MD SQUARED ELEVATING RESIDENTIAL PROPERTY MANAGEMENT THROUGH ELITE SERVICE JUNE 2025 VOL 12 BUSINESS VIEW MAGAZINE ALSO IN THIS ISSUE BRONZE CRAFT CORPORATION • SADDLETREE HOMES • JACKSON REGIONAL AIRPORT Securistyle Secure Peace of Mind at Any height Pg. 77
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Dylan Tenbrink Clementine Walton Caroline Verner Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
EDITOR’S NOTES June always seems to arrive with a great deal of excitement. Families are gearing up for summer holidays and warm leisurely days are just one afternoon in the park away. This June is no different. Schools are winding down for the summer months ahead and thoughts turn to a little more time to spend with family and a cold drink on the back porch. As we interviewed for this month’s features we could also feel the same type of optimism for the summer months ahead in all the entities we had the opportunity to profile despite developments taking place this year around the world that may have some wondering what’s next. Every one that we covered for our June issue has come out on top in every way. Regardless of the current challenges we face, these cities, counties, school districts, organizations, and companies are all thriving and dedicated to rolling out new initiatives to help ensure future success. All signs indicated that it has been a winning second fiscal quarter as we got a glimpse of their recipe for success. For our June issue, we touched down at Jackson Regional Airport, Mineral Wells Regional Airport and Northeast Philadelphia Airport. We caught up with both Aviation Directors from these dynamic aviation hubs. With a master plan in place, confidently meeting continued aviation growth, and playing a vital economic link to the region, these airports continue to see aviation growth and are part of the overall vision propelling these airports through 2025. We also had the opportunity to cover a diverse group of municipalities for this month’s issue. As our in-depth profiles revealed, dedicated master plans, bold initiatives, and critical infrastructure upgrades top the agenda. Civic and county officials continue to put their residents first. Business View’s pages are filled with engaging features with city officials from Amityville, New York, Buffalo, Minnesota, Greece, New York, Huntsville, Tennessee, Johnston, Iowa, Palmview, Texas, Plattsburgh, New York, Tallahassee, Alabama and Vernon, Texas among other fast-growing municipalities. Each municipality we covered in June showed continued growth numbers and ambitious plans to push further towards continued success for the third financial quarter of 2025. In our June issue, we also covered impressive and fast growing companies and organizations including Bronze Craft Corporation, Forrest St. Builders, MD Squared Property Group, and MetraPark among others. As June takes flight, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and point their economic GPS towards further growth. Our June issue also continues to bring you our popular school district series. We had the opportunity to sit down with school officials from several leading school districts to discuss the pivot to the changing demands of the economy and their innovative approaches to ensure students are college and career-ready while always being put first. We spoke with the New Rochelle City School District, Niagara-Wheatfield Central School District, The Seine River School District, Seven Oaks Schools, and Dayton Public Schools. With thriving masterplans, each school division shows strides and is adapting to the challenges ahead. As we continue to bring you sector and industryfocused features, we will keep a keen eye on current economic developments and business readiness to provide the best business view. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
CONSTRUCTION 19 FOREST STREET BUILDERS Mastering Denver’s Historic Home Market 29 SADDLETREE HOMES Where Customization Meets Functionality 39 STONEHENGE CLASSIC HOMES, INC. Turning Houston’s Aging Properties into MillionDollar Masterpieces FACILITIES MANAGEMENT 51 METRAPARK MONTANA A Facility that Reflects the Region 61 PHOENIX CONVENTION CENTER The Hub of Economic Vitality in the Valley 51 VOLUME 12, ISSUE 06 COVER MD SQUARED 2 EDITOR’S NOTES 7 OPENING LINES METRAPARK MONTANA SADDLETREE HOMES 29 3 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
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REAL ESTATE 103 MD SQUARED Elevating Residential Property Management Through Elite Service SUPPLY CHAIN AND LOGISITCS 123 NORTH ATLANTIC INTERNATIONAL LOGISTICS A People-First Approach to Growth MANUFACTURING 73 BRONZE CRAFT CORPORATION Forging the Foundation of the Window Hardware Sector 83 ENVIRONMENTAL PRODUCTS GROUP Building Better Infrastructure VOLUME 12, ISSUE 06 MD SQUARED BRONZE CRAFT CORPORATION 103 73 5 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
135 JACKSON REGIONAL AIRPORT A Regional Gateway on the Rise 145 MINERAL WELLS REGIONAL AIRPORT Taking Off with Growth on the Horizon 155 NORTHEAST PHILADELPHIA AIRPORT Ambitious Plans to Support Its $500 Million Dollar Economic Impact BUSINESS VIEW CIVIL AND MUNICIPAL View these features in our newest magazine The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. AVIATION VIEW View these features in our newest magazine CITY VIEW AMITYVILLE, NY GREECE, NY NISKAYUNA, NY PLATTSBURGH, NY RENSSELAER, NY BUFFALO, MN COBOURG, ON EDWARDSBURGH CARDINAL, ON GARFIELD HEIGHTS, OH HUNTSVILLE, TN LA VERGNE, TN JOHNSTON, IA MILLBROOK, AL TALLASSEE, AL NASH COUNTY, NC PALMVIEW, TX VERNON, TX SHELBY TOWNSHIP, MI EDUCATION NEW JERSEY MUSIC EDUCATORS ASSOCIATION PRIVATE COLLEGE AND SCHOOL ASSOCIATION OF NEW JERSEY DAYTON PUBLIC SCHOOLS HOBOKEN PUBLIC SCHOOL DISTRICT CITY SCHOOL DISTRICT OF NEW ROCHELLE NIAGARA-WHEATFIELD CENTRAL SCHOOL DISTRICT SEINE RIVER SCHOOL DIVISION SEVEN OAKS SCHOOL DIVISION NORTHEAST PHILADELPHIA AIRPORT 155 6 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
