Kleen-Tech’s story began humbly in the mid-1990s. As Vaughan explains, “Kleen-Tech was started in the mid-90s by a couple that had a relatively small janitorial company.” The business aimed to provide reliable and consistent janitorial services to local clients, growing steadily through word-of-mouth and repeat business. In the early 2000s, Brad Brandt joined the team and led the company to significant growth, achieving $27 million in revenue over two decades. Brandt’s leadership helped secure major state, local, and federal government contracts, including one with the Department of Energy. However, the company’s trajectory shifted in 2019 when Vaughan, alongside a group of investors, purchased Kleen-Tech. Since then, it has undergone rapid expansion, completing eight acquisitions and scaling to approximately $100 million in revenue.

One of the key factors behind Kleen-Tech’s success is its comprehensive range of services. Vaughan highlights the company’s primary focus, saying, “The majority of our work is nighttime janitorial and day porter services.” These core services are complemented by specialized offerings such as high-rise window cleaning, light tenant improvement work, cleanroom cleaning, and even landscaping services. By covering such a diverse range of needs, Kleen-Tech has established itself as a one-stop solution for many clients.

A critical aspect of Kleen-Tech’s success lies in its people. With a workforce of approximately 2,000 employees spanning 20 states, the company’s culture is deeply rooted in its guiding principles. Vaughan says, “The most important thing we do day in and day out is making sure our people are known and cared about—we’re in a people business.” This ethos has driven initiatives like Kleen-Tech Cares, a program that provides financial support to employees facing emergencies such as car repairs or rent shortfalls.

“It’s about knowing your people and teaching them how to be their best,” says Vaughan. By fostering a supportive and transparent work environment, Kleen-Tech has created a culture where employees feel valued and motivated.

Employee development is another cornerstone of Kleen-Tech’s culture. The company focuses on promoting from within, ensuring that employees have opportunities to grow and advance their careers. “One of our Vice Presidents started off as a janitor in the company six years ago,” shares Vaughan, and such achievements underscore the company’s dedication to employee development and its belief in recognizing and nurturing talent from all levels of the organization.

These efforts have paid off, with Kleen-Tech enjoying a significantly lower turnover rate than the industry average. While the typical turnover rate for janitorial staff exceeds 200 percent, Kleen-Tech’s rate is under 90 percent.

Transparency and continuous improvement are also integral to Kleen-Tech’s operations. The company employs a system called “Raise the Flag” (RTF), which ensures that any incident or issue is promptly reported, documented, and addressed with a long-term solution. Vaughan explains, “We want any incident to be reported and find a permanent, long-term fix so that it doesn’t happen again.” This proactive approach not only enhances service quality but also instills confidence in clients who can trust that their concerns will be handled promptly and effectively. This system has been a game-changer in reducing repetitive issues, which Vaughan describes as “building trust not just for the present but for the future.”

Kleen-Tech’s ability to differentiate itself from competitors lies in its unique combination of strong systems, skilled people, and a commitment to excellence. Vaughan notes, “In some ways, janitorial services are often viewed as a commodity, but we set ourselves apart by performing at a high level and taking care of our people.” This dedication to quality and care extends to every aspect of operations, from hiring and training to client interactions. For example, Vaughan describes a recent instance where a team went above and beyond to accommodate a client’s urgent request for additional services, showcasing the company’s adaptability and commitment to customer satisfaction. “A client needed last-minute service adjustments for a high-profile event,” he explains. “Our team stepped in, not just meeting the request but exceeding expectations.”

Looking to the future, Vaughan envisions continued growth through both acquisitions and organic development. Over the past five years, Kleen-Tech has scaled from $27 million to $96 million in revenue, with much of this growth driven by strategic acquisitions. Vaughan emphasizes the importance of professionalizing smaller companies during acquisitions, stating, “We’re able to put in systems and processes that help clients and employees alike, giving employees opportunities for growth they wouldn’t have had with a smaller company.” He cites a recent acquisition in the Midwest as a prime example of how integrating new teams into Kleen-Tech’s systems has improved both employee satisfaction and client outcomes.

As Kleen-Tech builds on its successes, the company plans to expand its sales team and strengthen its emphasis on organic growth. Vaughan expresses confidence in the company’s trajectory, saying, “We think we can be a $300 to $400 million company in the next five years.” By leveraging its established expertise in acquisitions and maintaining its commitment to quality and innovation, Kleen-Tech is well-positioned for continued success. This ambitious goal is rooted in the company’s belief that strong operational foundations enable scalable growth.

