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.