The term risk management has been associated with the construction industry for almost as long as bricks have been stacked to form a wall and cement has been used to hold them together. Put simply, risk – and the successful management of it – is essential for any project to get built, whether it is a simple TI fit-out or a massive multi-year monster of a job.
While the presence of risk is nothing new, how we manage it has changed dramatically. And these days, accounting for risk takes many forms and occurs earlier than ever before. But no matter how evolved a company’s risk strategy is, it ultimately comes down to the people and partners who implement it.
It’s no longer good enough to simply be a great builder. In today’s construction industry, the firms that account for risk early and often in every step of the process, from preconstruction to workforce management to sustainability, will time and again deliver projects that avoid the pitfalls of poor execution and overreliance on antiquated ways of project delivery.
Integrating Risk Mitigation at Every Level
First, it’s important to understand how risk management begins long before the first shovel hits the ground. Domestic trade policy has introduced a level of volatility in construction materials and labor pricing that makes it essential to plan for the ups and downs of working within a global economy. In addition, labor shortages, increasingly stringent environmental metrics, and more cautious underwriting demands that project teams account for all manners of risk concerns early in the construction process.
If you see a project go unfinished or worse, never start, consider that it’s not because there wasn’t sufficient demand or financing dried up. Perhaps it’s because the project team didn’t account for the concerns outlined above. Sadly, this still happens every day and is likely completely avoidable.
While many firms have integrated preconstruction services into their approach to building, mapping out plumbing and accounting for potential site concerns isn’t enough to avoid the issues described above. Pre-con is effectively the cost of entry these days, and firms that bring risk management to the next level will be the ones to secure repeat business from a growing list of customers. Robust pre-con services will certainly account for risks involved in the assembly of a building, but at Callahan, we’ve taken it to the next level. This includes:
- Aligning scope, budget, and schedule before procurement begins;
- Structuring contracts and insurance to protect all parties before a shovel hits the ground;
- Utilization of a best-in-class prequalification program to verify trade partner capability, capacity and quality;
- Pressure-testing assumptions around materials, labor, and logistics to ensure we have the best and most recent data;
- Utilizing a merit-based approach to labor to provide our clients with the greatest selection of talent to choose from, and the freedom to align cost and schedule strategies; and
- Integrating AI tools to assess the items above and provide an up-to-the-second reality check on the health of a project in its formative stages.
And as the builder behind the first commercial-use Passive House certification in the Northeast, we’ve been actively utilizing advanced materials and systems for years that help our clients future-proof themselves against evolving regulatory requirements – just one more way our approach to risk mitigation pays dividends for our project partners.
A Mindset that Every Employee Embraces
At Callahan, we’ve been fortunate to build a team that understands and implements this approach daily. One of the most prized proof points we have is our ratio of repeat customers – which, in and of itself, helps insulate all our clients, new and old, from unnecessary risk. By working with partners who maintain robust risk management protocols within their own organizations, we ensure our entire team has an extra buffer of stability in place. That doesn’t happen without deep pre-con and cost intelligence tools, in-house technical expertise, early trade partner alignment, and integrated risk management protocols. De-risking construction is not achieved through a policy, or a key hire (although, both of those are necessary): it is a mindset. It is a culture that understands why we do things differently, and it permeates every level of our organization.
New mixed-use project marks Cord Meyer’s expansion into Westchester County and the redevelopment of a highly visible White Plains property.
WHITE PLAINS, NY — June 30, 2026 — Cord Meyer Development (Forest Hills, NY) and Saber Real Estate North (Brewster and Briarcliff, NY) celebrated a major milestone on June 30 with a ceremonial groundbreaking for 70 Westchester Avenue, a mixed-use luxury residential development that will transform a prominent White Plains property into a vibrant residential destination.
Offering new housing and community amenities, the project will feature a 10-story residential building totaling approximately 331,691 square feet, including 203 apartment residences inclusive of affordable units, 9,600 square feet of ground-floor commercial space, and an integrated 266-space parking structure.
