project management, before ultimately becoming a shareholder in the company. His journey reflects CCR’s broader culture, where individuals who demonstrate commitment and leadership are encouraged to grow alongside the business itself. Over the past decade-and-a-half, the company’s growth has been particularly significant. In 2011, the company employed roughly 18 people. Today, the workforce swells to around 58 employees during peak construction season, supported by a growing network of subcontractors and trade partners. As the team has expanded, so has the complexity and scale of their work. For example, they now frequently take on large agricultural infrastructure projects such as seed-cleaning facilities, which require extensive coordination between industrial equipment, transportation infrastructure, and building systems. On those projects, CCR often works under a construction management model, collaborating closely with owners and consultants throughout the entire process, from early planning through completion. No matter the scale of the project, however, CCR’s success is driven by their belief that time is the most valuable currency in construction. While many contractors focus primarily on cost efficiency, CCR emphasizes early engagement with clients to ensure projects are designed and budgeted correctly from the start. “Our currency is not money, it’s time,” Cody explains. “If we engage early with owners, we can help them understand what things cost, make adjustments before construction begins, and MARCH 2026
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