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Rendering courtesy Clayco After a pause, EV producer says it will restart construction of its manufacturing plant in Georgia in 2026. Electric vehicle maker Rivian is preparing to resume work on its paused $5-billion manufacturing plant in Social Circle, Ga., according to the company. The manufacturer scheduled a ceremonial groundbreaking for September and is on track to begin construction next year, company representative Peebles Squire says. The startup will still use its originally selected contractor, Clayco, for the job. The plan calls for a 16-million-sq-ft manufacturing plant on an 1,800-acre campus. It will be built in two phases, each adding production capacity for 200,000 vehicles, Squire says.  Georgia Gov. Brian Kemp (R) originally announced Rivian’s plan to build the plant in 2021. In 2023, the company said it selected Chicago-based Clayco to build the facility, along with Jacobs as engineer and Skidmore, Owings & Merrill as design architect. But last year, shortly after Rivian revealed a $5.4-billion loss over its prior fiscal year, the company said it would pause the project and produce an upcoming SUV at its existing plant in Normal, Ill., instead of at the Georgia facility. A few months later, Rivian announced it would build a $1.5-billion expansion on the Illinois plant.  In January, Rivian closed a loan agreement with the U.S. Dept. of Energy’s Loan Programs Office for up to $6.6 billion to support the Georgia project, on top of an incentive package from Georgia worth $1.5 billion. Under terms of an economic development agreement with the state, Rivian must invest at least $5 billion and create 7,500 full-time jobs by the end of 2030. Last month, Rivian also announced it would open an East Coast headquarters office in Atlanta, in addition to the manufacturing campus about 40 miles east of the city. That office is scheduled to open this year, with an expansion to follow.  Rivian’s Georgia manufacturing plant is set to begin production in 2028, Squire says.  James Leggate is an online news editor at ENR. He has reported on a variety of issues for more than 10 years and his work has contributed to several regional Associated Press Media Editors and Murrow award wins. Read More

TAMPA, FL —(GLOBE NEWSWIRE)— Home Therapist Cooling, Heating, and Plumbing, a leading provider of residential HVAC and plumbing services in the Tampa Bay area, has officially surpassed 10,000 customers served. This milestone underscores the company’s commitment to honest work, family values, and “doing the job right — one household at a time.” Home Therapist began as two separate companies—The AC Therapist and The Plumbing Therapist—before merging in 2025 to offer full-service HVAC and plumbing under one roof. The company is owned and operated by three generations of tradesmen: Richard Morales, a licensed air conditioning contractor; Alex Morales, a licensed plumbing contractor; and their father Aridel “The Professor” Morales, the tradesman who taught them both. “For us, 10,000 customers isn’t just a number—it’s 10,000 homes where we’ve earned trust by showing up on time, fixing problems the right way, and standing behind our work,” said Richard Morales, Co-Owner of Home Therapist. “We’re proud to be Tampa’s go-to HVAC and plumbing team for homeowners who want quality work and clear communication.” Full-Service Coverage Home Therapist specializes in AC repair, HVAC system installation, ductwork design, indoor air quality improvements, water heater replacement, and whole-home repiping. The company serves homeowners throughout Tampa, Riverview, Brandon, Lutz, Wesley Chapel, Clearwater, and St. Petersburg. Every service call includes detailed diagnostics, professional documentation, and expert recommendations from trained technicians. “We don’t do guesswork,” said Alex Morales. “Whether it’s a leaking slab or an aging AC unit, we make sure the customer understands the issue and their options before we lift a wrench.” Premium Plan Memberships Now Available To celebrate the 10,000-customer milestone, Home Therapist has launched a limited-time promotion for its new Premium Plan, offering: A free UV light installation Duct sanitization service Annual system inspections Priority scheduling Member-only pricing on repairs and upgrades The Premium Plan is available for just $220/year, making it one of the most comprehensive and affordable HVAC and plumbing maintenance plans in the region. “Preventive care is the best way to avoid costly emergency calls,” said Richard Morales. “This plan gives homeowners peace of mind while improving indoor air quality and system performance year-round.” To learn more visit callhometherapist.com. Read More