“This groundbreaking at one of Westchester County’s most visible and accessible locations and entry to the City marks an exciting new chapter for Cord Meyer Development,” said Danielle Molaison, Vice President of Development at Cord Meyer Development. “While our roots are in Queens, our mission has always been to create exceptional housing options that enhance the communities they serve. We’re proud to bring that experience to White Plains and to begin construction on a project that we believe will make a lasting contribution to the city.”
Martin G. Berger, Co-Founder and Managing Member of Saber Real Estate North, said 70 Westchester Avenue reflects both the firm’s longstanding commitment to the City of White Plains and the vision of the development team to continue to build a stronger City.
“This project encompasses years of planning, collaboration, and commitment,” said Berger. “White Plains is one of the region’s most desirable places to live and 70 Westchester Avenue has been carefully designed to meet the needs of current and future residents. We are proud to join Cord Meyer in bringing this exciting project to life and contributing to the city’s long-term growth and success.”
70 Westchester will combine thoughtfully designed residences with a variety of indoor and outdoor amenities, including co-working spaces, a swimming pool, rooftop gathering areas, fitness facilities, a dog-walking area and pet spa, and other features that support today’s evolving lifestyles. Strategically positioned along Westchester Avenue and directly across from The Westchester shopping center, the property is within walking distance of restaurants, retail destinations, parks, and neighborhood amenities while offering immediate access to Interstate 287, the region’s primary east-west transportation corridor.
The project also represents a significant environmental revitalization effort. The site, formerly occupied by the White Plains Chrysler Jeep Dodge Ram dealership, has been cleaned to residential standards with the help of New York State’s Brownfield Cleanup Program, which encourages the remediation and redevelopment of underutilized properties. Through the program, the development team is transforming a former automobile dealership site into a vibrant mixed-use community that will generate long-term economic and community benefits for White Plains.
Westchester Leaders Applaud the Vision
Local elected officials praised the project as an important investment in the future of Westchester County and White Plains.
Westchester County Executive Ken Jenkins said: “As Westchester County continues to grow, projects like 70 Westchester Avenue play an important role in shaping vibrant, connected communities. By expanding housing opportunities and supporting economic development, this investment further strengthens downtown White Plains and helps ensure our County remains a place where people choose to live, work, raise a family and invest in the future.”
“This project reflects the continued momentum we are seeing throughout White Plains,” said White Plains Mayor Justin Brasch. “70 Westchester Avenue will activate this important gateway into our city and also make important pedestrian safety improvements to the area. We are pleased to see construction take hold and look forward to welcoming this new development to White Plains.”
The project also received support from the Westchester County Industrial Development Agency (IDA), which approved economic development incentives to help advance the redevelopment of the former dealership property and support new housing and investment in White Plains.
Joan McDonald, Chairperson of the Westchester County Industrial Development Agency, said 70 Westchester Avenue reflects the type of project the agency seeks to encourage throughout the county.
“By redeveloping a long-underutilized site and creating new housing opportunities, 70 Westchester Avenue will deliver lasting benefits for White Plains and Westchester County,” said McDonald. “We are proud to have supported a project that will contribute to the community’s continued growth and vitality.”
For the 70 Westchester Avenue project, Cord Meyer Development and Saber Real Estate North assembled a distinguished team of design and construction professionals, including the project’s general contractor, Callahan Construction Managers. Callahan also serves as general contractor for the residences at the Bay Terrace Shopping Center, Cord Meyer’s new residential development in Bayside, Queens, and brings extensive experience in large-scale residential and mixed-use developments throughout the Northeast.
“70 Westchester is one of the latest projects overseen by Callahan’s growing White Plains office, as well as one of our most recent collaborations with Cord Meyer Development,” said David Morrow, Vice President of New York Operations, Callahan Construction. “We’re very pleased to be working with Cord Meyer and Saber Real Estate North and to be building other projects in the City of White Plains.”
For more than 120 years, Cord Meyer Development has pursued projects that strengthen communities and create lasting value. 70 Westchester Avenue continues that tradition, combining new housing, environmental remediation, and strategic investment at one of Westchester County’s most prominent locations.
Construction is underway at 70 Westchester Avenue, with completion anticipated early 2028.
