For 75 years, Kitchell has been at the forefront of constructing highly complex, high-performance facilities that support the ever-evolving needs of education, research, and healthcare. The University of Arizona’s Health Sciences Innovation Building (HSIB) exemplifies this legacy—delivering an iconic, award-winning environment that reimagines interdisciplinary learning and collaboration in medicine, nursing, pharmacy, and public health.

Named ENR’s Best of the Best Higher Education/Research Project and honored with a host of other national design and construction awards, HSIB is more than a building—it’s a symbol of what’s possible when innovation and precision come together in the built environment.

Design That Reflects Place and Purpose

Working alongside CO Architects, Swaim Associates, and Martin, White & Griffis Structural Engineers, Kitchell brought to life a design that balances architectural elegance with functional adaptability. Floor-to-floor transparency and natural light define the building’s ethos, with expansive glazing that brings daylight deep into learning environments and enhances visual connectivity throughout.

The building’s most iconic structural element—The Forum—is a soaring, four-story, glass-enclosed event space supported by five V-shaped concrete columns rising 144 feet. This striking design eliminates internal columns, creating an uninterrupted volume capable of hosting up to 1,000 people for conferences, lectures, or community gatherings. Retractable video walls, tiered seating, and seamless outdoor access amplify its impact as a campus centerpiece. The column-free space extends throughout the building maximizing future flexibility of the space.

An Iconic Skin, Engineered for the Desert

Spanning nine stories and 226,000 square-feet, HSIB is defined by its dramatic envelope: a custom terracotta façade designed to reflect the Sonoran Desert’s signature palette and textures. Inspired by the iconic saguaro cactus and traditional Southwestern craftsmanship, the façade comprises more than 8,000 hand-glazed ceramic tiles manufactured by Boston Valley Terra Cotta. Each tile was formed, extruded, and finished through an intricate process of digital modeling and artisanal fabrication, ensuring aesthetic continuity across hundreds of uniquely shaped pieces.

This was not just a design marvel—it was a construction challenge that required exceptional constructability planning. Kitchell’s team deployed a highly detailed Building Information Modeling (BIM) effort to quantify and coordinate every element of the skin system. The 3D model accounted for the façade’s curved geometry, anchor points, support framing, and integration with glass and metal panels, minimizing tolerance issues and sequencing clashes. The BIM model served as a live construction tool, guiding fabrication, delivery, and installation with millimeter-level accuracy.

Built for Flexibility, Connection, and Innovation

HSIB’s program is as forward-thinking as its form. From immersive AR theaters and smart classrooms to physical therapy labs, makerspaces, and breakout lounges, the facility is purpose-built for active learning and evolving technology. Modular floor plates and reconfigurable systems allow for continuous adaptation—ensuring that the building evolves alongside its users.

Constructing such a technically complex building on a tight urban site—with over $600 million in concurrent construction and active hospitals operating nearby—demanded meticulous planning. Kitchell coordinated extensive underground utility work, implemented off-hours material deliveries, and conducted weekly stakeholder meetings to mitigate impacts, uphold safety, and maintain momentum.

To further streamline construction on a constrained site and accelerated schedule, Kitchell strategically used prefabrication. As a response to labor shortages and limited space, 82% of the interior walls and 69% of the soffits were fabricated off-site in Tempe while structural work progressed in Tucson. This approach improved productivity by more than 30% and helped maintain project momentum.

Resilient by Nature, Sustainable by Design

From its high-performance façade and energy-efficient systems to regionally responsive materials, HSIB was designed for long-term resilience. The project achieved LEED Gold certification, reflecting its sustainable foundation and alignment with the university’s broader environmental goals.

As we mark Kitchell’s 75th year, the Health Sciences Innovation Building stands as a testament to what we build—and how we build it. Through design excellence, cutting-edge construction technology, and true collaboration, we’re forging spaces that empower the next generation of learners, researchers, and health professionals.

 

For 75 years, Kitchell has helped shape the future of healthcare through forward-thinking construction and collaborative partnerships. Nowhere is this more evident than in the evolving field of medical simulation and training. With more than $2.3 billion in delivered health education projects and 15 completed simulation-focused facilities, Kitchell brings unmatched experience to building the next generation of healthcare learning environments—where future physicians, nurses, and clinicians gain critical hands-on experience before ever stepping into a real-world setting.