STUDY: BUSINESS AI POWER CONSUMPTION HIGHEST IN THESE 10 STATES Source: www.americancityandcounty.com, Ryan Kushner, First Published June 13th, 2025 The use of artificial intelligence is rising, and so is the amount of electricity needed to power the new technology. States across the country are seeing surges in electricity usage from businesses incorporating AI, according to a recent study by internet marketing company DesignRush. The study analyzed how much electricity these businesses use to run AI tools in each state on average annually. Maine ranked the highest with an average of 8,642.51 kilowatt-hours used per business per year. By comparison, the average U.S. household Opening Lines 7 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
“Maine has just over 74,000 businesses, and around 5,000 of them use AI tools,” the study stated. “With an average of 11.5 employees each, that’s nearly 58,000 people using AI at work.” The average annual energy used by businesses to power AI in Maine is enough to power approximately 4,158 homes, according to DesignRush. In late 2024, Maine Gov. Janet Mills established an AI task force to explore ways of leveraging and regulating the technology in the state. Maine was followed in average annual AI energy use per business by Virginia and Colorado, where businesses used an estimated 8,394.08 and 8,289.57 kilowatt-hours, respectively. The drain on electricity from AI tools is not expected to slow down any time soon. The electricity usage of data centers around the globe is set to more than double by 2030 to 945 terawatt-hours, and AI is anticipated to be “a significant driver” of the surge, according to a report by the International Energy Agency. Nearly half of that power usage is expected to come from the U.S., which is on track to use more electricity for processing data in 2030 than it currently uses to manufacture aluminium, steel, cement and chemicals combined, according to the IEA. uses 10,791 kilowatt-hours of electricity per year, according to 2022 U.S. Energy Information Agency data. TOP 10 STATES FOR AI POWER USAGE BY BUSINESSES 10 states ranked based on the average amount of electricity used by businesses to power AI each year STATE AI ENERGY PER BUSINESS (KWH/YEAR) 1 Alaska 7,994.30 2 Colorado 8,289.57 3 Hawai'i 8,126.17 4 Louisiana 7,865.98 5 Maine 8,642.51 6 Maryland 7,849.04 7 Massachusetts 8,009.60 8 Mississippi 7,656.20 9 Virginia 8,394.08 10 West Virginia 8,202.23 8 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
OPENING LINES THESE 10 STATES HAVE THE HIGHEST FIBER BROADBAND AVAILABILITY Source: www.americancityandcounty.com, Ryan Kushner, First Published June 28th, 2025 The most notable increases in fiber-to-the-home availability per capita were in central, southwestern and New England states, according to a recent study. Fiber broadband availability in the U.S. has come a long way in the past decade, but some states have seen more progress than others, according to a recent study published by the Fiber Broadband Association (FBA) and conducted by RVA LLC, a market research and consulting agency. The most notable increases in fiber-to-the-home availability per capita were in central, southwestern and New England states, according to the study, which analyzed data from 2013, 2016 and 2024. Rhode Island, the smallest state, along with North Dakota and Nebraska, led the U.S. in fiber broadband availability per capita at 83.2%, 81.9% and 80.6%, respectively.The bottom three states for availability as of 2024 were Alaska (13.0%), New Mexico (21.5%) and Arizona (23.4%). “This data confirms that fiber deployment is accelerating across much of the country, but also shows there is still significant opportunity ahead,” Deborah Kish, vice president of research and workforce development at the FBA, said in a press release. “State-level progress underscores the vital role that policy, competition and local initiatives play in advancing broadband access.” The study also highlighted states that have seen some of the most significant improvements in fiber broadband availability over the past 11 years, such as Arkansas and Mississippi, which saw availability jump from 1.8% and 3.1% in 2013 to 62.8% and 66.9% in 2024, respectively. The number of fiber broadband deployments in 2024 set a new annual record at 10.3 million homes, FBA found. However, an estimated 25 million Americans remain without high-speed internet access, according to the National Telecommunications and Information Administration (NTIA). The FBA also noted recent challenges for states seeking funding through the NTIA’s Broadband Equity, Access and Deployment (BEAD) program. 9 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
“Furthermore, NTIA hasn’t provided the necessary guidance on what changes are expected,” Bolton added in a statement issued after the pause. “Delaying a program that’s ready to deliver highspeed, reliable broadband slows progress for the communities BEAD was designed to help and has a chilling effect on additional private and public investments.” The $42.45 billion program, which provides states grants to improve high-speed internet access, is under scrutiny by the Trump administration, which issued a 90-day pause on the funding in April. Impacted states include West Virginia (35.5% fiber broadband availability per capita) and Nevada (28.6% availability per capita), according to FBA. FBA President and CEO Gary Bolton said the pause “jeopardizes deployment plans the states have spent years tailoring to individual communities.” 10 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
