Each year, contractors encounter the unpredictable: weather, supply chain hold-ups, new and changing regulations, workforce shortages, materials prices, tariffs, high interest rates, economic pressures, immigration enforcement—the list goes on. The unpredictable threw its fair share of curveballs at the construction industry in 2025, yet the backlogs and confidence levels for contractor members of Associated Builders and Contractors remained resilient as they entered 2026.
This resiliency is evident from the actions and best practices of a specific group of contractors: ABC’s 2026 Top Performers. These contractors, which build the nation’s most enduring, innovative, high-quality construction projects, create smart strategies that define a clear path for success, regardless of the circumstances.
Seven of those top-performing contractors share what gives them confidence in their successes, even in the midst of uncertainty. From those conversations, nine clear themes emerged.
FIND OPPORTUNITY IN UNCERTAINITY
“We must embrace uncertainty and understand that we have to do work in this environment,” says Travis Mead, safety director for Bobbitt, a design-build-service general contractor headquartered in Cary, North Carolina, that does work on data centers, fire stations, police stations, airports and churches. “We do that by coming together in the community that ABC offers. Contractors must embrace change, and when we do, we become more resilient.”
Federal contractors Paradigm Mechanical Corp., San Diego, and Wondra Construction Inc., Iron Ridge, Wisconsin, attribute uncertainty to the nation’s longest-ever government shutdown, which spanned Oct. 1 to Nov. 12, 2025.
“Be aware, be conservative, do not drop your margins and do not spend more than you need to,” says Melinda Dicharry, president of Paradigm Mechanical, a mechanical contractor that conducts HVAC and refrigeration work for military bases.
“Every year something impacts you and you have to be flexible and adaptable,” says Roger Thimm, chief financial officer for Wondra Construction, a heavy civil contractor involved in wetland restoration, large manufacturing projects and road construction. “In uncertainty, there are opportunities. You have to look at different markets and work in different sandboxes by diversifying your portfolio. The Trump administration is creating a new environment with new rules so you cannot be afraid to look for new opportunities.”
Matt Lewellen, president of Steinberger Construction, a north Indiana-based general contractor with offices in Logansport and Lafayette that self-performs concrete and steel construction work, says 2025’s uncertainties were no different than other years: “Our industry is always shaken by change, so we must be willing to remain nimble and adjust to grow our team and achieve our goals.”
A commercial roofing and waterproofing contractor headquartered in Houston, Chamberlin Roofing & Waterproofing performs work on hospitals, airports and high-rises. Joe Cotten, Chamberlin’s director of procurement, says that, while there was “certainly uncertainty” in 2025, it did not come as a surprise. His team prepared by buying materials like sheet metal in advance. Thanks to that preparation, Chamberlin is not facing stagnation.
D.J. Wagner Heating & Air Conditioning Inc., headquartered in Westville, New Jersey, also saw a big uptick in 2025 materials prices—but was prepared. The mechanical contractor’s strategy has been to “continuously monitor the materials pricing by leaning on vendors for up-to-date information on upcoming increases,” says Jack Wagner, director of marketing and sales. “We are planning for a forecasted upswing in business in 2026.”
Dennis Patterson, president of Bi-Con Services Inc., a 67-year-old firm based in Derwent, Ohio, points to challenges for the construction industry as “all just part of the business.” Bi-Con has primary target markets in the natural gas industry, sustainable energy industries and commercial/industrial facilities.
NAVIGATE CONFIDENTLY TO ACHIEVE SUCCESS
The path to hitting goals varies among ABC Top Performers and depends on their long-term goals and market segments.
“Our roadmap for success always starts with the Steinberger team,” says Lewellen, who explains the 51-year ABC member company grew its team in numbers, strength and experience in 2025. “This has allowed us to continue to maintain our existing client relationships and grow new ones that we hope to service for generations to come.”