Today’s simulation centers go far beyond traditional classrooms or labs. They are clinically immersive, highly technical spaces designed to replicate the intensity of real-life patient care. From anatomy instruction and surgical simulation to AI-enabled informatics and virtual reality environments, every project represents a chance to transform visionary design into real-world learning outcomes.

Planning for Flexibility and Interdisciplinary Learning

One standout project is the Health Sciences Innovation Building (HSIB) in Tucson, a 226,000 SF, LEED Gold-certified facility delivered via CMAR in partnership with CO Architects. Designed to support interdisciplinary training across medicine, nursing, pharmacy, and public health, HSIB offers a mix of flexible classrooms and advanced clinical simulation spaces—bringing a full continuum of education under one roof.

On the 7th floor, the Arizona Simulation Technology and Education Center (ASTEC) showcases the cutting edge of simulation. With high-fidelity manikins, immersive AR/VR tools, and a game-based learning platform, ASTEC supports learners at every stage—from first-year students to seasoned professionals. It also houses a unique artificial tissue lab, developed in collaboration with the Colleges of Medicine and Engineering, that allows students to practice advanced procedures on 3D printed body parts and models, complete with bleeding tissues and working airways that mimic real human responses.

At the heart of ASTEC is the SimDeck—a two-story, fully reconfigurable training stage that hosts high-pressure, scenario-based simulations, from complex childbirths to disaster response. Control and debriefing rooms give faculty the tools to assess performance in real time, bridging the gap between practice and actual clinical decision making.

Integrating Technology from the Ground Up

On the Scottsdale campus of the Mayo Clinic School of Medicine, Kitchell delivered another forward-focused facility, featuring VR-ready cadaver labs, touchscreen-integrated simulation spaces, and gross anatomy rooms built to support Mayo’s leading-edge curriculum in Health Care Delivery and Biomedical Informatics.

Constructing these technology-intensive spaces required seamless coordination across MEP and low-voltage systems, with careful planning to meet the sensitive requirements of anatomy labs, imaging equipment, and simulation technologies—all within tight timelines and exacting standards.

That same level of integration and attention to detail was central to the work at Valleywise Health’s Virginia G. Piper Pavilion in Phoenix. There, Kitchell constructed simulation zones that mirror the adjacent hospital environment, creating a seamless bridge between academic learning and real-world care. Spread across three floors of the 106,000 SF facility, the spaces were shaped through direct collaboration with clinical leads and faculty—ensuring realism, safety, and long-term adaptability.

Similarly, at UC Riverside’s Clinical Skills & Simulation Suite, Kitchell transformed 10,000 SF of existing space into the largest simulation center in the UC system. The upgraded facility includes 16 exam rooms, a simulated ER, ICU, and OBGYN, as well as a fully integrated control and observation system. Delivering this level of realism and functionality required thoughtful structural modifications and robust data infrastructure to support the technology-rich program.

Where Constructability Meets Purpose

Behind each simulation space is a story of thoughtful construction, precision planning, and technical collaboration. Every facility must balance clinical realism with architectural flexibility, sensitive building systems with high-end technology, and forward-looking infrastructure with today’s academic demands.

Kitchell plays a critical role in aligning these moving parts—partnering early with architects, educators, and tech experts to make sure that what’s imagined on paper works flawlessly in practice.

As part of our 75-year legacy, we’re proud to help shape the spaces where tomorrow’s healthcare leaders are made. From Arizona to California and beyond, Kitchell continues building learning environments that drive innovation, spark curiosity, and empower students to lead with confidence.

In 1956, Kitchell began construction on Motorola’s first research lab in Arizona—marking the start of a decades-long relationship that grew alongside the tech industry. What followed was more than a series of projects; it was a pivotal chapter in Kitchell’s legacy of innovation.

As Motorola expanded its role in semiconductor development and communications technology, Kitchell delivered the advanced facilities needed to support that growth. From highly controlled cleanrooms to scalable research and manufacturing spaces, each project demanded precision, adaptability, and forward-thinking execution.