OPENING LINES SECURING OUR WATER FUTURE THROUGH STRATEGIC ACTION Source: www.americancityandcounty.com, Ryan Kushner, First Published June 28th, 2025 How utilities can overcome aging infrastructure, unfunded mandates and emerging contaminants. Across the U.S., water utilities are standing at a critical junction. The convergence of aging infrastructure, rising regulatory demands and the persistent appearance of emerging contaminants are creating a perfect storm. Layered atop this challenge is a looming financial conundrum: utilities must comply with increasingly stringent mandates — many unfunded — while working within tight budgets, hesitant public sentiment on rate increases and some communities resistant to change. Despite these hurdles, the path forward is not only possible, but also already being forged. With the right mix of strategic planning, technology adoption and public education, utilities can chart a course toward resilience, reliability and sustainability. A bold, incremental, proactive approach is now essential. As utilities contend with an evolving landscape, the most immediate and pressing force reshaping their priorities is the steady escalation of regulatory requirements and the evolving appearance of emerging contaminants. THE REGULATORY TIDE IS RISING At the heart of the issue are regulatory pressures that continue to expand in both scope and complexity. Federal laws like the Safe Drinking Water Act and Clean Water Act set the baseline, but states — especially in places like New Jersey — often implement even more rigorous standards in advance of the EPA regulations. Emerging contaminants, particularly per- and poly-fluoroalkyl substances (PFAS), reshape the water treatment landscape. Utilities are now required to identify these contaminants, obtain permits, design specialized treatment systems and integrate them into operations — frequently without preestablished operating procedures and with limited or conditional funding. The stakes are high. Contaminants like PFNA are being addressed with cutting-edge methodologies such as ion exchange resins and granular activated carbon (GAC) — yet even these solutions require careful vetting. No two water sources are alike, and pilot testing using local water chemistry is essential. Naturally occurring compounds like ammonia, iron, and magnesium and pH levels can dramatically influence treatment outcomes. That’s why utilities are turning to simulations and collaborations with manufacturers to fine-tune solutions before investing at scale. These pilot programs are critical. They reflect an urgent reality: utilities must ensure no degradation in water quality and operational stability as regulations quickly evolve. While navigating compliance challenges is daunting, they are compounded by another unavoidable reality: America’s water infrastructure is aging rapidly, and the cost of inaction is rising. THE INFRASTRUCTURE CLIFF Beyond regulatory pressures lies the more profound challenge of aging infrastructure.Treatment plants, pumping stations, elevated tanks and — perhaps most invisibly but critically— miles of underground piping are reaching or exceeding their intended lifespans. Utilities often lack detailed records of system conditions, let alone the resources to conduct comprehensive replacements. Here, prioritization is key. Replacing every pipe or pump is unrealistic. Instead, utilities must evaluate infrastructure based on condition, user impact, failure risk and environmental context. For instance, acidic soil, fluctuating pressures or recurring customer complaints may indicate hidden weaknesses in the system. Artificial intelligence (AI) and machine learning advancements are now accelerating this triage process. By analyzing system-wide data — soil type, pipe age, flow rates and more — AI tools can generate predictive models and provide a 10-year roadmap for improvements. These tools not only replace the retiring workforce’s institutional knowledge but also create a consistent, data-backed approach to decision-making. What was once an estimation process is becoming a science. But even with a clear understanding of what needs to be fixed and in what order, the question remains: how can utilities afford to act when mandates grow and budgets shrink? THE FUNDING GAP — AND THE UNFUNDED MANDATE DILEMMA Unfunded or partially funded mandates — such as the federal requirement to replace all applicable lead and galvanized service lines, depending on location, by 2037— are putting enormous strain on local governments. For many small and mid-sized utilities that don’t qualify for funding, these costs are untenable. This financial stress leads to a critical tipping point. Without proactive investment, utilities fall into reactive cycles. Emergency repairs become the norm, and failures become more frequent.And the cost? Emergency repairs and response are often twice that of planned improvements, compounded by public dissatisfaction and staff burnout. The only viable solution is multifaceted: identify every available source of funding — federal grants, low-interest state loans, infrastructure allocations — and use them strategically. Organizations serving smaller populations or disadvantaged communities may qualify for 11 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
public, utilities must have financial projections, system assessments and honest evaluations of short- and long-term costs. With this clarity, leadership can decide whether selling or investing in the system is the best route forward.The right choice isn’t universal, but it should always be informed. Yet whether choosing to privatize or remain public, utilities must adopt a strategic mindset grounded in data, technology and transparent communication to build long-term resilience. A ROADMAP TO RESILIENCE Despite the complexity, there is a clear path forward for utilities ready to act: • Use data to drive decisions. AI and predictive analytics can replace guesswork with insight, providing an informed and defensible foundation for capital planning. • Invest early and steadily. Prioritizing and funding critical infrastructure now saves exponentially in emergency costs and reduces future failures due to lack of preventative maintenance. • Leverage every funding source. Proactive grant and loan applications are essential to close the gap between needs and resources. • Communicate with transparency. When the needs are explained clearly and tied to tangible improvements, rate increases can gain broader acceptance. • Evaluate all options — including privatization — with rigorous analysis. Every community is different. To protect the health, safety and welfare of the public, decisions must be grounded in facts, not fear. THE COST OF DELAY IS TOO HIGH The future of America’s water infrastructure hinges on one truth: delay compounds risk. Regulatory demands will only intensify. Contaminants will continue to emerge. Infrastructure will keep aging.And the costs — financial, environmental, and human — will escalate. But with strategic foresight, modern tools and a willingness to face and make the hard conversations, utilities