Over a decade ago, Kitchell had the honor of transforming one of Arizona State University’s most recognizable campus landmarks—Manzanita Hall. Originally constructed in 1967, this 15-story residence hall stood as a bold example of mid-century architecture, defined by its dramatic V-shaped structural members and sweeping views of Tempe.

By 2013, Manzanita Hall was ready for a new chapter.

Working in partnership with Studio Ma, Kitchell led a full reimagination of the space—completely gutting and restoring the building into a vibrant Student Life Community. This wasn’t just a renovation; it was a comprehensive transformation rooted in both innovation and respect for the original design. The exterior skin was enhanced to preserve its mid-century character, and two existing 15-stop elevators were fully rehabilitated. We also added two new 16-stop code-compliant elevators designed to accommodate emergency gurney access.

To achieve precise installation of new façade panels, our team used laser scanning to evaluate the elevations between each post-tensioned concrete deck. This technology helped us determine consistent exterior panel sizing and optimize the building envelope, all while maintaining the project schedule.

The complexity of the project extended far beyond design and construction. Manzanita Hall also functioned as a critical hub for ASU’s campus infrastructure. A central pull box and antenna system ran through the building, carrying active data lines and housing an Arizona Department of Public Safety transponder—both of which had to remain operational during construction. Underground tunnels linked the site to other parts of the campus, requiring tight coordination and sequencing to ensure connectivity wasn’t disrupted. Abatement of hazardous materials was also prioritized to safely maintain schedule momentum.

But what truly makes this project special is the legacy behind it.

Our connection with ASU dates back to Kitchell’s early years. Sam Kitchell, our founder, played an instrumental role in establishing the university’s Construction Management program. His vision helped shape the foundation for generations of construction professionals in Arizona and beyond. Reimagining Manzanita Hall wasn’t just about revitalizing a building—it was about continuing a legacy of partnership, education and forward-thinking construction.

Today, the new Manzanita Hall stands as a symbol of what’s possible when vision, technology and collaboration come together. It supports the next generation of Sun Devils, just as Sam Kitchell supported the next generation of builders.

At Kitchell, we’re proud to have shaped the future of campus life at ASU—and even prouder of the legacy we continue to build.

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.