Callahan and Architect Maugel Destefano deliver the finished project a full month ahead of schedule
BRIDGEWATER, MA — June 29, 2026 — Callahan Construction Managers (Callahan), a full-service construction management company headquartered in Bridgewater, Mass. with offices in White Plains, NY, announced today it has completed construction of the new Poet Hill Place in Worcester, Mass., a 210-unit, market-rate housing development for project owner SMC Management Corp. (SMC) in the Poet Hill neighborhood.
Located on a 5-acre site on Hemans Street, the project features five stories of residential living over a double-podium parking garage. The location of the project site presented challenges from the start of construction, including a dramatic slope that required Callahan’s team to oversee major sheeting and shoring operations featuring an almost 40-foot foundation wall. Design partner Maugel DeStefano Architects utilized the slope component to create a residential courtyard on top of the parking deck that is level with Hemans Street, showcasing the creativity necessary to make the natural features of the land work to the team’s advantage.
The C-shaped building features studio, 1-, and 2-bedroom apartment designs, and an amenity-rich environment reflecting the new standards in market-rate communities. A fully landscaped courtyard, grill stations, fire pit, bocce ball court, and rooftop deck are some of Poet Hill’s notable outdoor features. Inside, a cyber cafe, exercise/yoga spaces, and community room help foster a highly social atmosphere for residents. Callahan’s team worked tirelessly to meet occupancy goals despite challenges brought by winter conditions, including multiple days lost due to weather-related impacts. The team still completed the project a full month ahead of original estimates, ensuring SMC could begin attracting tenants as quickly as possible.
“The Poet Hill Residences transformed an underutilized site into a residential space that will help attract new residents to Worcester and provide a high-end experience to everyone who lives there,” said Bob Simonds, Director – Capital Projects, SMC Management Corp. “The success of this project weighed heavily on meeting critical opening dates to begin welcoming tenants, and the Callahan team went above and beyond to ensure we met these goals. We’re grateful for their partnership.”
“As architects, we approached the site’s significant grade change as a defining opportunity rather than a constraint,” said Mike Kunz, Principal, Maugel DeStefano Architects. “By placing the building atop the structured parking, we were able to create a residential courtyard at the podium level that connects directly to Hemans Street and activates the heart of the community. The resulting C-shaped configuration frames this shared outdoor space while supporting efficient residential layouts and a strong connection between building, landscape, and neighborhood context. Working closely with the Callahan and SMC teams, we were able to align design intent with construction execution and deliver a significant new residential community for the City of Worcester and its residents.”
Callahan’s team also drove a collaborative relationship with Worcester city officials to ensure that key zoning and safety requirements were met. Regular communication with these stakeholders ensured that the Poet Hill Residences could meet its aggressive occupancy goals, along with addressing concerns and feedback from nearby neighborhood residents.
For more information on Callahan’s market rate construction experience, click here.
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Largest residential development in organization history is the first project completed under Cambridge’s Affordable Housing Overlay
Cambridge, MA – June 8, 2026 – Just A Start, alongside elected officials, project partners, residents, and community members, celebrated the completion of 52 New Street with a ribbon-cutting ceremony marking a major milestone in Cambridge’s efforts to expand affordable housing opportunities.
The six-story development brings 106 permanently affordable rental homes to North Cambridge and represents the largest residential development in Just A Start’s history. Located adjacent to Danehy Park and within walking distance of the Alewife MBTA station, the development transforms a formerly vacant building and parking lot into a vibrant, sustainable community designed to support residents of varying incomes.
“With move-ins already underway, families are beginning a new chapter in homes that provide stability, opportunity, and connection to the Cambridge community,” said Carl Nagy-Koechlin, Executive Director of Just A Start. “52 New Street represents what is possible when communities invest boldly in affordable housing. We are deeply grateful for the years of partnership, collaboration, and support from the public and private partners who helped bring this vision to life and ensure residents can continue to live and thrive in Cambridge.
The project also represents a significant milestone for the City of Cambridge as the first development approved under the City’s Affordable Housing Overlay, a zoning initiative intended to accelerate the creation of affordable housing throughout Cambridge.
