Chris Hagen, Director of Mainstream Projects, provides strategic and operational leadership for Fortney & Weygandt’s traditional construction projects including ground-up construction, renovations, tenant improvements, and design-build work across commercial, retail, hospitality, multifamily, senior living, and specialty markets. He ensures projects are delivered safely, on schedule, and with the same quality standards expected by the Fortney & Weygandt’s national client base. 

Bob Fortney had a tradition of rewarding employees for their extended service. Every five (5) year Milestone of service provided a different reward, the ten (10) year being a leather F&W jacket that Bob was very proud of and with 32 years at F&W, I still wear mine through much of the winter. Looking at The Wall of Service, I am proud of the fact that we have so many long term employees. It says a lot about a company whose team, policies, and procedures allow it to hold on to qualified talented personnel. In an era where people change jobs frequently, it also says a lot about the quality and commitment of our staff. I want to thank each team member who has earned extended service rewards for your hard work and continued support of the company.

Every year, we celebrate our team and their project success with an Annual Team Outing! This enables the team to come together to celebrate their wins with some friendly games of competition and a celebratory “Winner’s Tire”, signed by team members.

In the construction industry, the future success of a project is determined long before the first shovel hits the ground. At Fortney & Weygandt, the preconstruction phase is where ideas become actionable plans of success and where the groundwork for efficiency, collaboration, and value is established that aligns project success with vision, resources, and execution from the very start.

Preconstruction is far more than a preliminary step in the building process, it is the strategic foundational phase that harmonizes vision, budget, schedule, and constructability. When owners, designers, and builders engage early, they create a shared understanding of the project’s vision, goals and constraints. This collaborative approach allows the project team to identify potential challenges and evaluate alternatives, while making informed decisions that keep projects moving forward with clarity, efficiency, and confidence.

Constructability is also defined and modified as needed during the preconstruction draft phase. While drawings communicate design intent, it is the vast experience of Fortney & Weygandt that translates plans into efficient and achievable project construction strategy. Evaluating materials, labor, logistics, and site conditions early allows our team to optimize the value for every build and identify opportunities to maximize cost savings and schedule efficiency.

At the core of effective preconstruction planning lies open, clear communication. We believe that communication is key to the success of any construction project and that is what we strive for. Establishing project parameters, expectations, and priorities early on we ensure the project team and stakeholders are aligned from the start. This alignment helps teams develop realistic bids, budgets, and project schedules that maintain the flexibility needed to adapt as project needs evolve. By focusing on collaboration, we proactively address risks and build each bid to suit the project.

With nearly five decades of general contracting experience, the team at Fortney & Weygandt works closely with partners and subcontractors to ensure that every estimate and plan reflects real-world construction conditions. This collaborative process brings valuable insight from the field into the decision-making process that supports the design vision and project goals with practical execution while remaining on time and within budget.  

Fortney & Weygandt recently completed a church renovation project.  We were brought in early by the architect to help them and the owner establish the initial budget for the project so they could have a goal for their capital fundraising campaign. As the project scope evolved, we were able to assist in providing updates to the budget. When the design was complete and we prepared our final bid pricing on the project, we were able to build a solid project team of Project Manager, Superintendent, and key subcontractors based on our understanding of the scope as well as the logistical challenges that were present at the site. The owner was confident in our ability to perform at a high level due to our early involvement and input on the project.
Preconstruction also provides the opportunity to explore value-driven solutions. Through detailed bidding, schedule analysis, and continuous collaboration. Our team evaluates materials and systems that builds a custom construction approach that supports our client’s project goals to maximize value and quality. The result is a clear project roadmap that supports performance, efficiency, and long-term value that we stand behind.

After months of winter weather across Northeast Ohio, the arrival of spring signals more than a change in season; it marks the beginning of strategic construction planning. For owners and developers, early coordination at this time of year is critical to maintaining control of cost, schedule, and project outcomes.

At Fortney & Weygandt, spring represents preparation and momentum. Whether planning tenant improvements, renovations, or ground-up development, disciplined preconstruction and proactive communication remain the foundation of our successful project delivery.

This approach has defined our company since 1978, when Bob Fortney and Bob Weygandt left their architectural careers with a $250 investment and the commitment to doing business differently. Early retail projects reinforced a lesson that still guides us today: projects must be delivered on time, on budget, and with exceptional service. Nearly five decades later, those principles remain true.

In today’s complex economic environment, stability and financial strength matter more than ever. Our debt-free standing, $90 million aggregate bonding capacity, and consistent $80 million average annual project volume provide clients with the financial confidence and predictability required to move forward in uncertain markets. These fundamentals allow us to focus on execution, not volatility.

Equally important is the experience behind every project we build. Our project managers alone bring a combined 178 years of management experience, averaging 20 years per professional, and more than twenty members of our team have been with us for over two decades. This depth of institutional knowledge translates directly into proactive problem-solving, disciplined oversight, and long-term client relationships – the first thing we build.

While we are a full-service national general contractor offering general contracting, design-build, and rollout program management, what truly distinguishes our firm is our consistency in leadership, process, and successful results. Clear communication remains pivotal to every project, ensuring alignment from initial planning through final completion.

Our commitment to building success extends beyond the jobsite. Recently, our team participated in the United Way 211 Day of Action, joining more than 250 regional volunteers to design and construct “Blessing Boxes” installed at Cleveland Public Library branches throughout the community. The 211 resource connects residents to essential health and social services, supporting individuals and families navigating basic needs. Contributing to initiatives like this reflects the same principles that guide our construction projects: accountability, partnership, and long-term investment in the communities we serve.

As we approach five decades in business, we remain grounded in the fundamentals that built our company— disciplined execution, financial responsibility, experienced leadership, and service-first relationships. These principles are not simply part of our history; they actively shape how we build forward.

Spring marks the start of another busy construction season. We look forward to helping our clients plan strategically, build confidently, and continue creating lasting value for years to come.

Bard Fulton, President of Fortney & Weygand, participated in the 2026 Retail Contractors Association (RCA) Annual Conference, held March 6-8 at the Gaylord National Resort & Convention Center in National Harbor, Maryland. The conference brought together the nation's top retail contractors, retailers, architects, and industry partners for three days of education, collaboration, and strategic discussion on the issues shaping the future of retail construction.

Fortney & Weygandt has welcomed two new team members—Business Development Manager William Green and Marketing Director Rachel Dupuis.

As we move through 2026, building owners and developers are facing a uniquely complex landscape. While interest rates have started to gradually decline, the construction industry is faced with challenges of volatility, uncertainty, complexity, and ambiguity. Labor shortages, tariff-driven material cost surges (with steel and aluminum seeing significant increases), and shifting federal policies have made project predictability more valuable than ever.

The path from concept to completion is not a one-size-fits-all journey. For decades, the traditional design-bid-build method has been the default route. But what if there was a more streamlined, collaborative, and cost-effective path? There is. It’s called the design-build delivery system—a methodology that reshapes projects by fundamentally rethinking the relationship between design and construction.

At first glance, the difference between traditional and design-build methods seems like a simple matter of sequence. But changing the order of steps, even slightly, has a profound impact on the efficiency, cost, and collaborative spirit of your next construction project.