The janitorial and facilities management industry is rapidly evolving, with increasing demand for sustainable practices and technology integration. Vaughan believes that Kleen-Tech is uniquely equipped to address these challenges thanks to its forward-thinking approach and dedication to continuous improvement. “We’re always looking at ways to incorporate greener practices and smarter technologies into our services,” he says. “It’s not just about meeting client expectations; it’s about exceeding them.” Innovations include adopting eco-friendly cleaning products and exploring robotic automation for repetitive tasks, enabling better resource allocation and efficiency.

Vaughan also stresses the importance of client education in this changing landscape. Many clients focus on cost alone, missing out on the added value a company like Kleen-Tech provides. “When you’re thinking about your janitorial services, it’s important to think about the people who will be in your buildings and interacting with your employees daily,” he notes, adding that prioritizing culture and employee care directly translates to better outcomes for clients. This holistic approach ensures that Kleen-Tech’s clients receive not only exceptional service but also a partnership built on trust and mutual respect.

Another key area of focus is sustainability, with Vaughan highlighting Kleen-Tech’s ongoing efforts to reduce environmental impact. “Clients are increasingly looking for partners who align with their sustainability goals, and we’re ready to meet that demand,” he says. Kleen-Tech has invested in green certifications and training programs to ensure its teams are equipped to meet these expectations.

Ultimately, Kleen-Tech’s success can be attributed to its unwavering commitment to its people, processes, and principles. From humble beginnings to a thriving enterprise, the company’s journey reflects a dedication to excellence and a vision for a better future. With Vaughan at the helm, Kleen-Tech continues to set the standard for the janitorial and facilities management industry. As the company looks to the future, its focus on growth, innovation, and employee care promises to keep it at the forefront of the industry for years to come. By creating a blueprint for excellence in a challenging sector, Kleen-Tech has not only solidified its position but has also set an inspiring example for others in the industry.

The post From Humble Beginnings to Industry Leadership<p class="company">Kleen-Tech</p> appeared first on Business In Focus Magazine.

A century in the valley
The college’s location since 1927—in the heart of Silicon Valley and the San Franciso Bay area, one of the world’s most entrepreneurial and innovative regions—has allowed Menlo College to create a valuable market niche for its students. Employers recognize that Menlo graduates have the skills, integrity, and passion to make meaningful contributions in an innovation economy.

“The opportunity to be situated in the middle of Silicon Valley is a tremendous value-added proposition,” said Steven Weiner, who has served as President for the past seven years, and for several years before that in what he calls a hybrid position, a combination of CFO and COO. “We are intentional about our efforts to leverage our location to every extent possible for our students by bringing the valley into the classroom through guest speakers and as adjunct faculty—people whose full-time job is at Google or Facebook,” he said.

“We also have an innovative program we call Silicon Valley Immersion, which involves taking students from the campus out to various high-tech companies in the area so they are exposed to the workplace, which opens opportunities for them to develop professional networks.”

In addition, there is a requirement for students to complete a supervised internship between their junior and senior years. According to Weiner, the majority finish their internships with a job offer upon completion of their final year of study. “Employers recognize the value of hiring a Menlo College student. I don’t know if we attract more academically ambitious students than other schools, but our graduates leave with a broad array of skills, which I think reflects on our small size where students have a closer relationship with faculty, the internship program, and our emphasis on building professional networks,” he said.

“We think those are the ways to build the soft skills that are essential in the workplace, that employers value, and that so many larger schools struggle to provide.”

Celebrating diversity
While Menlo College looks to the future, leveraging its location in the modern world’s most famous valley, it is also mindful of the past and that it is located within lands traditionally stewarded by the Puichon tribe, one of more than 50 Indigenous groups of the Bay Area. In 2020, Menlo College committed to honoring the heritage of the land and its Indigenous Peoples as part of its renewed commitment to achieving social justice.

In the beginning, Menlo admitted only male students who, Weiner said, “looked like me. But we have since opened our doors as broadly as we can,” welcoming minority groups that historically have faced barriers to accessing post-secondary education. The college now has two federal designations as a minority-serving institution, serving Hispanic students and a group called AANAPISI, which references Asian, Native American, and Pacific Island students.