can turn the tide. They can maintain safe and reliable service and leave behind a system stronger than the one they inherited. Securing our water future isn’t just about engineering. It’s about leadership, vision and the courage to strategically act. special programs and funding. Yet access isn’t guaranteed. Securing these funds requires experience with the various funding mechanisms and relentless advocacy. And even then, many utilities still face the hard truth: rate increases are unavoidable. The answer often leads to a difficult but necessary conversation that utilities and governing bodies can no longer afford to avoid: the need to revisit customer rate structures. BREAKING THE SILENCE ON RATE INCREASES Elected officials and utility purveyors often struggle with how best to validate and communicate ratepayer increases. Many utilities have deferred minor, incremental adjustments for years only to find themselves forced into sudden, drastic hikes when systems begin to fail and require major improvements. The smarter path is gradual, data-backed change. Financial analyses incorporating Capital Improvement Plans, projected funding availability, and a risk matrix tied to infrastructure conditions can illustrate the actual cost of delaying projects. When governing bodies and the public understand that modest, phased increases can prevent system-wide failure, the conversation shifts from resistance to realism. This is where communication becomes a cornerstone of success. Rate studies presented in public meetings, backed by clear graphics and explained in plain language, build trust. When customers understand the tradeoffs — pay a little more now or face higher rates and degraded service later — they’re more likely to support long-term investment. For some communities, however, the financial burden and community resistance to rate increases have opened the door to a growing alternative: selling the utility to private entities. PRIVATIZATION: A TEMPTING BUT COMPLICATED PATH The strain on municipal utilities has led to a growing wave of privatization. In many regions, private firms are purchasing water systems outright, offering municipalities a lump sum to eliminate debt and offload the burden of infrastructure management. It’s an enticing offer, especially for towns that have exhausted bonding capabilities or failed to raise rates over time. However, while privatization may be the best option for some, privatization has other challenges: long-term rate control is shifted from the public to private and accountability may shift unless there is strong alignment between stakeholders. The key is transparency. Whether exploring privatization or staying 12 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
PLANNING FOR THE UNPREDICTABLE: EXTREME WEATHER AND BASE LOCATION OPENING LINES Source: nbaa.org, News Editor, First Published June 13th, 2025 A growing trend of unpredictable and damaging weather is forcing some business aircraft operators to reconsider where they base their aircraft. Today’s regional weather patterns are a key consideration, experts say, impacting everything from insurance to infrastructure planning. During the past decade, the frequency and severity of extreme weather events in the United States have surged. According to the National Centers for Environmental Information, the 1980s saw a total of 33 natural disaster events blamed for more than a billion dollars in damages, while in the 10 years leading up to 2023 that number rose to 173. While the most prominent risks stem from thunderstorms, cyclones, hurricanes and tornadoes, flooding and wildfires are becoming increasingly disruptive, said Andy Eggert, a flight planner and meteorologist at International Trip Planning Services. The National Weather Service (NWS) Aviation Weather Center (AWC) produces warnings and advisories for aviation hazards in the form of SIGMETs and graphical AIRMETs. SIGMETs are issued for severe risks such as widespread sandstorms, volcanic ash and tropical cyclones. AIRMETs depict areas of moderate turbulence, moderate icing, low ceilings/ visibility, and strong surface winds. Hazard threats can vary regionally and seasonally, said Jennifer Stroozas, warning coordination meteorologist, NWS AWC. “Needless to say, this means AWC is busy all year round in every season watching for aviation weather hazards,” she said. CONTINUITY PLANNING AND PREPAREDNESS Eggert recalled a “near worst-case scenario” ahead of Hurricane Milton’s landfall in October 2023. A South Florida-based operator debated whether to relocate their aircraft. Although South Florida was outside the hurricane’s forecast cone, the operator ultimately opted to move the aircraft as a precaution. “It turned out to be a wise decision,” Eggert noted. “Milton produced an unusually high number of tornadoes across Florida, particularly along the Atlantic coast – directly affecting the area where the operator had been based – despite the eye making landfall more than 150 miles away, just south of Tampa Bay.” The incident was discussed at the 2025 NBAA Schedulers & Dispatchers Conference in March, where Eggert presented alongside Richard Weiss, quality assurance manager at World Fuel Services. “You need to make sure you have a continuity plan in place so that, after the storm, your business is ready to resume operations or effectively manage the aftermath,” Weiss said. “That includes being prepared for impacts not just to your facilities, but also to your workforce.” World Fuel has dedicated teams positioned to work 13 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
