Can you briefly introduce yourself and highlight the company’s biggest achievements in 2025?
I am a civil engineer by training and have spent more than 30 years working on U.S. Department of Defense construction programs, with over two decades of that experience focused on Guam. That long-term presence has allowed the company to build deep operational knowledge of complex defense infrastructure projects. In 2025, several milestones stood out. In Guam, two major task orders were secured under an existing $600 million Navy MAC, including a $13 million project to repair municipal solid waste landfill cells. Another key win came with the U.S. Air Force, involving repairs to Tanks 820 and 821 under a global POL IDIQ contract.
Beyond Guam, the company significantly expanded its long-term contract capacity. This included a $15 billion Pacific Deterrence Initiative MAC, a $15 billion worldwide C2E contract, a $2.5 billion worldwide fuels program with the Air Force, and a $1 billion Air Force MAC at Kadena Air Base in Okinawa, Japan. Altogether, new IDIQ capacity awarded this year totals approximately $33.5 billion, positioning the company strongly for sustained growth well into the next decade.
What share of your business is focused on Guam, and how is the rest of your work distributed geographically?
Active task orders in Guam currently total just under $100 million, representing roughly 30–35% of overall business. The island remains a core market because of its strategic importance and the scale of ongoing and planned defense investment. About 50% of operations are based in the continental United States, with projects spread coast to coast.
The remaining portion of the business is international and continues to expand. In Europe, work is underway in Hungary, Spain, and Portugal. In the Pacific, projects are active or recently completed in Guam, Japan, South Korea, the Philippines, Australia, and Wake Island. Japan alone represents a significant share of overseas activity, with work ongoing both in Okinawa and on the mainland, including locations such as Misawa and Iwakuni. When viewed collectively, the Pacific accounts for close to 40% of total operations, underscoring its importance as a long-term growth region alongside the U.S. mainland.
How is the company closing 2025 in terms of revenue and backlog?
The company expects to close 2025 with revenues in the range of $220 million to $250 million. This performance reflects steady execution across multiple regions and a heavy reliance on task orders issued under existing IDIQ contracts. The current backlog stands at approximately $550 million, providing strong visibility for near-term revenues.
A defining strength of the business model is that roughly 95% of all work comes from established IDIQ vehicles. Contract ceiling capacity now extends to about $41 billion through 2035, following the addition of nearly $30 billion in new capacity over the last six months alone. This creates a substantial runway for growth. With the right execution and continued demand from defense clients, the company has the potential to scale significantly over the next three to five years, supported by long-term contractual frameworks rather than one-off projects.
How is the company preparing for the exponential growth expected in the coming years?
Preparation for growth varies by location, but partnerships are central to the strategy. Overseas, the company typically forms strategic alliances with strong local partners that bring regional expertise, labor resources, and logistical knowledge. In Guam, years of continuous presence have resulted in a large network of pre-qualified subcontractors, many of them local small businesses with specialized capabilities. This allows projects to be staffed efficiently while supporting the local economy.
The company also maintains a focused self-performance capability, particularly in concrete and electrical works, which provides flexibility and quality control. Outside the continental U.S., large partner relationships become even more critical. A clear example is the joint venture with Obayashi in Japan, one of the country’s largest construction firms. Similar partnership models are used in Spain, Hungary, and Australia. This approach ensures that growth is supported not just by scale, but by the right mix of technical capacity, cultural understanding, and local execution strength.
What types of partnerships are you looking for globally, and how do you structure them?
Success in international defense construction depends on combining local capability with a deep understanding of U.S. Department of Defense requirements. The company looks for partners that have strong regional resources and technical expertise, while it contributes knowledge of the DoD customer across the full project lifecycle—from proposal and mobilization through execution and closeout.
Partnerships are typically structured as joint ventures, often on a 50–50 basis. This balance ensures that both parties have an equal voice in decision-making and a shared commitment to execution quality. In Japan, the main partnership is with Obayashi. In Spain, collaboration is in place with Acciona, a company with a substantial global and Pacific presence. In Hungary, work is carried out alongside a large Austrian partner. These relationships are performing well and continue to expand as new opportunities arise. Equal partnerships create alignment, accountability, and the ability to jointly steer projects through complex regulatory and operational environments.
How do you identify new partners for future projects in the Pacific and elsewhere?
Partner selection depends heavily on the nature of each task order and its location. For example, upcoming opportunities under the Pacific Deterrence Initiative include projects in Palau and potentially Yap, where work could range from airfield paving to wharf renovations involving unexploded ordnance. Each scenario requires a different mix of expertise.
Over decades of global operations, the company has built a database of more than 3,500 pre-qualified subcontractors, most of whom have worked successfully on past projects. These established relationships are often the first point of reference when assembling teams. Large defense task orders are too complex for any single company to execute alone, particularly in remote locations. Success depends on local labor access, logistics expertise, and an understanding of supply chains. Wake Island, with a population of about 125 people and no local supply base, is an extreme example where everything must be barged in. Each project demands a tailored strategy built around the right partners.
How do you view your company’s responsibility toward Guam and its local community?
Long-term success in Guam is closely tied to investing in people. The company currently employs around 30 people on the island, roughly 25 of whom are local residents. These roles span a wide range of skill sets, including engineering, project management, administration, accounting, and technical fieldwork. Developing local talent through training and long-term employment is one of the most effective ways to contribute to sustainable growth.
Beyond employment, being part of the community matters. Living and working on the island creates a deeper understanding of local needs and priorities. Participation in community activities and a commitment to responsible operations help build trust and continuity. Guam has a strong workforce with a willingness to learn, and investing in that potential benefits both the company and the island’s broader economic development, well beyond individual military projects.
What is your message of confidence about the future of Guam and your company’s role in it?
The outlook for Guam is very positive. Significant investment is being made, supported by long-term planning and a clear vision for development. Infrastructure improvements are underway, with more to come, including airport renovations and roadway upgrades. While there is still much work ahead, the direction is clear and encouraging.
The company is committed to being part of that future for the long term. Operations in Guam have been ongoing for 16 years, and personal experience on the island extends beyond two decades. Nearly all company work—about 98%—is performed for the U.S. Department of Defense, and that focus will remain. Success in this sector requires not only technical capability and resources, but a deep understanding of how the customer expects projects to be delivered. That institutional knowledge, combined with a long-standing presence on the island, underpins a continued commitment to Guam’s development and its role as a strategic hub in the Pacific.