“Only one percent of all universities and colleges in the U.S. have the status of serving two minority groups, and that is a point of pride with us,” said Weiner. “And in addition to those minority groups from the U.S., we have students from 48 different countries represented here. We see this as another way to add value to the Menlo experience. The workforce is diverse and students going through college in a homogeneous setting are not always comfortable in a diverse workplace, but diversity is in our blood here—whether geographic, ethnic, or economic,” he said.

“We also have students who have aged out of the foster care system, and we have Dreamers. That mix enriches the experience for all of us when we are challenged to understand the different perspectives people bring to the table.”

Building skills
Menlo College’s four-year undergraduate degree program primarily focuses on business education with a strong liberal arts base. Students can choose from a wide range of majors including accounting, business analytics, entrepreneurship, finance, international business, marketing, psychology, real estate, and sports management. In 2024, two graduate-level programs were introduced: a Master of Arts in Sport and Performance Psychology (MASPP), and a Master of Science in Information Systems (MSIS).

Freshman year can be a daunting experience for any student, but even more so for minority groups, who in many cases are the first generation in their family to attend college and are unaware of what to expect. One-third of Menlo’s students are first-generation.

“We’re always looking for opportunities to improve the scaffolding we build around our students,” Weiner said, referring to support services, “and once they don’t need the scaffolding, we peel it away so they can stand on their own.”

One such piece of scaffolding is the Rising Scholars Program, available to incoming freshmen before the term starts to give them a leg up in skills development and understanding what it means to be a college student. With a grant from the Department of Education reserved for minority-serving institutions, the college has also launched Pathways to Student Success, which enables it to provide robust academic counseling services and a peer counseling initiative, provide expanded mental health resources, and offer a new curriculum focusing on skill set development, expanding the writing and math center.

One of Menlo’s recent initiatives was the opening of a public speaking center complete with a sound lab program where students can hone their communications skills, skills which Weiner believes are essential for success.

“The pitch that I made to the generous civic-minded alumnus who sponsored the program was that we want our graduates to be able to speak in a compelling way with confidence, whether representing themselves in a job interview, representing their organization, or speaking out about an issue in a political campaign or at a PTA meeting. We are in our second year of that program now and I think it is proving to be of tremendous value.”

Residential relief
To be sure, Silicon Valley is an expensive place to live, and students have struggled to find affordable off-campus housing, leading to prohibitively long commutes. Weiner points out that studies show that commuting correlates negatively with student retention and graduation rates, both of which are much higher for residential versus commuting students. Additionally, the time constraints on commuters limit their ability to participate in sports teams, student government activities, or arts and cultural activities, all part of a good liberal arts education. All these activities are available at Menlo, but would be less accessible for students facing a long commute at the end of the day.

“We were making education available to students whose forebears were historically denied access to education, but we would still be denying them access if they couldn’t, practically speaking, obtain affordable housing,” Weiner said.

Funding a second residence hall was a challenge for a college whose campus had not seen a new building in 45 years. Fortunately, two donors, Bay Area developer John Arrillaga and an anonymous alumnus, both saw the value in a Menlo education. Together with yet other donors, the college received donations of more than $28 million, making possible the construction of a 288-bed residence that today bears Arrillaga’s name. This increased Menlo’s residential capacity by 50 percent, which means that now, 75 percent of the student body is housed on campus.

The $5 million challenge
“Being a small school with a small endowment is very challenging,” Weiner said, “and the rate of small school closures in the U.S. is alarming.”

Yet there are benefits to remaining small. Weiner spent 16 years working in administration in a large university and said he knew only the few students who worked for him. Here, he knows almost everyone and is positive about how the college successfully tracks its students. “I believe our students benefit from the extent to which we monitor their progress,” he said. “We may lose a student, but it is never because we lost track of that student, and our students engage with our faculty and the services we offer.”

He goes on to express his belief that the school’s approach is making a positive impact on the lives of the students now, and in the future will have an impact on the lives of their children and even their grandchildren. I told him about a Canadian First Nations teaching that I had learned from a Mi’kmaq artist—that the effects of what we do today will impact the next seven generations. “I like that,” he said.

“Now we have another alumnus who also believes in the value of the Menlo education and says it significantly enhanced the trajectory of his life. He wants to see it continue and has issued a five million dollar challenge to other alumni. He’s put his money where his mouth is and he’s told me, ‘Go out and raise five million dollars and I will match it, dollar for dollar,’” Weiner said. “A ten million dollar influx of cash would greatly improve our financial security and allow us to offer greater financial support to our students in navigating the cost of higher education while continuing to enhance our programs which directly benefit them.” As of December 31, 2024, they met their goal.