weather data collection and coordination efforts with airport authorities. Real-time weather intelligence is becoming a standard component of safety management systems (SMS). Many companies now employ in-house or contracted meteorologists to support decisionmaking during dynamic weather situations. Infrastructure also plays a role in mitigating risk. “The equipment available depends on the size and location of the airport,” Eggert said. “For example, northern airports may have snowplows, while some locations even use jet dryers to manage wet runways – similar to what you’d see at a NASCAR track.” However, Eggert emphasized that beyond accurate forecasting, there is often little that can be done to keep operations running during the most severe weather events. MITIGATING RISK To better understand the most prominent risks to aviation, AWC’s Stroozas said her office hosts a National Oceanic and Atmospheric Administration Corps officer, who can fly scientific missions like hurricane hunting to provide expertise and input from a pilot perspective. AWC also has a research and development arm that’s laser-focused on advancing the science of aviation hazards. “This includes joint research projects with our FAA partners,” said Stroozas. “AWC also hosts testbed experiments to evaluate new models, research methods and techniques before they are incorporated into operations.” Echoing AWC’s work, both Weiss and Eggert underscored the importance of integrating weather preparedness into a larger SMS framework – a system that includes planning, logistics, insurance, meteorological resources and employee safety. “At the end of the day, whether you’re the aircraft owner, broker, trip support provider or handler, it’s about mitigating the risk to your part of the business,” Weiss said.“And working together to ensure that plan is executed effectively.” remotely or from unaffected locations to ensure operational continuity. Weiss recommends FBOs and aviation businesses – regardless of size – develop similar strategies. WEATHER INTELLIGENCE AND INFRASTRUCTURE One of the most effective tools in weather preparedness, Weiss noted, is a robust weather detection system. Eggert agrees, he said even smaller airports should maintain stations that report key aviation weather metrics, such as wind, temperature, barometric pressure, cloud cover and precipitation. Larger airports often benefit from nearby NWS offices, which provide radar coverage and contribute to the Automated Surface Observing System (ASOS) network. Jointly operated by the NWS, FAA and Department of Defense, the ASOS network supports 14 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
OPENING LINES NBAA WELCOMES FIVE-COUNTRY PARTNERSHIP TO COLLABORATE ON GLOBAL ADVANCED AIR MOBILITY GROWTH Source: nbaa.org, Dan Hubbard, First Published June 17th, 2025 The National Business Aviation Association (NBAA) today welcomed a new, U.S.-led partnership with Australia, Canada, New Zealand and the UK to coordinate as the countries take steps to integrate advanced air mobility (AAM) into their aviation systems. Department of Transportation Secretary Sean Duffy and acting Federal Aviation Administration (FAA) Administrator Chris Rocheleau joined other government and industry leaders in signing a declaration at the Paris Air Show today committing to implement the Roadmap for Advanced Air Mobility Aircraft Type Certification. The roadmap aims to align on the countries’ AAM airworthiness and certification standards by sharing data, research and safety information, with the aim of harmonizing and streamlining the certification and safe deployment of electric vertical takeoff and landing (eVTOL) aircraft. “This global partnership moves advanced air mobility forward and fosters the collaboration needed to bring AAM to our skies safely and efficiently,” NBAA President and CEO Ed Bolen said. The partnership announcement comes just months after the FAA unveiled a Special Federal Aviation Regulation (SFAR) for AAM at NBAA’s Business Aviation Convention & Exhibition (NBAA-BACE) to guide companies as they work through certification 15 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
# # # Founded in 1947 and based in Washington, DC, the National Business Aviation Association (NBAA) is the leading organization for companies that rely on general aviation aircraft to help make their businesses more efficient, productive and successful. The association represents more than 10,000 company and professional members and provides more than 100 products and services to the business aviation community, including the NBAA Business Aviation Convention & Exhibition (NBAA-BACE), the world’s largest civil aviation trade show. toward operations in the U.S. NBAA and a group of industry stakeholders have been informing the work of government leaders to chart a course for the integration of AAM technologies into airports and airspace for years. NBAA’s AAM Roundtable, which includes the world’s leading manufacturers developing eVTOL vehicles and other AAM aircraft, helped shape the SFAR introduced by the FAA last year. NBAA and its members also played a role in ensuring the five-year FAA reauthorization bill signed into law last year included language encouraging the government to harmonize international regulations to bring AAM aircraft to market and strengthen U.S. leadership in aviation. 16 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
construction 17 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
FOREST STREET BUILDERS MASTERING DENVER’S HISTORIC HOME MARKET STONEHENGE CLASSIC HOMES, INC. TURNING HOUSTON’S AGING PROPERTIES INTO MILLION-DOLLAR MASTERPIECES SADDLETREE HOMES WHERE CUSTOMIZATION MEETS FUNCTIONALITY 18 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
FOREST STREET BUILDERS MASTERING DEN HISTORIC HOME AT A GLANCE FOREST STREET BUILDERS WHAT: C ustom home builder specializing in historic home restoration, remodeling, and renovation, with expertise in preserving architectural character while integrating modern amenities WHERE: Denver, Colorado WEBSITE: www.foreststbuilders.com 19 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
NVER’S MARKET Former competitive snowboarder Ian Price brings an athlete’s precision to preserving century-old homes while navigating labor shortages and modern demands In Denver’s older neighborhoods, where 137-year-old houses stand alongside century-old brick structures, Forest Street Builders fills a unique role. The custom home builder specializes in what many contractors avoid: the complex work of preserving historic homes while adapting them for modern living. “We’ve been getting a great reputation throughout all of the Denver area as a custom home builder,” says Ian Price, the company’s founder.“We’ve been doing a lot of work in historic and older homes, restoring, remodeling, renovating 20 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
