The Rise of Stronghold Construction: Lessons in Growth, Culture, and the Future of Commercial Contracting
The commercial construction industry is in the midst of a transformation, driven by new business models, generational change, and a hunger for transparency and innovation. At the heart of this evolution is Stronghold Construction, a young company that has rapidly scaled from a half-million-dollar startup to a firm with a projected $100 million backlog in just a few years. Their journey offers a blueprint for contractors, entrepreneurs, and industry professionals seeking to build resilient, forward-thinking organizations.
This article explores the story of Stronghold Construction, the strategies behind their explosive growth, the importance of partnerships and culture, and the trends shaping the future of commercial construction.
From Family Roots to Entrepreneurial Leap
Early Foundations in Construction
Stronghold’s founder, Zack Simmons, is a second-generation tradesman whose earliest memories are of job sites, plan tables, and the unique culture of the construction industry. Growing up in a family-owned commercial and industrial electrical company, Zack was “voluntold” into the business, learning the ropes from a young age. His education was unconventional—homeschooling in the early morning hours, followed by days spent on job sites, earning his journeyman’s card at 18, and quickly moving into general contracting.
This hands-on upbringing instilled a deep understanding of the trades, a respect for hard work, and a practical approach to problem-solving. After a brief stint as a firefighter, Zack returned to construction, gaining experience in both home services and large-scale commercial projects across the country. These formative years provided not only technical skills but also exposure to the logistical and managerial complexities of modern construction.
The Birth of Stronghold Construction
The decision to launch Stronghold was born out of frustration with industry norms rather than a clear market opportunity. Zack and his partners, Roy Lewis and Danny Warner, recognized systemic issues in how projects were bid, awarded, and managed—budget deficits, plan inconsistencies, and a lack of transparency plagued the industry. Rather than accept the status quo, they set out to create a company that would do things differently.
Stronghold officially launched on February 22, 2022, with a vision to restore trust, transparency, and partnership to commercial construction. The founders brought complementary skills: Zack’s construction expertise, Roy’s background in city planning and development, and Danny’s experience in banking and finance. This blend of operational, strategic, and financial acumen would prove critical to their rapid growth.
Building a High-Performance Team
The Power of Partnerships
One of Stronghold’s defining features is its partnership structure. The company is owned equally by its three founders, each bringing unique strengths to the table. Roy, with his experience in city planning and federal funding, serves as CEO and focuses on long-term forecasting and risk reduction. Danny, as CFO, brings a fresh perspective to construction finance, challenging industry norms and ensuring financial discipline. Zack, the “knuckle-dragger” by his own admission, leads operations and construction management.
This division of labor is not just functional—it’s built on deep trust and mutual respect. Decisions are made by deferring to the partner with the most relevant expertise, and disagreements are resolved through open dialogue. Early missteps with other potential partners reinforced the importance of alignment in values, vision, and work ethic. As Zack notes, “Just because someone on the surface says that they’re a good partner or they’ve got the resume to back it up does not mean that you can work with them.”
Rigorous Hiring and Culture Fit
Stronghold’s approach to hiring is equally intentional. The company invests heavily in a strenuous interview process, designed to assess not just technical skills but cultural alignment and long-term fit. Candidates are grilled on their knowledge, problem-solving abilities, and personality, often facing tougher scrutiny than at larger, more established firms.
But the process is a two-way street. Prospective team members are given a candid view of the company’s direction, expectations, and culture. They’re asked whether Stronghold’s vision resonates with them and whether they see any flaws in the approach. This transparency ensures that new hires are not just employees, but true stakeholders in the company’s mission.
Once on board, team members are empowered to take ownership of their roles and contribute to the company’s direction. Even junior staff are invited to participate in key decisions, fostering a sense of agency and investment. As Zack puts it, “I’m giving people the freedom to really truly take a piece of what Stronghold is and to build their own piece of the business and take ownership of the department that they’re in.”
A New Model for Commercial Construction
Rejecting the Low-Bid Trap
One of the most significant ways Stronghold sets itself apart is by refusing to play the traditional low-bid game. While they remain connected to the low-bid market for validation, their primary focus is on open-book, partnership-driven delivery models. Clients are given full visibility into budgets, subcontractor commitments, and internal financials. Change orders are rare and only issued for owner-requested scope changes.
This radical transparency builds trust and aligns incentives, creating a collaborative environment where clients, contractors, and subcontractors work toward shared goals. It’s a departure from the adversarial, opaque practices that have long characterized the industry.
Embracing Alternative Delivery Methods
Stronghold has leaned heavily into alternative delivery methods such as Construction Manager/General Contractor (CMGC) and progressive design-build. These models prioritize collaboration, speed, and value over rigid bidding processes. The company’s early success with tribal and federal projects—markets known for their complexity and red tape—demonstrates the effectiveness of this approach.
By hiring team members with deep experience in these sectors and investing in the right tools and processes, Stronghold has positioned itself as a go-to partner for clients seeking innovative solutions. Their willingness to “walk in cold” and pitch their value proposition directly to tribal nations and public entities has opened doors that many competitors overlook.
