temporary space, and demolition of existing showroom and service bays, followed by the subsequent construction of a new 18,000-squarefoot facility. Another longstanding and important client would be Prairie Co-op, a member of Federated Cooperatives Limited (FCL), a massive wholesaling, manufacturing, marketing, and administrative coop serving Western Canada. From May of 2020 to mid-2021, CCR was involved in the construction of a new 25,000-square-foot Food Store and a 20,000-square-foot Home Centre for them in Melville. Then there’s McDonalds, which is perhaps CCR’s most active partnership. Over the years, the company has built the majority of new McDonald’s locations across Saskatchewan and handles a large share of the chain’s renovations in the region. In recent years, that relationship has expanded beyond provincial borders, and has included projects as far as Winnipeg. Cody attributes that loyalty to consistency and trust between the two organizations. “We know each other extremely well,” he says. “If an issue comes up, we can pick up the phone, talk through a solution, and move forward. There’s a lot of trust in those decisions.” The efficiency of that collaboration allows new restaurant projects to move at an impressive pace. According to Cody, CCR can complete those projects in as little as 16 weeks thanks to careful planning and coordination. Cody also credits that efficiency to the close relationships CCR has formed with subcontractors and trade partners. He says that each of their partners – including their mechanical contractors, electricians, steel fabricators, and countless others – play “a vital role” in every CCR build. “These are our most critical relationships. We rely on a huge network of people across the industry to help deliver the finished product.” Many of CCR’s partnerships stretch back decades, while others are newer relationships formed as the company’s project portfolio evolves. Maintaining a balance between long-standing collaborations and new connections ensures that CCR always has the right expertise for projects of varying size and complexity. Technology has helped CCR to strengthen collaboration across project teams. Nearly a decade ago, CCR adopted cloud-based project management tools such as Autodesk BIM 360, allowing information to be shared in real time between contractors, consultants, and clients. Daily logs, drawings, checklists, and project documentation are stored in a centralized digital environment accessible to everyone involved. “It creates a community around the project,” Cody explains. “Everyone can see the same information, the good, the bad, and the ugly, and that transparency helps people take ownership of the work.” Alongside digital tools, the company relies on structured project startup processes and detailed checklists to maintain quality from beginning to end. Planning for commissioning requirements, documentation, and inspections early in the project helps prevent last-minute complications that can delay completion. MARCH 2026
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