“We are so proud to see 52 New Street reach this incredible milestone. This property is especially important to us, as the first project permitted under the Affordable Housing Overlay,” said Cambridge City Manager, Yi-An Huang. “We are grateful to Just A Start for believing in our citywide vision for equitable access to housing in Cambridge, and we are pleased to gather today to celebrate 106 new affordable homes for Cambridge families.”
“Housing affordability is a top priority for the City of Cambridge and for our residents. For so many families, it is the foundation that makes stability and opportunity possible,” said Sumbul Siddiqui, Mayor of Cambridge. “The Affordable Housing Overlay was a major milestone, designed to make it possible to build more permanently affordable homes, faster. It is incredible to see one of the many fruits of that labor in just under three years. Through the collective investment of the City, the Cambridge Affordable Housing Trust, the state, private partners, and the hard work of Just A Start and their construction and architectural partners, 106 permanently affordable homes are now a reality in North Cambridge. And 52 New Street is only the first.”
Construction on the development began in December 2023. The completed project includes 22 one-bedroom apartments, 62 two-bedroom apartments, and 22 three-bedroom apartments, along with 3,875 square feet of ground floor commercial space. Residents will also benefit from a variety of community amenities, including roof and patio decks, a fitness room, community room, and play area. Built to Passive House energy efficiency standards, the development emphasizes long term sustainability and environmental responsibility.
Of the 106 apartments, 17 are reserved for households earning up to 30% of Area Median Income (AMI), 79 are reserved for households earning up to 60% of AMI, 10 are designated as middle income units for households earning up to 80% of AMI.
“This project will provide much-needed affordable housing for families in Cambridge,” said Representative Steven Owens. “I’m so glad to see this project come to fruition and am grateful for all those who made it possible.”
Beyond creating affordable housing, 52 New Street is designed to connect residents to opportunity. Thanks to Comcast’s generous donation of 106 laptops, every household moving into the development will have access to a vital tool for education, workforce participation, and everyday connectivity.
The development was made possible through public and private financing partners committed to expanding affordable housing opportunities in one of the state’s most competitive housing markets. Allocations of state and federal Low Income Housing Tax Credits from the Massachusetts Executive Office of Housing and Livable Communities (EOHLC) generated approximately $43 million in Federal and State Low Income Housing Tax Credit equity for the development, as well as $5.3 million in direct support from EOHLC. This includes $1 million in American Rescue Plan Act funding through the Affordable Housing Trust Fund administered by MassHousing, and $1.5 million in Transit Oriented Development funding administered by Massachusetts Housing Partnership.
“As we work to bring down housing costs and build new homes for the next generation, projects like 52 New Street are essential,” said Juana Matias, Secretary of Housing and Livable Communities. “The 106 new homes at 52 New Street will help more families put down roots in Cambridge while expanding the community’s supply of affordable housing. The Healey-Driscoll Administration was proud to partner in making this project possible.”
MassHousing provided additional $41.6 million in financing to support the project, including permanent financing, tax credit equity bridge financing, middle income housing financing, and Capital Magnet Fund financing.
“MassHousing is excited to be a partner in this effort by Just A Start that replaced a vacant building and a parking lot with 106 brand new apartment homes that will provide residents with mixed incomes the ability to live affordably in Cambridge,” said MassHousing CEO Chrystal Kornegay. “This new community is going to provide the households at 52 New Street with rental stability and economic opportunities in the city and beyond.”
The project also received acquisition financing and $8.7 million in permanent financing through the Cambridge Affordable Housing Trust and Community Development Block Grant funding, along with $47.5 million in construction financing from Santander Bank with participation from Eastern Bank. RBC Community Investments partnered as the Low-Income Housing Tax Credit Syndicator. Additional support includes MassDevelopment Brownfields Fund Grant, sponsor loan and solar tax credit financing.
The project team included Callahan Construction Managers as general contractor, RODE Architects, Wingate Management as management agent, New Seasons Development as project consultants, Tierney Development Services, and Klein Hornig LLP.
“Just A Start’s mission impacts thousands of Cambridge residents on a daily basis, and 52 New Street will further expand their abilities to provide stable housing and meaningful career training,” said Patrick Callahan, President, Callahan, Inc. “In addition, this project showcases how affordable communities can be built in accordance with cutting-edge environmental standards and integrate meaningful amenities for residents. We are honored to have played a role in its creation.”