There is no doubt—Menlo College’s nearly century-long journey is a testament to the enduring value of small, focused, and community-driven education. By embracing its location in the heart of Silicon Valley, championing diversity, and prioritizing personal and professional growth, the college has created a unique ecosystem where students thrive. Its commitment to innovation, accessibility, and holistic development ensures that Menlo graduates are not only well-prepared to contribute to an ever-evolving global economy but are also equipped to lead with integrity and purpose.

As Menlo looks to the future, its unwavering dedication to student success and its ability to adapt to challenges will undoubtedly secure its place as a transformative force in higher education for generations to come.

The post Innovative, Inclusive, Impactful<p class="company">Menlo College</p> appeared first on Business In Focus Magazine.

Under the leadership of President Sue Ott Rowlands, Randolph College has navigated a changing educational landscape with determination and creativity, building on its strong foundation of tradition while embracing the challenges and opportunities of the modern world. As the college celebrates its growth and evolution, it remains steadfast in its commitment to provide students with a transformative education that equips them for success.

When Randolph-Macon Woman’s College opened its doors in the late 19^th century, it was a trailblazer in women’s education, offering opportunities that were not widely available to women at the time. The college’s founding mission was clear: to empower women through access to higher education and equip them with the knowledge and skills needed to lead and succeed in their communities.

For more than a century, the college remained a single-gender institution, fostering a close-knit, supportive environment that celebrated the accomplishments of women. In 2007, the college transitioned to coeducation, adopting the name Randolph College and welcoming men into its student body. While this shift represented a new chapter in the institution’s history, the college retained many of its traditions and values from its time as a women’s college.

Ott Rowlands reflects on this legacy with pride, noting that Randolph’s history of empowering women remains a central part of the school’s identity. “Our mission has always been about access and opportunity,” she explains. “Even as we’ve evolved, we’ve stayed true to our roots by ensuring that any qualified student who wants to be here can find their place at Randolph.”

At the heart of Randolph College’s educational philosophy is a commitment to innovation and student success. One of the college’s most distinctive features is its TAKE2 curriculum, an academic model that reimagines the traditional semester structure to better meet the needs of today’s students.

Under the TAKE2 model, the academic year is divided into four seven-week sessions, with students enrolling in just two courses per session. This approach allows for an intensive focus on a smaller number of subjects, enabling students to engage more deeply with the material and form stronger connections with their professors. Classes are held four days per week, with Wednesdays reserved as a “breather” day for students to catch up on assignments, participate in extracurricular activities, or seek additional academic support.

Ott Rowlands describes the benefits of this innovative model, noting that it helps students manage their time more effectively and stay on track academically. “By focusing on just two courses at a time, students can really dive into the material,” she says. “They’re not juggling multiple subjects at once, so they’re able to retain more information and perform better overall.”

The success of the TAKE2 curriculum is evident in the college’s academic outcomes. Randolph has seen an increase in the number of students qualifying for the Dean’s List, as well as improvements in retention rates. Professors also find it easier to provide targeted support to students, ensuring that no one falls through the cracks.

Randolph College’s commitment to academic innovation is matched by its dedication to fostering a vibrant and inclusive campus community. Over the past two years, the college has experienced a remarkable surge in enrollment, growing from 553 students to 816, a 48 percent increase in the size of the first-year class compared to the previous year. This growth is a testament to the appeal of Randolph’s unique offerings as well as its welcoming and supportive environment.

Approximately 75 percent of Randolph’s students hail from Virginia, and about 80 percent of the student body lives on campus, creating a close-knit residential community. The college’s diverse population includes students from 19 countries, and nearly 43 percent of the student body identifies as non-white. This diversity enriches the campus culture, fostering a sense of global awareness and mutual respect among students.

President Ott Rowlands highlights the importance of inclusivity in Randolph’s community, noting that the college aims to be a place where everyone feels valued and supported. “We’re a very diverse community,” she says. “We work collaboratively across the organization to ensure that our campus is a welcoming place for all.”

