Category: News

 

At Miles-McClellan Construction, we have always believed that we are more than just a construction company; we are builders of relationships. On December 1, 2025, we took a historic step to honor the people who build those relationships every day. We are proud to announce that Miles-McClellan has transitioned to becoming a 100% employee-owned company through an Employee Stock Ownership Plan (ESOP).

A Legacy of Doing Things Differently

Our story began in 1978, when our founders, Lonnie Miles and Terry McClellan, left a large international construction firm because they knew there was a better way to deliver work. They felt that large companies often let bureaucracy get in the way of customer service. They set out to build a company grounded in humility, hard work, and the goal of exceeding client expectations. 

For nearly 50 years, that philosophy has guided us. Today, with approximately 260 employees working across Columbus, Ohio, and Charlotte, North Carolina, we have grown steadily by sticking to those roots, building opportunities for long-term, rewarding careers at every level and corner of our company. 

Why Employee Ownership?

Transitioning to an ESOP is the natural evolution of our culture. It allows us to preserve our legacy while empowering our workforce to be the next generation of leaders. By paving the way for employees to strengthen their skills, move up into management, or even create entirely new teams and lines of business, the ESOP model allows Miles-McClellan employees to take an active role in forging their career paths.  

 “This company has always been family– focused. That means taking care of employees with good pay and benefits,” says CEO Matt McClellan. “Adding employee ownership takes that care to another level.” We believe in taking care of our team, providing benefits like 100% employer-paid medical coverage because we know life doesn’t stop when the workday ends. 

In simple terms, an ESOP is a retirement plan funded entirely by the company. It means that every employee now has a financial stake in how Miles-McClellan performs. As President Tim McClellan explains, our founders held a core belief: “if you work hard every day, you should be able to retire well.” This plan ensures our team has the opportunity to do exactly that. 

What This Means for Our Partners
For our clients and partners, it is business as usual — only better. The executive leadership team remains at the helm, and our dedication to solving complex construction challenges is stronger than ever.

Our team members have always taken immense pride in their work, often referring to the hospitals, schools, and community spaces we build as “my projects.” It’s why one of our core values is “Extreme Ownership,” and this transition brings that value to life in a new way.

When our employees succeed, the company succeeds, and our clients get the best results. We are excited to continue building excellence, now as a company owned by the very people who make it great.

 

For private owners, first-time entrepreneurs and less savvy real estate developers, exploring those initial construction projects can be especially challenging. From balancing different teams, budgets and schedules, it is important to choose a project delivery method that streamlines the process and allows it to go smoothly.

In this interview with Miles-McClellan Construction’s project manager Grey London, learn what advice he has for working with less experienced property owners on construction projects, the benefits of construction management at risk (CMR) and his experience using CMR project delivery for 90,000 sq.ft. retail venue Southern Lion.

Let’s Hear Insight from Grey London:

Q: What was your favorite CMR project and why?

A: Southern Lion – Not only was the project cool and unique but so was our client. Sonja Nichols is the most charismatic and energetic owner I have ever personally worked with. She did not always understand the construction processes and schedules but she put faith in the team she hired to deliver the project she had envisioned and it turned into a one-of-a-kind project.

Q: What experience do you have working with entrepreneurs and/or first-time real estate investors, and why do you love working with them?

A: I enjoy working with first-time investors and entrepreneurs because you get to be part of bringing their dreams to life.

Q: What are the top three most important aspects of working with less experienced property owners on construction projects?

A: Get the general contractor team and design team together as early as possible. This is best achieved through CMR or design-build.

Spend extra time in the early design phases to understand as much of your client’s vision and goals as possible.

Sit with your owner and thoroughly explain the design/bid/permit.

Review construction/permit/inspection processes ahead of time to ensure they are not surprised by activities they may not be accustomed to. Take the time to review drawings and budgets with them so they clearly understand the scope of what is being contracted to ensure everyone is on the same page with the deliverable. During pre-construction there will be many discussions and changes but if that information does not get transferred onto the contract documents, then it is not included in the project.

Q: Why is CMR a good strategy for first-time or less experienced owners?

A: As I have said previously CMR/design-build is great for less experienced owners because it gets their design team and general contractor team collaborating early. This allows the experience of the project team to lead the process while implementing the client’s vision. This leads to more accurate budgets, schedules and drawings but also builds a unified team aspect between the general contractor and designers that sometimes is not present in a traditional design/bid/build delivery method.

Q: What do you bring to the table – why would a client want to work with you?

A: Our team prides itself on our intuitive “think forward” attitude. When we bring problems or issues up in the construction process, we also bring solutions. We don’t sit back and wait for someone else to figure it out, we actively engage with our project partners to achieve an effective and efficient solution. We focus on the client’s needs and by understanding their end goals we can make more informed decisions to benefit our client’s best interests.

Q: Do you have any specific advice for those in the construction industry managing costs and expectations for owners undertaking their first construction project?

A: Include the owner in your conversations, be open and honest about the project and changes. Build a reasonable contingency into the guaranteed maximum price (GMP)/lump sum to cover unexpected costs or changes that occur because they will occur.

Q: What is your project management philosophy?

A: We cannot always control or stop project problems/challenges from arising. What we can control is how quickly and effectively we respond to those changes to minimize the disruption.

Ready to learn more about CMR and work with talented project managers like Grey London? Then contact us today and we’ll provide you with all of the information you need!

Architecture Firm Billings and Reconstruction Trends: A significant portion of architecture firms report steady or increased work on reconstruction projects, focusing on modernization, adaptive reuse, and upgrades in building systems. However, challenges loom as billings have declined for 12 straight months, including securing agreements for larger projects, partly due to high interest rates.

ABC Construction Backlog and Confidence: The Construction Backlog Indicator showed a slight increase in September 2024, reflecting moderate confidence in future sales and profit margins despite economic headwinds. Contractors are optimistic about the easing of interest rates and material costs.

Dodge Momentum Index: The index, a leading indicator of nonresidential construction, declined by 4.2% in September due to a slowdown in data center projects, though institutional projects in education and healthcare saw growth. The index remains high, driven by institutional, education, healthcare, and recreational projects entering the planning queue.

Sector-Specific Forecasts:

• Nonresidential Construction: Expected to slow, with key drivers including economic factors like high office vacancy rates and reduced warehouse construction.
• Healthcare and Education: Stable investment levels are anticipated, with growth expected in late 2025. Education sector growth is projected due to bond measures and continued support for higher-education projects.
• Residential: Multifamily residential construction is forecasted to decline due to inventory surpluses and stable rental rates, while single-family residential shows signs of recovery.
• Manufacturing: Federal funding initiatives are expected to fuel a significant increase in construction investment in semiconductors, electric vehicles, and biomanufacturing sectors. However, talent shortages and supply chain issues pose challenges.

Outlook: The construction industry expects moderate growth through 2024, with slower expansion in sectors sensitive to interest rates. Anticipated federal rate cuts in 2025 may stimulate new projects, particularly in public safety, manufacturing, and amusement/recreation. Our report reflects a cautiously optimistic outlook, tempered by ongoing challenges related to high interest rates, supply chain constraints, and sector-specific issues like high office vacancies and the multifamily housing slowdown.