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Construction Business Review
Whiting-Turner
Mastering the Build from the First Sketch to the Final Beam
Timothy Regan, CEOIts footprint is everywhere—hospitals, universities, data centers, government buildings. The work speaks for itself. Whiting-Turner doesn’t just construct buildings; it builds infrastructure that industries rely on, that cities grow around and that companies depend on to function. This is not a firm that dabbles in trends. It takes on projects that demand precision and accountability.
From Concept to Completion
A hospital expansion that must remain operational mid-construction. A data center where a single delay costs millions. A mixed-use development in a dense city, where logistics are as complex as the build itself. These projects don’t allow for mistakes. They demand seamless coordination, where every moving part fits without friction.
For such clients, the process begins long before the first shovel hits the ground. It engages stakeholders early, working backward from client needs rather than imposing a standard approach. Whiting-Turner balances function, cost and long-term impact, ensuring each project is purposefully built.
Then comes execution—the phase where vision becomes reality. At this stage, missteps are costly. There’s no room for improvisation in multimillion-dollar projects with intricate logistics. Every supplier, contractor and component is accounted for before the first concrete pour. Supply chains are secured, schedules include contingencies and on-site teams operate precisely, eliminating costly delays.
But construction doesn’t end when the last beam is placed. If anything, that’s when the real test begins. Did the project meet expectations? Was the client’s vision successfully realized? Whiting-Turner’s approach to customer relationships is rooted in long-term accountability. Its buildings are meant to last—and so are its partnerships.
In an industry where financial overextension is common, Whiting-Turner remains debt-free. No overleveraged gambles, no last-minute scrambles. It funds its projects, moves decisively and, most importantly, delivers on promises. Clients return because stability in construction isn’t just a benefit—it’s everything.
People, Safety and Leadership
Safety shapes every decision at Whiting-Turner. Many construction firms discuss it, but few make it an operational cornerstone. Target Zero is more than an initiative—it’s a standard. The goal is to eliminate workplace injuries. In an industry where risk never disappears, the only way forward is to reduce it at every level.
Inclusion follows the same principle. Construction has long been a closed-door industry, but Whiting-Turner takes a different approach. Minority- and women-owned businesses receive symbolic contracts and play active roles in projects, contributing expertise and shaping the built environment. Expanding perspectives leads to more substantial outcomes and long-term success.
Leadership at keeps this momentum going on. When longtime president Willard Hackerman passed in 2014, Timothy Regan stepped in—not as an outsider, but as someone who had spent his career inside the company. His role wasn’t overhauling but strengthening and preserving core values while adapting to industry shifts.
Construction today is about more than completing projects—it’s about building responsibly. Green design, sustainable infrastructure and efficiency without waste define the new industry standard. Companies that evolve stay relevant; those that resist falling behind.
Whiting-Turner’s impact isn’t measured by past projects but by how it prepares for what comes next. Its track record suggests that whatever the future of construction holds, it will lead the way.