Randolph College’s recent growth has been fueled by a combination of innovative academic programs and strategic expansion efforts. Over the past two years, the college has introduced several new majors and areas of study, including computer science, film and video, mechatronics and robotics, cognitive science, integrative studies, mechanical engineering, cybersecurity, marine science, and criminal justice and criminology. These additions have broadened the college’s appeal, attracting students with a wide range of interests and career goals.

In addition to its academic offerings, Randolph has expanded its athletic programs, adding men’s volleyball, women’s STUNT (a competitive sport combining cheerleading and gymnastics), and men’s and women’s wrestling. These new opportunities have further enhanced the college’s ability to recruit and retain students, contributing to its ongoing success.

Ott Rowlands attributes the college’s growth to its ability to adapt to the changing needs of students and the broader educational landscape. “We’re not just growing in numbers,” she says. “We’re growing strategically, making sure that we’re offering programs and opportunities that meet the needs of today’s students.”

Indeed, to support its growing student population, Randolph College is making significant investments in its campus infrastructure. One of the most notable projects currently underway is the renovation of the college’s historic science building, an initiative that will provide state-of-the-art facilities for STEM education. The renovated building is set to open in 2025 and will house cutting-edge spaces for engineering, robotics, and mechatronics programs. The college is also planning expansions to its residence halls, dining facilities, and parking areas to accommodate the increasing number of students on campus.

In recent years, Randolph has also developed new off-campus facilities, including a dedicated athletic center for its wrestling programs and an expanded athletic center on campus. These enhancements underscore the college’s dedication to fostering a well-rounded student experience that includes opportunities for physical fitness and team building.

As Randolph College celebrates its successes, it remains mindful of the challenges facing higher education as a whole. Declining high school graduation rates and debates about the value of a college degree have created a difficult environment for many institutions, particularly small liberal arts colleges. However, Randolph has managed to navigate these challenges with resilience and creativity. Virginia’s relatively stable high school graduation rate has helped the college maintain a strong pipeline of in-state students, while its innovative programs and affordability have made it an attractive option for families seeking a high-quality education.

Ott Rowlands acknowledges the uncertainties facing higher education but remains optimistic about Randolph’s future. “We’re at a crossroads in this industry,” she says. “But I believe that Randolph is well-positioned to not only survive but thrive. Our commitment to innovation, inclusivity, and excellence sets us apart.”

As Randolph College looks to the future, it is guided by a strategic plan that prioritizes student success, career preparation, and campus culture. The college is placing a greater emphasis on internships, co-op programs, and other career readiness initiatives, ensuring that graduates are well-prepared to enter the workforce. At the same time, Randolph is committed to maintaining its financial stability and managing its growth carefully. The momentum generated by the college’s recent successes will carry it forward, enabling it to continue providing students with a transformative education for years to come.

Ott Rowlands emphasizes the importance of Randolph’s liberal arts foundation, noting that it equips students with the critical thinking skills and adaptability needed to excel in a rapidly changing world. “A liberal arts education provides a broad foundation that prepares students for whatever path they choose,” she says. “It’s a wonderful option for students who want to explore their passions and prepare for a meaningful career.”

Randolph College’s story is one of resilience, innovation, and community. From its roots as a pioneering women’s college to its current role as a thriving coeducational institution, Randolph has remained true to its mission of empowering students and transforming lives.

Under the leadership of Sue Ott Rowlands, the college continues to build on its legacy, embracing change while honoring its rich history. With its commitment to academic excellence, inclusivity, and strategic growth, Randolph College is poised to shape the future of higher education and inspire the leaders of tomorrow.

The post A Tradition of Empowerment and Innovation<p class="company">Randolph College</p> appeared first on Business In Focus Magazine.

An important part of this educational delivery is, without doubt, the industry relationships that have been formed between the program and local industry, coupled with the hands-on, experiential nature of the programming. With the backing of the institution’s 175-year legacy as the oldest public university in Connecticut (a milestone being celebrated this year), the Construction Management program, nationally accredited by the American Council for Construction Education (ACCE), has answered the calls of industry for nearly 50 years.

A program in evolution
There are many different pathways to a career in Construction Management, and they all converge at CCSU. Whether it’s a tradesperson who sees the opportunity to upgrade, or a student fresh out of secondary school who sees a future in the field, the program is a gateway to countless opportunities thanks to the relationships and longevity of the school and the program.

Construction Management teaches the necessary analytical, technical, decision-making, and communication skills required by the industry to lead projects, people, and resources. Much of this is taught through in-person interaction and experiential learning (most of which came to a screeching halt during the pandemic).