“We are so proud of this building and thrilled to see the early seeds of a community take root here,” said Ben Wan, Principal at RODE Architects. “From the courtyards and roof decks, to the amenity spaces and apartments—all with beautiful views of the city and park—52 New Street fulfills the team’s belief that every person is entitled to healthy, enriching, resilient housing.”
145-unit transit-friendly development proceeding under the MBTA Communities Act
BRIDGEWATER, MA — June 16, 2026 — Callahan Construction Managers (Callahan), a full-service construction management company headquartered in Bridgewater, Mass. with offices in White Plains, NY, announced today that it has broken ground at 259 Lenox Street in Norwood along with its project partners SV+Partners and Tremont Asset Management. The contemporary residential development will transform a former industrial site into a vibrant, transit-oriented community.
Today’s ceremony marks the start of what will become a five-story, 145-unit community permitted under the MBTA Communities Act, which encourages the development of new housing in areas served by public transit. The site is located directly adjacent to the MBTA Norwood Central Commuter Rail Station and is close to numerous neighboring amenities, including Norwood Plaza and the Norwood Town Square. The site’s location offers direct access to Boston’s South Station, Foxborough, and other regional destinations via Commuter Rail.
The development will feature a double-height great room, expansive amenity spaces including a golf simulator, dedicated co-working spaces, and gaming areas, as well as a south-facing courtyard with a pool. The project is being built to PHIUS Passive House standards with modern building systems, efficient structural design, and high-quality exterior materials suited for durability and long-term performance.
“For nearly a century, our family has invested in projects built to last and grow responsibly,” said Sam Slater, Managing Partner, Tremont Asset Management. “259 Lenox reflects that philosophy – a transit-oriented, Passive House community that adds needed housing supply while creating lasting value for Norwood and for our partners.”
The fundamentals behind the project are compelling: an underserved market, a transit-rich location, and an experienced development and construction team to bring the project to fruition. The region’s housing shortage gets solved one well-located project at a time, and by building 145 homes directly adjacent to commuter rail, 259 Lenox adds meaningful supply where it has the most impact – close to transit, jobs, and the heart of Norwood.
“259 Lenox Street represents a culmination of years of effort between private and public sector partners, community advocates, and statewide leadership,” said Jacob Vance, Co-Founder and Principal, SV+Partners. “Transforming a vacant parcel next to public transit into a new residential community is exactly the kind of site we seek to unlock – this project will have a meaningful impact on the community and create a desirable place for our future residents to call home. We’re grateful to Norwood’s leadership, our committed partners at Tremont and Callahan, and the EMBARC design team for achieving this milestone.”
For more information on Callahan’s market rate construction experience, click here. For more information on SV+Partners project portfolio, click here. To learn more about properties developed by Tremont Asset Management, click here.
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The construction industry has a long-standing problem. We are “data rich and insight poor.” We generate massive amounts of information on every project. We rarely connect it across the lifecycle or to the next project.
I recently attended ENR FutureTech 2026 in San Francisco. Leaders from across the AEC sector came together to talk about the reality of AI, robotics, and digital transformation. The message was consistent and clear: the technology is no longer the bottleneck; it’s the humans in the loop.
At Callahan Construction, we are taking a measured approach to this era. Here is what we learned at FutureTech, and how we are applying it internally and on our projects.
The Reality of AI Implementation
Alan Espinoza, founder and CEO of Reconstructive AI, opened with a number that landed hard: 95% of AI pilots fail to deliver long-term value1. Not because the technology is flawed, because implementation teams fail to capture its value.
AI is an amplifier. It scales what works. It also exposes what is broken. If a workflow is inefficient, adding AI makes it fail faster. It is a known and reported fact that the construction industry loses $88 billion annually to rework2. Ninety-six percent of our data goes unused3. You cannot automate your way out of bad processes. That reality does not slow us down, it sharpens our focus.
At Callahan, we diagnose before we automate. Before introducing any new software, including AI, we map actual workflows in the field, not the theoretical ones drawn up in the office. We identify friction points, whether in subcontractor payments, RFI routing, or material procurement. A process must be clean, proven, and understood before we layer on automation.