Wagner attributes project success to continuous conversation between the company’s operations and sales departments to define real-time goals. Reflecting on the strong completion of a challenging renovation project in 2025, Wagner explains how his team hit all milestones, maintained the project schedule and received very positive feedback from the customer.
“This allowed us to have a roundtable with all team members on the project to discuss lessons learned, while knowing we successfully completed another project for a repeat customer,” says Wagner.
Paradigm’s roadmap is to stick with what they are good at, maintain their budget and be mindful of investments, Dicharry explains. This has enabled the more than 10-year member of ABC to build on a strong reputation among military bases on the West Coast, securing multiyear HVAC contracts with its biggest customer.
“Every year we create a strategic vision,” says Patterson, who says Bi-Con offers clients project planning, scheduling, designing, fabricating, constructing and safety services. “It creates the roadmap for where we are headed, and we can adjust as we go. Some paths are fast and smooth like the interstate and some paths are slow and bumpy. Sometimes we have a detour. But ultimately, we know where we are going.”
The roadmap for Bobbitt—a member of ABC for decades—is its variety of work, consistency in communication among all divisions and an open mind among its leadership team.
“Bobbitt’s leadership team is not full of micromanagers,” says Mead. “We use the Culture Index tool to make sure every employee is in the right role.”
RISE ABOVE THE COMPETITION WITH SMART STRATEGIES
ABC Top Performers fully embrace fair and open competition as a best practice that is vital to the bottom line.
“Competition allows us to create the long-term vision by changing the here and now processes,” says Thimm of Wondra, a member of ABC since 1988. “Competition ensures we have a strong future.”
Chamberlin had a record year in 2025 and is projecting another for 2026. Cotten credits that to taking on the monster jobs and tackling challenges head-on.
“Everything we do starts with integrity; you’re doing, not just saying it,” says Cotten. “The goal is to make our clients long-term partners by bringing them bid experience. We help the general contractor spend less money by covering scope gaps and coming up with solutions that work for all.”
Paradigm is another Top Performer that does not back down from challenging jobs. Dicharry says they take on jobs with tight timelines that require extra technical expertise, which sets them apart.
“We constantly focus on how we can live out our core values,” says Dicharry. “Those include work hard, play hard; leave a positive impact on the client, community and staff; and follow the fine print.”
The keys to competitiveness for D.J. Wagner? A diverse portfolio, a deep understanding of its markets and strong talent.
“We work in all types of market sectors both private and public,” says Wagner. “Keeping a close eye on current trends in the marketplace and focusing on those opportunities allows us to succeed within the changing market. Another key strategy is our team. We have great talent and believe in always training and sharpening the stone of knowledge. Having strong leaders willing to teach and mentor the younger mechanics is a good formula for success.”
PRIORITIZE SAFETY AND TOTAL HUMAN HEALTH
It’s no surprise that safety and total human health are top priorities for Top Performers: All deploy ABC’s STEP® Health and Safety Management System, an industry-leading program founded in 1989 that dramatically improves health and safety performance among participants, regardless of company size or type of work.
Bobbitt employees replace “safety” with “care,” and the company has systems in place that allow its employees to optimize care.
“Safety is not a department here—it’s spread throughout the entire company,” says Mead. “All Bobbitt employees are ambassadors of protecting our people and our business. Care is everyone’s responsibility.”
“Safety and total human health are one in the same at Steinberger Construction,” says Lewellen. “We have a full-time safety director, wellness director and chief development officer because we believe it is important for each of these areas to have their individual attention. Our team is our number one priority and that cannot be represented well if we are not providing all the education, information and resources for employees to go home happy, healthy and excited about their future here.”
Bi-Con has developed a “Take 5” safety culture, which empowers every employee to stop and take five minutes to assess, address and communicate regarding the safety or quality of circumstances around them.
“Every Bi-Con employee has stop-work authority and every employee has the authority to recognize positive safe work practices,” says Patterson. “We also invest heavily in health and wellness programs for our employees and families.”
