Founded in Sandy, Utah, by Alan W. Layton in 1953, Layton Construction has been directed since 2004 by Alan David’s son and has expanded until it included offices in 16 locations across the country.
In 1987, Layton opened a South Office -West in Phoenix, his first outside Utah. The work of the contractor in the region covers all types of projects with industrial improvement and industrial hospitality and a hospitality between the main sectors of recent years.
In 2018, Layton merged with Sto Building Group based in New York as part of an effort to extend the project scale that the company could assume and increase the shares owned by employees. Following the sale, the leadership team remained in its place and members of the Layton family are among the main shareholders.
Layton’s reported income of $ 2.4 billion by 2024 place the signature in the number 1 on the most important list of contractors this year, which occupies the largest construction companies in the Seven States region.
South -west operations are led by Andrew Geier and Jimmy Tomatich, executive vice presidents. Enr talked to them about the firm’s work in the Arizona market. This Q&A has been edited and condensed.
Recent Layton projects of a glance
Republic
This 265 -room luxury hotel in Scottsdale, Ariz.
The Rambler Tempeus
The 15 -story project, mixed, near the Campus of the State University of Arizona, the project aims to meet the needs of university students.
Asyia tempe
This 27 -story high residential tower is next to the State Campus of Arizona in the center of Tempee. The project is scheduled for completion by 2027.
AC Marriott & Element Hotel Phoenix
The double brand hotel located near the new Taiwan semiconductor plant will have 179 rooms. The hotel is scheduled to open later this year.
What has contributed to Layton’s success in the southern region -west?
Geier: From the beginning, our goal has always been our goals of our customers. We seek to build true collaborations that go beyond each project, not only in the hope of returning to work with them (which we often do), but because it is the right one. In short, the alignment with the client transcends all the elements of a project. From the beginning of pre -construction to understand his vision to ensure that the space meets his needs much after construction, we are committed to our customers and their projects. It is a versatile approach that we continue to perfect and that we are proud to offer all our partners.
“We seek to create true collaborations that go beyond each project … because it is what needs to be done.”
—Andreen Geier, Executive Vice President of Layton Construction
Ultimately, we have created a diverse portfolio that serves millions of newspapers and transforms the way we live, work, play and cure communities, a reflection of our first approach.
Jimmy and I manage the southern -oest operations, so that within this business unit we have two executives. It is a management style [that David Layton, CEO and president,] After years ago called Two-in-A-Box. Someone may have some strengths and also some blind points, and then you have a second executive to spend these blind points. When we are presented with an opportunity or a challenge, a person does not have to make the decision on his own. We meet and try to make the best decision for unity. We have been very successful with the strategy.
What kind of projects have been promoting your workload in recent years?
In general, I would say that leaders for us are multifamily and high hospitality, critical mission projects such as data centers and industrialists.
When I arrived at [the Phoenix metro area] 20 years ago, it was boom and bust and depended a lot on residential construction. There were a lot of new people moving here. Now the city has matured and the construction industry is more diverse.
Today, the tenant improvement market is very active with high -end work. There is a hurry to quality for the high -end office, but the lowest levels of office markets are still quite quiet. We are also filling out many industrial projects where we could have built a shell before and now the owners are starting to fit them for warehouses or manufacturers or both. Our interior group is busy. Hospitality is also constant. High range resources are building and business travel accommodation is going well.
What does the future maintain?
Tomethich: Our backlog is strong right now; However, many projects depend on funding, either from the point of view of debt or equity, and the improvement of interest rates would also help. With a little assistance, many projects are in achieving the elevator.
I think the number of work available in our region is probably less than the appetite of the general construction community, but we are fortunate to have a diverse portfolio that will help to absorb changes in an area.
For example, the industrial market has been excellent for the last four or five years, but it has reached the peak and slows down. The Office Market has really been dead from the Covid-19 Pandemic, but now we have a few office projects that are beginning to meet, all in high quality places. We have successfully reduced resources for residential improvement projects, mission critics and high tenants, where there is a greater opportunity. With the ripening of the [Phoenix] Valley in general, the future looks bright.