The Data Trust Deficit
A number that kept surfacing throughout the conference: 87% of contractors believe AI will make a meaningful impact. Only 26% believe their data is ready for it.
AI cannot reason with fragmented PDF drawings or inconsistent equipment tags. It needs structured, reliable data. During the “Transformative Power of Data” panel sponsored by Trimble, leaders from Hensel Phelps and DPR Construction made the same point: digitization is not transformation. Changing how workflows run is.
We are making a conscious effort to address this data readiness gap in a more disciplined and holistic way. That starts with treating models, drawings, and project information as part of a connected system rather than disconnected inputs. By building a stronger foundation for how data is structured, shared, and trusted, we put ourselves in a position to use AI where it adds real value. The result is a more reliable process and better outcomes across the project team. The Evolving Standard of Care
This is the shift that carries the most weight. AI is moving from competitive advantage to baseline expectation. Within a few years, failing to use AI for complex design review or safety monitoring may be treated as a failure to meet the industry standard of care.
Platforms like LightTable already use AI to review plans for coordination gaps, code issues, and constructability, catching multimillion-dollar errors before a shovel hits the ground. Companies like Document Crunch apply AI to contract review, surfacing risk language in seconds.
This shift demands rigorous governance. Free, public AI tools pose real risks to project confidentiality and intellectual property. At Callahan, we deploy enterprise-grade, secure solutions that protect our clients’ data. We are transparent with our clients and trade partners about the tools we use, the way we use them, and the safeguards in place to protect their data. That transparency is not simply a matter of policy. It is fundamental to how trust is built and maintained. We are equally clear that AI does not replace accountability. Human judgment, expertise, and oversight remain essential.
Preparing for an Autonomous Future
The timeline for autonomous construction has accelerated. Labor shortages and a massive project backlog have pushed robotics and machine control to commercial viability faster than expected. We saw case studies of Bedrock Robotics retrofitting existing excavators with autonomous capabilities on live Zachry Construction projects. We saw 3D concrete printers reaching scale and cost parity.
Fully autonomous job sites are still far ahead of us. But the foundation is being built today. Reality capture and drone capture are where we are focused right now. Callahan already partners with OpenSpace, whose CEO Jeevan Kalanithi spoke on the “Scaling Up with Reality Capture” panel. Our superintendents use OpenSpace daily to document site progress at the ground level. Drone capture adds the aerial layer, giving us a complete picture of the site at any point in time. Together, these tools create a continuous, accurate record that supports coordination, documentation, and eventually, the autonomous workflows that are coming.
The Callahan Approach: Exploring New Frontiers
The firms that win in this era will not be the ones that bought the most software. They will be the ones that did the unglamorous work: cleaning their data, standardizing their processes, and building a culture that demands accountability alongside change. That commitment to getting better, even when it is slow and unsexy, is what separates the firms that talk about excellence from the ones that deliver it.
At Callahan, we are not chasing hype. We are actively evaluating pilot opportunities with measurable ROI. Our tech committee reviews solutions across the full project lifecycle, from pursuit and preconstruction through field execution, with one filter: does it solve a real problem and deliver a result we can measure?
We diagnose first, then fix the underlying issue. We automate only what is proven to work. That is how you build with certainty.
Written 95% by humans. The other 5% is between us and AI
By David Morrow – Vice President, NY Operations & Phil Dinan – Director of Business Development, NY
Callahan has maintained a presence in White Plains, NY for several years, following a successful expansion to the market from its original headquarters in Massachusetts. Sensing that a larger geographic footprint would benefit both its employees and the clients they work with, Callahan has steadily grown its operations in southern New York.
Coupled with significant opportunities within a tight geographic area, Callahan is exceedingly optimistic about the potential of the greater New York market, especially with the recent announcement of its first undertaking the 5 boroughs – the start of construction at the Bay Terrace Shopping Center in Queens.
Opportunity abounds in the Tri-State region
Within this relatively small footprint, Callahan is tracking a wide range of project types, from urban infill and transit-oriented developments to suburban repositioning plays and large-scale mixed-use proposals. That creates a consistent pipeline across different asset classes and market cycles.