At Chamberlin, each employee is also authorized to stop work if they see a safety infraction. And because they look to excel at safety every chance they get, Chamberlin will ask former clients for blueprints for safety.
“The roadmap begins and ends with safety,” Cotten says. “We can talk about culture and revenue, but it’s all for nothing without safety. We have a safety reputation so high that general contractors will say, ‘That’s why you want Chamberlin on your job.’”
Due to the nature of Wondra Construction’s heavy civil work, they have sent their entire workforce to GPS training and many through ABC Wisconsin’s heavy equipment apprenticeship program. Those investments are paying off.
“We train from the bottom up, not the top down,” Thimm says. “Everyone sits in the same safety classes, so everyone sees the entire gamut of it.”
Paradigm has a multitier incentive plan that includes no incidents or accidents, because safety and goals go hand in hand.
“Everyone needs to go home put together mentally and physically, so investing in safety training is huge for us,” says Dicharry. “Everyone is CPR- and first-aid certified, and we put our employees through lift and fall protection training, as well as forklift, boom lift and scissor lift certifications.”
INVEST IN YOUR PEOPLE
The construction industry has long faced labor challenges, so a few years ago, Paradigm began in-house training with the long-term focus of developing people with potential who want to learn. Upskilling from within, Dicharry says, is huge, because the team is always trying to learn and improve. “Top to bottom at Paradigm, anyone who wants to learn and grow can.”
Chamberlin created Chamberlin University, which offers the obvious courses like roofing and waterproofing to all of its employees, but also personal success courses such as financial awareness and English as a second language. This improves employees’ standard of living outside of the office.
“We educate our people with skills that are transferrable that they will use for the rest of their careers,” says Cotten. “Chamberlin is developing citizens, not workers.”
D.J. Wagner’s management team meets monthly to bring new ideas to the table, discuss personnel updates and present topics for growth.
“We analyze opportunities for growth within each department, providing individuals with a means to develop their role within the company,” said Wagner.
Before investing in their people, Bobbitt takes the time to make sure they hire the right people that are a fit for the culture.
“We highly invest in our people because if people are healthy and happy, they are the best employees they can be,” says Mead. “Bobbitt has a committee for each of the passions we have here, and a member of leadership team is on each committee. We voice our passions. We have an employee resource program that is exceptional. We even have personal nurses to proactively reach out and check on us.”
Bi-Con also believes strongly in employee training and education, both personal and professional.
“We tell employees to load their toolbox,” Patterson says. “Knowledge and experience are things that belong to them. I hope they will stay at Bi-Con for a long successful career, but if they leave, they get to take everything they have learned.”
CHART CONSTRUCTION’S PATH FORWARD THROUGH TECHNOLOGY AND INNOVATION
As construction technology and innovation continues to rapidly evolve, ABC Top Performers are at the forefront of those changes and embracing them in daily business practices.
“Artificial intelligence is at the top of Bobbitt’s business,” says Mead. “It’s not replacing people but giving them a superpower to have more capacity and be mentally healthier in their positions. Ironically, thanks to AI, our employees have greater capacity to do more in-person work.”
Wondra is also embracing AI and GPS machine control equipment. “We are not afraid or shy to invest in the equipment that Wondra’s employees need to be successful,” Thimm says. “The technology gets better every year.”
“Any innovation that could lead to better efficiency and a positive effect on our finished product is openly discussed among our team and evaluated as an option for implementation,” says Wagner, who explains the 30-year ABC member works to remain up to date on new equipment and tool offerings, as the industry is constantly changing.
“Steinberger stays on the leading edge of this where possible to provide efficiencies for our team to do their best work,” says Lewellen. “From use of computer tech, robotics and wearables to emerging AI, we constantly try to learn new ways to improve our operations.”
UNDERSTAND POLITICS’ IMPACT ON BUSINESS
“Get involved” is the resounding theme from ABC Top Performers when it comes to the role politics plays in their business.
“An overwhelming portion of this involvement comes from supporting ABC in its efforts to work toward a fair and competitive marketplace for safe and reputable construction companies,” explains Lewellen.