The Importance of Relationships and Reputation
At the core of Stronghold’s success is a commitment to relationships and reputation. Their first major tribal contract was won not through connections or marketing, but by walking in, introducing themselves, and making a simple promise: “Let us show you somebody that cares about what they’re building out here and let us show you that we can do better.” The client’s feedback was telling: “Every contractor that we’ve worked with always seemingly wants to take advantage of us when we’re not looking. And we can say we never felt like that with Stronghold.”
This focus on doing what they say they’ll do, maintaining transparency, and genuinely caring about outcomes has led to repeat business, referrals, and a growing backlog of projects.
Navigating Growth: Challenges and Opportunities
Managing Explosive Growth
Stronghold’s growth has been nothing short of remarkable. From $500,000 in their first year to over $2 million the next, nearly $5 million in the third, and a projected tripling of that figure in the current year, the company is on a steep upward trajectory. With $100 million in backlog, the challenge now is managing growth without losing the culture and quality that set them apart.
This requires disciplined project management, careful hiring, and a relentless focus on client satisfaction. The founders are acutely aware of the risks of growing too fast and are committed to building a sustainable, resilient organization.
Lessons Learned: Mistakes and Missteps
No growth story is without its setbacks. Zack candidly shares stories of costly mistakes—like missing a critical measurement by a foot and a half on a historical building project, or early misjudgments in choosing business partners. These experiences have reinforced the importance of attention to detail, humility, and the willingness to learn from failure.
The company’s approach to mistakes is rooted in transparency and accountability. Team members are encouraged to own their decisions, learn from errors, and continuously improve. This culture of openness extends to clients and partners, further strengthening trust and collaboration.
The Future of Commercial Construction
Industry Trends: Alternative Delivery, Tech, and Workforce Shifts
Stronghold’s story is emblematic of broader trends reshaping the commercial construction landscape:
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Alternative Delivery Models: There is a growing hunger for models like CMGC, integrated delivery, and progressive design-build. Clients are tired of the low-bid race to the bottom and are seeking partners who can deliver value, speed, and quality through collaboration and transparency.
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Technology Adoption: The influx of younger professionals and the demands of complex projects are driving rapid adoption of technology. Tools like Procore, BIM, and advanced project management software are becoming standard, even for small and mid-sized contractors. This shift is enabling greater efficiency, accuracy, and communication across teams.
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Changing Workforce Demographics: The average age of construction workers is rising, and a generational shift is underway. As older workers retire, there is a pressing need to attract, train, and retain younger talent. This requires new approaches to management, culture, and career development.
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Workforce Shortages: Despite a robust pipeline of projects, the industry faces a shortage of skilled workers. Companies that invest in training, mentorship, and culture will have a competitive edge in attracting the next generation of talent.
The “Changing of the Guard”
Zack refers to the current moment as a “changing of the guard.” The established giants of the industry are losing their grip as new, agile, and innovative firms rise to prominence. This generational turnover is creating opportunities for companies like Stronghold to redefine what it means to be a contractor—prioritizing transparency, partnership, and a genuine commitment to client success.
Building for the Long Term: Culture, Ownership, and Vision
Empowering Teams and Sharing Ownership
Stronghold’s approach to team building is rooted in empowerment and shared ownership. Employees at all levels are given a voice in decision-making and are encouraged to take initiative. The company’s “131” decision-making framework—one well-defined problem, three possible solutions, and one preferred option—ensures that decisions are thoughtful, collaborative, and aligned with the company’s vision.
This culture of ownership extends to clients and partners, who are treated as collaborators rather than adversaries. By aligning incentives and maintaining open lines of communication, Stronghold creates an environment where everyone is invested in the project’s success.
The Role of Leadership
Leadership at Stronghold is characterized by humility, transparency, and a willingness to listen. The founders are not afraid to admit what they don’t know, to seek out expertise, and to learn from their team. This approach fosters trust, loyalty, and a sense of shared purpose.
As the company continues to grow, maintaining this leadership style will be critical to preserving the culture and values that have driven their success.
Practical Takeaways for Contractors and Entrepreneurs
Stronghold Construction’s journey offers valuable lessons for anyone looking to build a successful business in the construction industry—or any industry, for that matter:
- Prioritize Culture and Fit: Invest in hiring people who share your values and vision. Culture is the foundation of long-term success.
- Embrace Transparency: Open-book accounting, clear communication, and honesty build trust with clients, partners, and employees.
- Innovate Delivery Models: Don’t be afraid to challenge industry norms. Alternative delivery methods can create value and differentiate your business.
- Invest in Relationships: Reputation and relationships are your most valuable assets. Do what you say you’ll do, and clients will come back.
- Learn from Mistakes: Own your errors, learn from them, and use them as opportunities for growth.
- Empower Your Team: Give employees ownership, responsibility, and a voice in decision-making. Their success is your success.
- Adapt to Change: Stay ahead of industry trends in technology, workforce development, and project delivery. The companies that adapt will thrive.
Conclusion
The story of Stronghold Construction is a testament to the power of vision, culture, and innovation in an industry ripe for change. By rejecting outdated practices, embracing transparency, and investing in people, they have built a company that is not only growing rapidly but also setting new standards for what commercial construction can be.
As the industry faces a generational shift, workforce shortages, and increasing demands for efficiency and value, the lessons from Stronghold’s journey are more relevant than ever. For contractors, entrepreneurs, and industry leaders, the path forward is clear: build with integrity, lead with vision, and never stop striving for something better.