them and doing some pretty incredible things with them structurally to preserve a lot of the original character of the house, but at the same time, adding some of the more modern amenities.” The company operates in a market where more than 50 historic districts require special permitting and oversight for exterior modifications. Price’s team currently manages four historic properties, including homes dating back to 1887, 1914, and 1919. Each project demands a tailored approach that respects the homeowner’s vision and the building’s heritage. “Some people want a house that looks older, but when you come inside, it’s much more up to date,” Price explains. “Other people really like to try to keep the heritage of the house, including a lot of the woodworking and the original millwork.” Forest Street Builders distinguishes itself through careful listening and technical expertise. In an industry facing severe skilled labor shortages, with Colorado expecting 96,000 construction job vacancies by 2025, the company’s ability to source materials and execute complex structural work sets it apart from competitors who focus solely on new construction or simple renovations. THE ART OF COLLABORATIVE CONSTRUCTION Building trust isn’t just about client relationships at Forest Street Builders.The company has cultivated a network of architects, engineers, and designers who share their vision for quality historic preservation. Unlike transactional builders who simply execute plans, Price views each project as a collaborative effort requiring specialized expertise. “We do not have an in-house design team,” Price notes.“Sometimes we have clients that come to us that have been working with an architect already, and the two of them have come up with a set of plans and then they bring us in partway through the design or near the end.” For clients new to historic renovation, Forest Street provides crucial guidance.“We have a great network that we’ve put together of architects, structural engineers, interior designers, to be able to guide them in the direction that seems like it would be the best fit.” 21 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 FOREST STREET BUILDERS
Among these partners, Steve Barsch of Barsch Design stands out for his modern transformations of older ranch houses.“He does a lot of more modern builds, but has a great vision at taking some of these older ranch houses that don’t really look like anything special to start with,” Price says.“When these houses are complete, they’re incredible.” Interior designer Stacy from Nook Design Collective brings another dimension to projects. “She really specializes in those mid-century modern builds and designs and just really has an incredible eye for making the final product just look really classy and inviting and warm,” according to Price. The collaborative approach proves essential in Denver’s complex regulatory environment. With historic districts requiring Landmark Preservation Commission approval for exterior changes, having partners who understand aesthetic goals and compliance requirements helps work through the intricate approval process while maintaining project momentum. BUILDING GENERATIONAL HOMES For Price, houses represent far more than construction projects. His philosophy stems from childhood experiences in Vermont, where homes routinely passed through multiple generations within the same family. This perspective shapes Forest Street Builders’ approach to every renovation. “The house, especially to us at Forest Street Builders, is much more than just a roof over people’s heads,” Price emphasizes.“The house is a place where family’s going to grow. Relationships happen, families are born into and maybe even have generational terms as far as how long the house stays in the family.” Growing up in Vermont exposed Price to buildings with remarkable longevity.“The town that I grew up in, there’s houses there that are over 200 years old and there’s some families that have been in the houses for the whole time throughout the whole history of the home,” he recalls.“For me personally, and for all of us in our company, it’s really a connection.” This philosophy translates into meticulous attention to detail that distinguishes Forest Street from production builders. “By no means do we just nail 22 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
the board on the wall and get it up there and get onto the next one,” Price states. “Everything is very intentional, it’s very well thought out.” The approach resonates in a market where historic preservation requires balancing modern functionality with architectural integrity. Denver’s older homes, many featuring original millwork and craftsmanship rarely seen in contemporary construction, demand builders who appreciate their inherent value. Price’s team ensures these irreplaceable elements survive for future generations while integrating necessary updates for contemporary living. Their work preserves not just structures, but the stories and memories these homes will continue to shelter. SOLVING THE PUZZLE OF HISTORIC RENOVATION Working with century-old brick homes presents unique structural challenges that Price compares to strategic gameplay. Each project requires careful planning, creative problem-solving, and the ability to adapt when unexpected issues arise beneath layers of plaster and brick. “The older homes structurally have a bit more of a challenge when remodeling them,” Price explains. “That has to go with the methods that were used a hundred years ago when it was primarily brick houses around here in Denver and how we support the brick, how we work with the brick, and how we caress these homes to be able to take a whole exterior wall off of the house while supporting the roof and all the floors inside.” Denver’s historic homes often feature thick stone foundations built to combat the region’s expansive soils, a challenge builders recognized even a century ago. Modern renovators must contend with these original design decisions while addressing decades of deferred maintenance and outdated systems. “Every remodel has its own unique challenges and how we play the hand that we’re dealt with each house to get it to that finish line,” Price says. “I find it really enjoyable and entertaining, just coming up with solutions and the problem solving and the team effort that goes into what we do every day.” Forest Street typically manages two to four projects simultaneously, with proximity affecting capacity.“If some of the projects are closer together, it’s easier for us to maybe take on an additional project,” Price notes. “If they’re further apart, just with the time of commuting and getting materials and whatnot, it might get more difficult.” This strategic approach ensures quality control while managing the complexities inherent in historic preservation work. FACING OFF MARKET REALITIES Supply chain disruptions and material costs remain front of mind for custom builders nationwide. Forest Street Builders has weathered the post-pandemic market volatility while maintaining project quality 23 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 FOREST STREET BUILDERS