Across more than 18 projects, Kitchell introduced construction techniques ahead of their time—like Arizona’s first building with concrete tilt-up slab walls. These solutions weren’t just technical milestones; they reflected Kitchell’s ability to evolve with an industry moving at record speed.

Fun fact: our work with Motorola even extended across the border. In 2001, Kitchell Mexico completed the expansion and remodel of Motorola’s electronics assembly facility in Nogales, Sonora—a unique milestone in our decades-long collaboration.

Working closely with Motorola’s teams, Kitchell translated complex specifications into high-performing facilities that enabled innovation to thrive. These projects also laid the foundation for Kitchell’s own evolution—refining project controls, scheduling systems, and technical expertise in high-tech construction.

The mindset developed during this era continues to shape how we work today. Our experience with Motorola reinforced the belief that innovation isn’t just a result—it’s a process built on curiosity, precision, and the drive to solve what’s never been solved before.

While tools and technologies have evolved, that mindset remains central to Kitchell’s DNA. The Motorola projects didn’t just push us to build differently—they challenged us to think differently. Each facility became a test of what was possible and a chance to anticipate where the industry was headed.

That spirit continues today, guiding how we approach complex, technical builds—with a focus on precision, adaptability, and building what’s next.

For decades, Kitchell has been at the forefront of delivering high-performance healthcare facilities that redefine industry standards. Completed in 2016, the UC San Diego Jacobs Medical Center is a testament to this commitment—an advanced medical and research hub that enhances patient care, medical education, and translational research. At the heart of this success was a highly collaborative approach, where Kitchell united diverse teams in the Big Room—a dynamic, integrated workspace that ensured alignment, efficiency, and innovation from the project’s inception.

Breaking Down Silos: The Power of the Big Room

Delivering a 509,500-square-foot, $596 million ground-up medical facility required more than just expertise—it demanded alignment, trust, and real-time collaboration. To achieve this, Kitchell adopted integrated project delivery concepts and implemented the Big Room—a co-located workspace where project owners, architects, engineers, and trade partners worked side by side. This approach transformed traditional project execution, fostering:

• A Unified Team – Accelerating decision-making and strengthening accountability.
• Increased Transparency – Aligning all phases of the project through open communication.
• Collaboration that Fueled Innovation – Turning challenges into opportunities for smarter, more effective solutions.
• Recognition and Milestone Celebrations – Reinforcing a culture of achievement that kept teams engaged and motivated.

Nicknamed “The Enterprise,” this shared workspace became the command center of innovation, where problems were solved in real-time. One standout success was our waterproofing strategy—an intricate challenge that required input from multiple disciplines. Through close collaboration, the team delivered a watertight solution that not only met but exceeded performance expectations.

A Translational Research and Medical Education Hub

More than a world-class hospital, UC San Diego Jacobs Medical Center is a cornerstone for the future of medical training and translational research. It features a state-of-the-art Medical Education Theater, designed to immerse students and professionals in advanced learning experiences. Flexible learning spaces ensure that the next generation of medical professionals is equipped with the latest knowledge and skills.

This facility also plays a critical role in translational research, bridging the gap between medical discoveries and patient care. By bringing together clinicians, researchers, and students, Jacobs Medical Center accelerates the process of turning groundbreaking research into life-saving treatments—ensuring that medical advancements reach the bedside faster than ever before.

More Than a Building—A Lasting Impact

At Kitchell, we don’t just build—we create environments that shape the future of medicine, research, and education. The LEED Gold-certified Jacobs Medical Center stands as a symbol of our dedication to sustainability, innovation, and community well-being. The Big Room approach was instrumental in delivering a facility that doesn’t just serve today’s healthcare needs but drives progress for generations to come.

As we celebrate 75 years of impact, this project exemplifies how collaboration, trust, and shared vision can lead to extraordinary results.

In the dynamic world of commercial construction, innovation is rarely the product of a single mind. It flourishes when industry leaders, visionaries, and experts work together to solve complex challenges. This spirit of collaboration drove one of Kitchell’s most transformative developments in the 1970s: the pioneering of the Construction Management (CM) approach.

Kitchell was one of four national construction firms that developed and popularized what came to be called the Construction Management approach. In the early seventies, Sam and Vern Lindstrom began to market this team approach.

