.83 million it brought in at No. 78 the previous year.
Contributions from the PC community include surpassing by $3 million the company’s estimated $40 million outsourcing goal for minority and women-owned businesses and small and local businesses on the recently completed wastewater bioenergy project in Accokeek, Maryland. PC attracts craft talent and maintains a leadership development program. It supports more than 100 non-profit community groups each year through time, pro-bono services and sponsorship activities. Computer Construction Executive Dan Stromberg shared the company’s business approach with ENR in the following edited and condensed Q&A.
Notable PC Construction projects include:
Motts Run Water Treatment Plant and Wastewater Pumping Station Phase 2 Expansion and Rehabilitation, Fredericksburg, Virginia.: The long-planned expansion of the plant, the city’s only source of drinking water, is under construction. Totaling $142.1 million, the project will double treatment capacity to 24 million gallons per day from 12 mgd.
Arlington Re-Gen Biosolids Upgrade, Arlington County, Va.: This progressive design-build project is the county’s first use of this delivery method. Expected to cost about $256 million, it will modernize solids handling facilities and incorporate state-of-the-art technology for the county’s water pollution control plant in the Crystal City section of the city of Arlington to sustainably transform wastewater into a renewable energy source and Class A biosolids, a nutrient-rich soil amendment.
Piscataway Water Reclamation Facility Bioenergy Project, Accokeek, Maryland.: The recently completed $269 million progressive design-build project is the largest and most technically advanced that utility owner WSSC Water has built in its 106-year history and one of only seven facilities in the country to incorporate an advanced thermal hydrolysis process to transform biosolids.
Why are you successful in the region?
[Our] track record accumulated over more than five decades…reflects the trust our customers have placed in us. I have been working in this region most of my career. After college, I went through PC’s leadership development program and eventually made the decision to settle in Leesburg [Virginia] and raise my family. That’s actually a big part of who we are: we want our people to put down roots and build careers without having to constantly relocate. In 2010, we deepened our regional commitment and truly built the team and office infrastructure to support long-term, sustained growth in the Mid-Atlantic region. The idea was to ensure that our project teams worked close to home. That’s always a win in construction: for the people, for the quality of the work, and for the relationships you build with clients.
How did you build trust with public services?
When PC first entered the Mid-Atlantic, the industry was almost entirely design-bid-build for municipal projects, and we entered through that traditional path: hard work and earning our place. But what set us apart from the start was that even in a competitive bidding environment, we approached our work collaboratively. We weren’t just trying to win jobs; we were trying to build relationships. PC Construction has built our entire book of business on reputation and referral. We’ve been a water and wastewater contractor for nearly 70 years, and the reason customers keep coming back and recommending us to others is because we do what we say we’ll do. This transparency around cost, schedule, safety and quality has been something our owner partners have consistently pointed to when discussing why they want us on a project. As the market evolved from design-bid-build to collaborative delivery models, we were already in a strong position because of our industry and customer relationships that were fundamentally based on trust, not just price.
“[Our] The track record accumulated over more than five decades…reflects the trust our customers have placed in us.”
—Dan Stromberg, Build Executive, PC Build
How did you build teams and systems?
We were aware of the market shift towards collaborative delivery, so we made a conscious decision to build teams specifically to meet their future demands. That meant investing early on in Design-Build Institute of America certification in our project management and preconstruction teams. In our first design and build projects we learned that this is not simply a different type of contract. Collaborative delivery requires a fundamentally different team structure and mindset: the way you approach pre-construction, the way you integrate with design partners, the way you make field decisions are different. If you try to run a design and build project the same way you run a hard bid job, you will struggle. Our pre-construction department, specifically dedicated to CMAR and design-build work, has multiple specialized functions that advance collaborative delivery. Our construction teams have created what I would call the most enviable collaborative delivery resumes in the industry. They have worked on complex and technological projects alongside top-tier design firms, and experience builds over time.
How challenging was the bioenergy job?
The Piscataway Bioenergy Facility is a landmark project. [It took] 7.5 years from detailed design to commissioning. It is one of seven facilities in the United States that incorporates a thermal hydrolysis process to efficiently transform biosolids. The facility is expected to generate $4 million in annual revenue, save WSSC Water customers $3.4 million annually in operating costs and significantly reduce greenhouse gas emissions.
We are incredibly proud of that. A big challenge was that the shortage of artisans was real and forced us to be creative. We relied heavily on lean construction methodology and extraction planning, ensuring that all subcontractors made thoughtful time projections and delivered on commitments. This kept work flowing and maximized the efficiency of operations. We also decided to build off-site whenever possible. The solids dewatering building was constructed with prefabricated panels fabricated off-site and assembled on-site. The lateral deammonification tanks used precast, post-tensioned concrete panels and were completed in less than six weeks, a job that would have taken 6 months by conventional means. We also pre-fabricated the electrical power distribution centers in a heated facility and delivered them fully assembled and tested. These approaches allowed us to complete this work quickly, making the interior of each structure available for mechanical and electrical trades and avoiding delays inherent in scheduling local subcontractors on short notice.
What was your approach to recruiting MBE/SLBEs into the project?
We had 36 companies involved, supporting nearly 150 jobs. Our outreach was on target. We sought out companies with existing relationships with the WSSC and interviewed them in advance to ensure they were a good fit for the team. We also mentored several of these companies, and one of them, BOTA Engineering, grew their team by 25% as a direct result of their work on this project. That’s the kind of impact you’re left with.
