Five Questions with JB Hall, EVP of Lewis' DCAT Division

Q: What challenges does the booming industry pose to owners?
A: Owners purchase equipment well ahead of time in large batches and often don’t know where that equipment will sit. Equipment can arrive too early, sit too long and create site constraints, or show up late and impact turnover. That’s where we can step in.

We’ve developed a highly structured procurement model that brings clarity to equipment tracking. We map both the latest acceptable delivery dates to protect schedule and the earliest practical delivery windows to avoid unnecessary storage, double-handling, or site congestion. It allows us to proactively manage risk instead of reacting to it.

At the same time, we’re seeing more variability in equipment quality coming from manufacturers. In response to that, we’ve built a rigorous quality control program. Our teams perform layered checks throughout construction well before formal commissioning begins.

Q: What’s been Lewis’ expansion strategy, and how does that impact client service?
A: We’re selective about the work we pursue. We partner with clients whose values align with ours and in geographies where we know we can excel. That focus allows us to avoid spreading our talent too thin and instead bring fully staffed, highly capable teams to every project. Ultimately, if we say yes to a client, it means we’re committing to be a true partner and trusted advisor.

Q: What differentiates top-performing general contractors on complex data center projects today?
A: Having consummate builders at every level of the team. We’re fortunate to have leaders who were delivering data centers well before the current boom, people who’ve seen these projects evolve and understand their complexity. But we’re just as focused on developing people who are technically inclined and might have great experience on other project types. First and foremost, these colleagues are curious, hands-on, and driven to understand the why behind how these projects come together. That foundation matters.

Q: For our trade partners, how is the experience working with Lewis?
A: What you’ll notice right away is that we’re intentional about making the experience better for everyone on the job. Our goal is to create an environment where all teams can do their best work.

That starts with culture. We invest in relationships early and often, and we create space for real collaboration. It sounds simple, but the time spent together — whether it’s in the trailer solving problems or planning ahead — is where the magic happens.

We also focus on putting people in positions where they can be successful. When teams feel supported, respected, and heard, they’re more engaged and ultimately more productive. That shows up in schedule reliability, quality, and overall project outcomes.

Q: What do people enjoy most about working in the DCAT division?
A: We’re a company of employee-owners. With our ESOP structure, everyone has a stake in the company’s success, which creates a sense of ownership and accountability. Beyond that, the work itself is deeply engaging; team members are constantly learning, solving complex problems, and building technically challenging projects alongside experienced builders. That combination makes the
experience both rewarding and meaningful.