But it’s one thing to have opportunity; you also need tight coordination with local leaders. Fortunately, Callahan has experienced strong alignment between municipalities, developers, and capital. Town leaders are proactive about encouraging smart growth near transit and within their downtown corridors, which gives projects a clearer path forward and meaningful community impact.
The projects that are getting traction also align well with Callahan’s strengths. Multifamily is the obvious leader, but other pockets of activity like market-rate, workforce housing, and affordable or mixed-income products, often paired with retail or community space, have also shown growing strength in the market. In addition, more developers are choosing to commit to a more comprehensive approach to re-development of mixed-use spaces as opposed to piecemeal projects, which also creates meaningful opportunity for a company of Callahan’s size.
And don’t forget that as more older adults choose to remain close to family and friends as they age, senior housing communities will continue to be in demand, often with high levels of amenities, and many developers are choosing to get into this active space. This includes not only senior care and assisted living, but also communities reserved for those active adults 55 and older.
To New Jersey…and beyond
Outside of White Plains and the immediate New York metro area, Callahan is tracking opportunities in places like New Rochelle, Port Chester, and Jersey City, where sensible, smart-growth developments are in the works, often paired with a transit-oriented component. As we continue to build relationships with city leaders and developers in those markets, we’re excited for more opportunities across the region.
The shift towards smart, thoughtful growth from municipalities throughout the Tri-State area is key to this deep pool of project potential. There’s a clear focus on density in the right locations, activation of downtown areas, and improving overall livability. From a construction standpoint, that often comes with added complexity, tighter sites, and more coordination with existing infrastructure, but that’s where a team like ours shines.
When municipalities, developers, and builders are aligned early in the process, it typically leads to better outcomes, and we’re encouraged by the amount of collaboration happening across the region.
For more information on Callahan’s market rate project portfolio, click here.
By Adam Ringo – Safety Director, Callahan, Inc.
Construction safety has made significant strides when it comes to ensuring every job site is a safe job site. Through the use of human intervention, technology, information, and routine review of industry best practices, the modern jobsite is safer than it’s ever been. By protecting the physical well-being of workers and ensuring each team member understands what it takes to be safe, looking out for each other is part of the Callahan code.
However, progress rarely stands still, and the well-being of our employees and everyone on the job site goes beyond their physical health. It’s equally important to protect the mental health of employees and our extended trade partner teams by providing critical resources and training tools to address mental health concerns.
For the 2026 edition of Construction Safety Week, we’re excited to dig even deeper into the wellbeing of our employees and partners by providing critical mental health resources across our company.
Worker Wellbeing Starts with Us
Steps we’ve taken in recent years to provide some of the most robust safety solutions in the industry include new technology tools that track worker training and jobsite check-ins, mobile-based training curriculums, and hiring bilingual safety professionals to ensure we don’t miss recruiting the industry’s best talent because of a simple language barrier. In doing so, we have instilled confidence in our employees that we are committed to their health and safety when working for and with Callahan.
Our leadership team has also been trained to address mental health concerns no matter how or where they occur. Mental health emergencies often strike without warning, as stresses pile up, and events from personal lives begin to take a toll. Central to the ethos of Construction Safety Week is the idea that we are all in together when looking after each other, and Callahan will continue to provide the latest training resources to help navigate the impact of mental and emotional challenges.
In some ways, training our leadership to be able to spot potential mental health events is no different than participating in First Aid/CPR training: we may not ever need to use it, but everyone is safer by having jobsite and office leaders familiar with the latest in lifesaving techniques. Current data suggests roughly 85 percent of Americans know someone personally who has ended their life by suicide, which provides some context for how significant the mental health crisis is in our country.
Safety is Constantly Evolving – and So Are We
As 2026 continues to progress, Callahan has already enhanced our Employee Assistance Plan (EAP) to account for mental health support; increased visibility on our jobsites for mental health support services and resources, such as signage for the Massachusetts 988 Suicide and Crisis Lifeline; and tracking the latest methods for mental health support to ensure all employees have the tools and resources necessary to address mental health concerns in the workplace and more importantly, at home. The challenge of mental health will not be solved quickly, but as we celebrate the significance of safety on all our jobsites, Callahan is proud to be all in together when making sure our people have every tool at their disposal necessary to address whatever life throws at them.