While the construction industry was deemed an essential service, the pandemic had implications for the institution, as it needed to quickly pivot to ensure that the needs of industry continued to be met while keeping students and faculty safe. Online course delivery became the norm, which was a real challenge given the interpersonal, relationship-based field of study that is Construction Management.

Luckily, the program enjoyed stable enrolment throughout the pandemic, and when CCSU was cleared to do so, in-person classes resumed. A hybrid delivery system was introduced, and internal changes took place that further elevated the value of the Construction Management program and the professionals who graduate from it.

“There are two things we tell students that construction managers must be able to do: solve problems and communicate, neither of which are specific construction skills, but are life skills,” says Dr. Jacob Kovel, professor emeritus.

As he explains, “All of the companies were still working at relatively full strength, which means they needed management personnel, and they continued to get them from CCSU.”

Building relationships
Throughout the history of the Construction Management program, enrolment has consistently grown, and so too have the resources to support student success. These resources included an increase in faculty size.

“Each faculty member has fewer advisees to work with, so that gives them more time for individual students,” Dr. Kovel explains. “When I started, I had over 140 advisees at one time and to meet with all 140 was almost impossible. Now the faculty is down to 40 advisees each, which means more time with each student.”

Having both an experienced faculty with expertise in the field and the classroom, and younger professionals who bring new perspectives, CCSU has a strong balance to offer students. For Dr. Kovel, “The newer generation has different skill sets and hopefully these will enhance the education process for the kids that are coming out; they’ll bring their new skill sets to the industry, and that will enhance industry as we go forward,” he believes.

“One of the nice things about the Construction Management program is that we use a lot of faculty members who are currently working in the field to teach their particular skill sets. While doing that, they bring their already established relationships with them to the university.” And so an entire pipeline of contacts—and consequently, opportunity—is in place for students upon graduation.

Relationships are critical to the success of the program and so they remain a priority of program administrators as they continue to raise interest in the program through company visits, career fairs, and other outreach efforts to bring academia and industry together for mutual benefit. The program enjoys a job placement rate of over 95 percent, a testament to its ability to meet the needs of the industry. This is facilitated through feedback loops with its alumni and the Industry Advisory Board.

For Dr. Kovel, the proof is in the demand the program fosters. “If we weren’t producing quality students to be constructors, then nobody would be coming here to help and nobody would be interested. But they continue to be interested in our students because we’re responsive to them… that relationship is just beyond compare,” he says. “We’ve produced good people for a very long time, and that helps with the tie between us and industry. It allows us to produce quality students who become quality constructors, and that’s the ultimate goal.”

Sustaining demand
Even though demand for Construction Management personnel is high, CCSU cannot grow unfettered, as it would have negative implications for course delivery and the perceived value of the education. High demand in the industry can also pose a challenge for the institution: enrolment suffers as a booming economy reduces demand for graduate studies. “There are so many jobs and so much work out there that a lot of the traditional graduate students that we look for are working way more than they were before and don’t have time to come back and spend it in a graduate program.”

Efforts are underway to reshape the graduate program, with plans to potentially expand it into a doctoral program in Construction Management. “From the academic standpoint, our target students would be very experienced industry people who could, in the same way as the Master’s degree students, work part-time and do a doctoral program, and at the end of that make a transition to education as a second career, much like I did,” says Dr. Kovel. But he reiterates that the availability of work makes it hard to balance education. This initiative aims to develop the next generation of Construction Management professionals while also preparing future educators, so as to sustain the future of the program and the field.

“We are getting more people because the program is getting bigger incrementally, which helps,” Dr. Kovel shares. “It allows us to do more things for the students, and if we can do more things for the students, that ends up doing more things for industry, because our students are better prepared and better equipped to do the things they need to do.”

The continuing success of the program stands as a testament to this collaboration between academia and industry. By fostering strong relationships, prioritizing hands-on learning, and evolving to meet the changing needs of the field, the program has consistently prepared students to excel in their careers while addressing the demands of a growing industry. With plans to expand its offerings and an unwavering commitment to quality education, CCSU continues to solidify its role as a leader in shaping the future of Construction Management.

The post Building a Structure of Top-Tier Construction Professionals<p class="company">Construction Management at Central Connecticut State University (CCSU)</p> appeared first on Business In Focus Magazine.