Brian Gregory

The construction business is toxic. There, I said it. It all starts from the top down. Gcs are under pressure to deliver things quickly and under an arbitrary budget created by an architect, and a developer/owner rep. Do it Fast, do it cheap, and be sure to maximize a single digit net margin. All the pressure ends up resting on the shoulders of the subcontractor, and the weight is heavy. So many layers of communication, and the sub’s are always last to the table with a message that’s been misconstrued 7 times before it hits your desk. Construction is a race to the bottom for subs, zero loyalty, your only as good as your last low bid. Oh, and let’s hold all your profit (if there’s any left), until the CO is issued. The subs are the ones building the actual structure, yet they become the ones who sit at the bottom of the hierarchy, hoping to sell the next job to keep the team afloat. On top of all that, you have superintendents, project managers and middle management of General contracting firms who don’t know the trades and all they do is bully people around to meet the schedule. Keyboard warriors wielding thier fingertips inside of a air condition, high-rise building with not a tradesmen in sight. I’m not saying that this is every single general contractor as there are some who still have good values, but the majority of them are defined by the words above. I don’t believe that this gets any better anytime soon. I hope the few that are doing it the right way continue to thrive, but if your wondering why it’s so hard to find good subs, maybe it’s time to look in the mirror.

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Most HVAC capital decisions are made 12–24 months too late. Not because teams don’t care. Because asset data usually gets organized after failure, not before it. Once a rooftop unit becomes “urgent,” leverage is gone: • Budget flexibility shrinks • Emergency premiums increase • Equipment options narrow • Downtime risk rises In many commercial portfolios, the majority of rooftop units are already beyond 15 years. Yet very few have a clear replacement roadmap tied to age, repair history, and capital timing. That gap is expensive. The strongest facility leaders treat HVAC like a managed asset, not a repair line item. They track age. They watch repair trends. They plan replacements before failure forces the decision. Reactive work will always exist. Urgency should not be the strategy. If you are building your 2026 capital plan and want a clearer view of your rooftop risk, I’m happy to help. #CommercialHVAC #FacilityManagement #CapitalPlanning #AssetManagement

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Ohio has ~200 data centers operational today, with ~100 more planned or under construction. But here's what's not in the press releases: 18 Ohio municipalities are now considering or have already enacted moratoriums on data center development. Urbana voted one in just this past week — a 12-month pause on any new data center construction.

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We’re still cooling empty rooms and ventilating buildings as if they're full. The tech exists, the energy savings are proven, but occupancy-based HVAC control isn’t scaling. Why? I talked to folks across the stack: - Matthew Sexton, P.E. from building owner BXP, Inc. - Brian Turner from MSI OTI - Brandon McDowell and Stuart Ferrell from people counting sensor vendor Butlr - Uri K. from people counting, IAQ, and software vendor R-Zero They all said the same thing: this should work AND there are good reasons why it often doesn't... The big categories: 1. It's a tricky business case 2. Organizational silos 3. Technical hurdles This piece is a no-fluff guide to why occupancy-based control is still rare—and what it’ll take to finally make it scale. Read it here: https://lnkd.in/gd9qvD-x 💬 Let me know what we got right—or missed. 👇

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In today’s fast-paced facilities environment, keeping systems running efficiently isn’t optional — it’s essential. From HVAC performance to complex Electrical and Plumbing systems, proactive care makes all the difference in safety, comfort, and operational costs. That’s where Preventive Maintenance plays a critical role. Rather than waiting for breakdowns, a structured maintenance program identifies potential issues early — before small concerns turn into major disruptions. Routine inspections, system testing, and performance evaluations help extend equipment life and reduce downtime. Effective Commercial Building Maintenance goes beyond simple repairs. It requires coordination between technical expertise and strategic planning. A skilled Building Engineer understands the interconnected nature of building systems — from air handling units to electrical panels and water distribution lines — ensuring everything works together seamlessly. Through strong engineering practices and consistent monitoring, these risks can be significantly minimized. Behind every well-maintained property is a foundation of strong Engineering support. Whether upgrading aging systems, improving energy efficiency, or managing emergency repairs, a knowledgeable team ensures facilities operate at peak performance. And because issues don’t always occur during regular business hours, reliable After hour Support is crucial. Immediate response to the unexpected protects tenants, safeguards assets, and maintains business continuity. A comprehensive maintenance strategy isn’t just about fixing problems — it’s about preventing them. With the right team, the right systems, and a commitment to excellence, building performance can be optimized for the long term. Let's talk about your building needs. You can reach us anytime, 24/7 at www.tmtmn.com or 952.942.5000

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In a new coauthored piece in the MinnPost, CEEM's Gregg Mast and Ever-Green Energy's Luke Gaalswyk highlights how Minnesota can turn data centers into real community assets with the potential to support local jobs, lower energy costs, and advance Minnesota’s clean electricity priorities. Read the full community voices story here: https://lnkd.in/e7uVtTjR

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