The D.J. Wagner team is involved in ABC local and national committees and boards, which has greatly raised awareness of the ever-changing political environment and influenced their commitment to advocacy.
“Being informed of upcoming policy changes is vitally important to every business and being involved in change is everyone’s responsibility,” Wagner says. “Focusing on fair and open competition and promoting the merit shop philosophy has always been our main goal.”
Thimm reiterates that business leaders and employees must be aware of what is going on in the political world. Wondra does federal work at the state, county and local level, so each of their projects must be approved by a local board.
Chamberlin believes in letting the free market dictate which contractor gets work by removing artificial restrictions.
“That involves electing business-friendly lawmakers at every level,” says Cotten. “ABC is not right or left—ABC is business.”
Bi-Con stands by ABC’s time-tested motto of “Get Into Politics or Get Out of Business.”
“Our top priorities are labor issues and regulatory barriers for construction permitting,” says Patterson. “The playing field must be level. Let the market—not one-sided, unfair labor agreements—determine which contractor is best for the project.”
CULTIVATE YOUR COMPANY CULTURE
“Culture trumps everything,” says Patterson. “It’s important to have a purpose and a common mission. We call ours ‘One Bi-Con: a collaborative effort across the organization executing great projects, with great people, for great customers.’”
Mead credits Bobbitt’s phenomenal culture with keeping people at the company. Care is in the culture and evaluated in strategy meetings.
D.J. Wagner’s culture allows employees to voice their opinions and grow and develop through an open-door policy. They also emphasize respecting each other’s roles and responsibilities.
“Redefining our culture has been a goal of ours over the past couple of years,” says Wagner. “Whether they are looking for more responsibility, a more challenging role or simply want to ask a question, we want everyone to feel more than comfortable with approaching a member of the management team for a discussion. A critical part of our culture is understanding the importance of everybody’s role and how every task affects the rest of the team.”
Reflecting on Paradigm Mechanical’s culture, Dicharry says “We Got This” is a motto her employees live by, after years of hearing one of her superintendents say the phrase.
“Now we have it on our hats and T-shirts,” Dicharry says. “We come together to do what it takes. It’s a tough industry for ego, but our team has no ego involved.”
RECOGNIZE ABC AS AN EXSTENSION OF SUCCESS
The final theme evident from these Top Performers that bolsters their confidence in the midst of uncertainty? ABC.
“ABC is a resource for success for Paradigm Mechanical,” says Dicharry. “For us in San Diego, it’s about apprenticeship, networking, continuing education and advocacy in the political arena.”
“Essentially, 23,000 merit shop members are working together to safely deliver high-quality construction projects throughout the United States and beyond,” says Patterson.
“This association exists to collect best practices for the contractor community,” says Mead. “ABC is a liaison and provides local guidance for Bobbitt.”
“ABC helps our company and people grow,” says Thimm. “[It] is a knowledge base for Wondra’s daily needs. A fellow member can give us advice, mentorship and help. I learn more at ABC networking events than anywhere else.”
“ABC welcomes all players: the general contractor, subcontractors, associates and vendors,” says Cotten. “This is where Chamberlin builds relationships with people on the project team. ABC members are vetted members; we always start with ABC STEP participants because those are high quality.”
“To Steinberger, ABC is a partner in the construction industry that helps maintain a competitive marketplace and resources for its members to continue to improve their business,” Lewellen says.
“ABC is an incredibly valuable network with endless resources for providing its members with opportunities to develop their workforce, focus on safety and connect with a wide variety of nationwide assets,” Wagner says. “The association is a toolbox for contractors to utilize continuously to strengthen their team.”
SEE ALSO: CAPITALIZING ON COMPETITION: ABC 2025 TOP PERFORMERS ANSWER COMPELLING QUESTIONS
The post Confidence in a Clear Path: ABC’s 2026 Top Performing Contractors first appeared on Construction Executive.