and timelines. Price offers a measured assessment of current conditions. “During COVID it was definitely very fluid and just honestly increasing expense,” Price recalls.“It seemed like the price could increase just throughout the day. From what I’ve seen, that is definitely leveled out and plateaued. It’s come down quite a bit from where it was at the all time high and it’s leveled off to this point.” Material availability has largely stabilized, though certain items require advance planning.“I can source the material, so it’s readily available for the most part,” Price says.“Windows and doors have a little bit longer lead time than a lot of the other items, but all of our other items are typically readily available.” Looking ahead, Price remains watchful of economic factors that could impact pricing. “Just in the news today with the tariffs being released and these types of things, it’ll be interesting to see what happens with everything in the global economy at the moment,” he observes. The company’s experience managing up to ten projects during peak COVID demand, when material shortages plagued the industry, has prepared them for market fluctuations. Colorado’s construction sector continues grappling with challenges beyond 24 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
materials. Forest Street’s conservative approach of limiting active projects helps ensure reliable delivery despite industry-wide constraints affecting both materials and skilled labor availability. FROM OLYMPIC DREAMS TO CONSTRUCTION EXCELLENCE Price’s path to construction began on Vermont slopes, where competitive snowboarding shaped his approach to business. Growing up near Burton Snowboards’ headquarters placed him at the epicenter of the sport’s emergence, surrounded by future Olympic athletes who pushed boundaries and set new standards. “I grew up working on a farm and growing up working on a farm, one, it taught me a really good work ethic,” Price reflects.“It also allowed me to wrap my head around a lot of difficult scenarios as far as fixing tractors or mending fences or building barns or whatever it is we might need to do.” The farm experience proved foundational for both athletic and construction pursuits. “I think some of that upbringing really helped me with some of the difficult structural challenges that we get into with some of these older remodels, but also that drive and that hard work ethic helped me in being an athlete and striving to be one of the better athletes in the world,” he explains. 25 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 FOREST STREET BUILDERS
FUTURE VISION AND PRIORITIES Forest Street Builders focuses on sustainable growth through relationship building and operational excellence. Price emphasizes that referrals from satisfied clients remain the company’s primary measure of success in Denver’s competitive custom home market. “Our top priorities at the moment are to keep building relationships throughout Denver, and that’s with other builders, other vendors, and obviously clients as well,” Price states.“Our biggest pat on the back is getting referrals from past clients. It’s really creating that client experience and making sure that it is as great as we can make it all the way through the process.” The company addresses common industry pain points through technology and transparency. “You always hear these horror stories of people’s houses taking longer than they’re supposed to or going over budget or these large surprise bills,” Price Price’s competitive circle included remarkable talent. “I have 12 to 15 friends with Olympic medals or multiple. We’ve known each other since we were 13 or 14 years old,” he notes.“I grew up around people that were really good and competitive, both in the snowboarding world and in the construction world.” The transition from professional sports to construction felt natural. “As I got older and was phasing out of snowboarding and wondering what is going to be my job now, construction for me was the next logical thing,” Price says.“It was something that I really enjoyed, I had a lot of experience doing it from a younger age.” 26 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
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PREFERRED VENDOR/PARTNER n Shelton Electrical Services www.sheltonelectric.com Shelton Electrical Services brings precision, professionalism, and peace of mind to every project. Whether enhancing your home or powering your business, our licensed experts deliver top notch, efficient solutions tailored to your needs. Experience excellence where craftsmanship and reliability connect with the electricians you can trust. acknowledges.“We’re really doing our best to make sure that everyone’s aware of what’s coming up and just to make the process as predictable as possible.” JobTread project management software has transformed their operations.“We’ve really enjoyed our move over to JobTread and they’ve been amazing to work with,” Price says. “Everyone that works at JobTread has worked in construction themselves, so it’s not like it’s some people that were really good at working on computers that got a job because it’s in the tech industry. It’s been incredible.” Continuous improvement drives the company forward. Price credits Breakthrough Academy, a contractor education program he’s participated in for nearly four years, as “a real game changer for me and definitely for my company, making sure that we’re bringing in the best employees, we’re working with the best subcontractors, and we’re making sure that we’re providing an incredible experience.” As Denver’s housing shortage intensifies and historic neighborhoods face development pressures, Forest Street Builders stands ready to preserve the past while building for the future. 28 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