Prior to this shift, traditional construction methods often led to inefficiencies—projects were designed, then bid out, and only after contractor selection would cost and scheduling considerations take center stage. This approach left owners vulnerable to delays, budget overruns, and unforeseen complications. Recognizing these issues, Kitchell sought a better way—one that united architects, owners, and contractors from the very beginning.

Kitchell’s first true CM projects were three consecutive jobs for the DeVry Institute with CRS, a leading architectural firm. Sam, Vern, and the team flew to Chicago to collaborate with the design team in-person. The project was so successful, DeVry insisted on the same team doing its headquarters in Chicago and a school in Columbus, Ohio.

In an era before digital modeling and streamlined project management software, the team relied on real-time collaboration to create estimates and schedules. Architects sketched concepts on butcher paper on the wall while Kitchell’s experts provided immediate feedback on feasibility, cost, and timing. This iterative process enabled smarter decision-making and more predictable project outcomes—an approach that was groundbreaking at the time.

Kitchell initiated design-phase services like conceptual estimating, value engineering, and project scheduling, with construction provided under a negotiated Guaranteed Maximum Price (GMP) contract. Vern Lindstrom became chairman of the Construction Management Committee for the Associated General Contractors and helped author a textbook on the process. In its first year marketing the concept, Kitchell won 22 out of 24 jobs in a row.

The results were undeniable. Not only was the DeVry project a resounding success, but the model became a cornerstone of Kitchell’s project delivery philosophy. Owners responded enthusiastically, appreciating the increased transparency and efficiency. Soon, Construction Management was no longer a concept but an industry-standard best practice, proving that when key stakeholders unite from day one, the possibilities for innovation are limitless.

During the seventies, Kitchell built 12 of the 14 largest hospital projects in the Phoenix area and added new high-tech clients like Digital Equipment, Armour-Dial Laboratory, and Honeywell. More regional shopping centers were built in the rapidly developing metropolitan Phoenix, and Kitchell worked on eight of the ten largest. In spite of the 1974-75 recession, Kitchell grew steadily and continued to post strong earnings throughout the decade.

By the mid-1960s, Kitchell was poised for transformation. Sam Kitchell saw the need for stronger project controls and systems that would ensure profitable, sustainable growth. To drive this evolution, he promoted Vernie G. Lindstrom, Jr. (pictured above) to general manager of Kitchell Contractors in 1964. Vern, who had joined the company as an engineer-estimator in 1961, quickly proved to be a sharp strategist. “An exceptionally astute manager,” Sam later said, “Vern brought us the project controls, advanced scheduling systems, and people development programs we needed for profitable and sustainable growth.”

The Digital Shift: Kitchell’s First Computer
While construction sites still relied on hand-poured concrete and mechanical calculators, Vern saw the future in technology. In 1966, he attended an IBM training on business applications—where he was the only contractor in the room. Recognizing the potential for computers to revolutionize cost tracking and project management, he returned and ordered Kitchell’s first computer: the IBM 1130.

This wasn’t just a change in hardware—it was a shift in how the company operated. Tracking project costs had previously meant stacks of ledger sheets, hours of manual calculations, and endless paperwork. With the new system, Vern worked with Controller Carl Naegeli and an accounting programmer to design Kitchell’s first computerized cost control reports. By 1969, data was no longer locked in filing cabinets—it was stored on punch cards.

Technology Adoption Creates New Career Paths
But while technology was reshaping operations, it was also creating new career pathways—especially for Kitchell’s emerging women leaders. Kay Ellis, who had joined the company in 1965 as an accounting clerk, quickly became one of the key figures in this transition. She helped manage the growing volume of financial data, ensuring that Kitchell’s systems kept up with its expanding project portfolio. The shift to computer-based accounting gave her a critical role in modernizing Kitchell’s back-office operations—experience that would later propel her to become the company’s first Director of Human Resources.

The company’s adoption of computing wasn’t just about efficiency—it was about building a smarter, more structured organization. Vern’s vision for project controls, coupled with a growing team of forward-thinking leaders like Kay, ensured that Kitchell didn’t just keep pace with the industry—it set the standard.