Amenity-rich property will bring more than 250 rental units to market
PORTLAND, ME – March 12, 2026 – Callahan Construction Managers (Callahan), a full-service construction management company headquartered in Bridgewater, Mass. with offices in White Plains, NY, announced today that it has been selected to manage construction of the new Thompson’s Point apartment community in Portland, Maine, in partnership with the project’s developer, Cathartes. The six-story, 457,600 square foot building will add 257 residential rental units to the Libbytown neighborhood near the Fore River.
The building structure will utilize a steel-framed podium on the first floor supporting five stories of wood-frame construction extending from the second-floor slab through the roof. Building features include a fitness center, yoga room, café, game lounge, swimming pool, and outdoor spaces with views of the Fore River and Portland Jetport. A 460-spot parking garage will also be built for both residents and visitors to Thompson’s Point alike and will act as a buffer from the nearby rail system.
“We’re pleased to partner with Callahan to bring this thoughtfully designed community to life and contribute to the continued evolution of Thompson’s Point while helping meet Portland’s growing demand for housing,” said Rob Simmons, Director of Development, Cathartes.
This project is Callahan’s first in the Portland, ME market, marking its latest geographic expansion into northern New England. The company continues to secure new work in both New Hampshire and the Tri-State area, along with ongoing project activity throughout Massachusetts. Recognizing the importance of local history and respecting Maine’s abundant natural resources, Callahan looks forward to creating a space for residents and newcomers alike to call home.
“Thompson’s Point will introduce much-needed housing to Portland’s vibrant downtown community, offering the best of both worlds: proximity to entertainment and cultural attractions with easy access to outdoor recreation,” said Steven Callahan Jr., Vice President – Business Development for Callahan Construction. “Our company is excited to support Maine’s economy and work with our partner Cathartes on this feature-laden development that will complement the surrounding environment.”
Boston, MA-based Embarc will provide design services. For more information on Callahan’s market rate community expertise, click here.
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Proximity to Patriot Place will support wide array of exciting sports and entertainment events
BRIDGEWATER, MA – March 9, 2026 – Callahan Construction Managers (Callahan), a full-service construction management company headquartered in Bridgewater, Mass. with offices in White Plains, NY, announced today that it has been selected to manage construction of the new Avid Hotel property in Walpole, MA located at 2295 Providence Highway near Patriot Place.
Developed by Brockton-based Jiten Hotel Management, the 50,431 square foot hotel will join a growing ecosystem of leisure, travel, and retail properties built around the Patriot Place stadium and entertainment complex. With major sporting events like the upcoming World Cup, New England Patriots football, and a steady cadence of concerts and other events, the Route 1 corridor has been transformed since the construction of the Patriots’ home stadium.
The 4-story wood-frame, slab-on-grade project is currently scheduled to be completed in Spring 2027. With 119 rooms, a highly amenitized lobby, and ample natural daylighting, this addition to the region’s hospitality offerings will provide a fresh approach to hotel design, with architectural services provided by DJSA Architects.
Over the past twenty years, Jiten Hotel Management has climbed the ranks to become one of the top hotel management companies in New England. JHM has received numerous awards from Marriott International, InterContinental Hotels as well as Choice Hotels International. The Walpole property is its first with the Avid brand of hotels, which is owned by IHG Hotels & Resorts.
“The Avid Hotel will be a welcome addition to one of the most popular destinations in Massachusetts, and we’re excited to partner with Jiten Hotel Management on its creation,” said Steven Callahan Jr., Vice President – Business Development for Callahan Construction. “The Route 1 corridor has grown rapidly since the opening of Patriot Place, and with a steady drumbeat of world-class events regularly coming to Foxboro, we are certain visitors and residents alike will find Avid a comfortable and relaxing home away from home.”
In choosing Callahan to oversee the project, Jiten has a partner with extensive hospitality industry experience. Callahan has managed construction on local hotel properties ranging from the White Elephant Hotel on Nantucket to the Sheraton Needham Hotel.
For more information on Callahan’s hospitality expertise, click here.
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