WHERE CUSTOM MEETS FUNCTIO SADDLETREE HOMES AT A GLANCE SADDLETREE HOMES WHAT: A deluxe custom home builder recognized for its unmatched ability to blend individualized design with practical construction knowledge. WHERE: Based in Colorado Springs, Colorado WEBSITE: www.saddletreehomes.com 29 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
MIZATION ONALITY A LEGACY OF THOUGHTFUL DESIGN AND ENDURING QUALITY Saddletree Homes, a premier builder, is uniquely defined by its unparalleled adherence to top quality craftsmanship and a commitment to flexible customization for each and every house they build and/or renovate. The company’s highly effective, relationshipdriven business model is deeply rooted in a depth 30 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
of experience. Saddletree sales professionals, on average, have at least 10 years of experience and always guide clients through the home-building process. That process itself focuses on creating not just functional but also sellable homes, and it has led to a track record of over 1,400 completed custom builds, many of which feature industry-awardwinning designs. Saddletree skillfully blends custom dreams with market wisdom to deliver innovative yet affordable designs that its clients value not only as homes but also as long-term investments. This efficient, well-managed operational backbone, coupled with a keen, extensive knowledge of green features and their practicality, has allowed Saddletree to build high-quality, energy-efficient homes at realistic price points. And the company’s profitability is further bolstered by its exceptional customer service, which leadership deems its best marketing tool. Repeat business is quite common, and in many cases, clients have gone on to build multiple homes under the company’s direction. This client loyalty dramatically reduces the company’s reliance on costly first-time marketing, and it stands as a testament to the importance of genuine relationships within Saddletree’s business model. The company’s sharp foresight has helped it identify prime locations and navigate competitive market dynamics, even during slower economic times. Therefore, leveraging keen but careful land acquisition is a critical facet of the company’s overall growth strategy. Saddletree’s remarkable mixture of bespoke craftsmanship, astute market responsiveness, and operational integrity is undoubtedly the reason for its thriving business. Now, the details behind how it generates both dream homes and steady financial returns will be unveiled. BALANCING PERSONALIZED DESIGN WITH PRACTICAL APPLICATION Saddletree Homes stands as a distinguished builder in the market, renowned for its exceptional customizations. Unlike many competitors, Saddletree allows clients unparalleled flexibility, enabling them to transform a foundational plan into their uniquely envisioned home. “We’re one of the few builders in town that allow 31 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 SADDLETREE HOMES
crafted. Despite always starting with a familiar design, the result is always one of a kind. “We’ve never built the same house twice,” Barcus proudly affirms, a testament to the company’s commitment to individuality. This bespoke approach extends beyond mere aesthetics. It begins with a foundation of expertise that deeply factors functionality and client collaboration. for complete customization. We like to start with our set of plans, but then we’ll allow people to make any changes they’d like,” says Owner Kelley Barcus. The build journey often begins with a foundation of existing plans, rather than a daunting blank slate. “We try to start with something we’ve built before, that we’re familiar with, then we’ll modify it,” Barcus confirms. This process has created the company’s hefty track record, spanning over 1,400 homes, each uniquely 32 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06
advise against impractical or ultimately unsellable design choices. A REALISTIC PATH TO BUILDING DREAMS Saddletree Homes’ long-standing tagline is “We build the home you see when you close your eyes and dream.” And while it absolutely delivers on that promise, it does so with a heavy degree of realism. The company navigates home innovation with a pragmatic approach, carefully balancing cuttingedge features with affordability and genuine longterm client satisfaction factored in as well. Executing that balance is where many companies fall short; however, this is where Saddletree’s expertise is allowed to shine the brightest. “We know what’s functional and what’s not, so we guide the client into the most successful build space that they feel will work for them,” Barcus says, explaining that at times, clients dream beyond what’s So, naturally, Saddletree sales professionals, each boasting at least a decade of experience, invest considerable time in understanding each client’s unique needs and aspirations long before the build is conceptualized. This initial, in-depth consultation ensures that the chosen floor plan serves as the ideal starting point for customization. Furthermore, clients are often invited to walk through already completed Saddletree homes to experience the scale and feel of the company’s designs firsthand, which aids in their own design decisions. Once that is determined, clients can tailor the plan. They can add or reconfigure bedrooms, bathrooms, room sizes, or even adjust the home’s orientation on its lot. This iterative process is designed to steer clients toward a functional and successful living space, drawing on Saddletree’s extensive expertise to 33 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 SADDLETREE HOMES
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