CLEVELAND, OH — For 88 years, Merit Brass Company, a family-owned leader in the pipe, valve, and fitting (PVF) industry, has been a trusted partner to wholesalers, delivering high-quality products and innovative solutions that directly benefit contractors. Merit’s seasoned Strategic Leadership Team (SLT) is dedicated to streamlining operations, adopting cutting-edge technologies, and strengthening wholesaler relationships to ensure contractors receive reliable, cost-effective PVF products with unmatched ease and efficiency. Driving Contractor Success Merit Brass’ leadership team is focused on making the contractor’s job easier by ensuring that the wholesale distributors handling products of Merit have the inventory, pricing, and service they need to complete projects on time and within budget. From faster delivery times to high-quality materials at competitive prices, their strategies are designed to help contractors work smarter, reduce costs, and meet project demands with confidence. Meet the Team  Merit’s SLT combines over 100 years of PVF expertise to deliver results: • Alan Lipp, Co-CEO: With 43+ years in PVF, Lipp drives long-term partnerships with wholesalers, ensuring contractors have access to reliable, high-quality products through a strong supply chain. • Marc Schlessinger, Co-CEO: With 46+ years in the industry, Schlessinger champions innovation and sustainability, helping wholesalers offer contractors cost-effective, cutting-edge PVF solutions. • Darren Hilliard, President: With 26+ years in plumbing and PVF, Hillard aligns strategies to meet market demands, ensuring wholesalers stock the products contractors need for any job. • Michael Woloszyn, CFO: With 18+ years in finance, Woloszyn optimizes pricing models, enabling wholesalers to pass on cost savings to contractors without compromising quality. • James Maloney, VP of Procurement: With 19+ years in procurement, Maloney secures high-quality materials at competitive rates, ensuring wholesalers maintain robust inventories for contractors. Maloney and his team work closely with Merit-accredited manufacturers to engineer product improvements that saves contractors time and money. An example is Merit’s VIPR® (Visual Indicator Press Ring®), featured on their comprehensive offering of copper, carbon steel and stainless steel press fittings and valves technology. • Glenn Bruce, VP of Operations: With 19+ years in operations, Bruce streamlines production and logistics, so contractors receive orders faster and with greater accuracy. • Don Russell, VP of Sales: With 28+ years in PVF sales, Russell ensures wholesalers have tailored solutions, making it easier for contractors to source products and stay on schedule. “Our SLT is transforming how we support wholesalers, which directly benefits contractors with faster access to quality products at better prices,” said Co-CEO Alan Lipp. Initiatives and Improvements Merit’s leadership team continues to focus on initiatives and improvements to ensure wholesalers can better serve contractors. “We pride ourselves on providing our wholesale distributors with the highest quality products at very competitive prices so that they can provide their customers with the total lowest costs,” says Don Russell, VP of Sales. VP of Operations Glenn Bruce has expanded CNC capabilities for pipe nipple production, meaning wholesalers can deliver more standard and special pipe nipples, faster. Their optimized shipping processes—using batch picking, pick-to-voice systems, and product reprofiling—have nearly tripled picking speed, ensuring contractors get materials when they need them. Merit’s customer service team now uses optical scanning technology to input purchase orders directly into their ERP system, achieving near-perfect order accuracy. This means fewer errors and delays for contractors on the job site. VP of Procurement James Maloney leverages advanced forecasting software and strong vendor relationships to keep wholesaler shelves stocked with high-quality, consistent PVF products at prices that help contractors stay within budget. VP of Sales Don Russell’s team uses a new CRM system and AI-driven workflows to streamline communicationwith wholesalers. Monthly meetings with sourcing teams ensure precise forecasting, so contractors have consistent access to the products they need, even during market fluctuations. “Our focus is on empowering wholesalers to make contractors’ lives easier,” said President Darren Hilliard. “From reliable supply chains to innovative tools, we’re here to help you get the job done.” CFO Michael Woloszyn drives cost-saving strategies that allow wholesalers to offer competitive pricing, giving contractors the financial flexibility to take on more projects without sacrificing quality. A Legacy Built for Contractors As a fourth-generation family business, Merit Brass is committed to being the premier PVF supplier for wholesalers, ensuring contractors have access to innovative products, reliable supply chains, and exceptional service. Their leadership team is dedicated to forging stronger partnerships with wholesalers, so contractors can focus on building and installing with confidence. For more information visit Merit Brass at www.meritbrass.com. Read More

As Senior Director of Quality at Rheem, a global leader in heating, cooling and water heating solutions, I’ve learned that successful product launches rely on early planning, cross-functional collaboration, and strong supplier partnerships. When quality is intentional and embedded early, it becomes a foundation, and that belief has been shaped by the path that led me to where I am today. I started my career in the paint industry, working for a European company that was launching manufacturing operations in the US. I was hired as a manufacturing engineer and, together with a small team, helped design a full manufacturing assembly process from the ground up. During that time, I was asked to take on the role of quality manager and to lead the implementation of ISO 9000 at the facility. At the time, I didn’t have a clue what ISO was, and I initially resisted the change. However, I started studying the standard and became intrigued by how its guiding principles could help us become a better company and win market share. I eventually accepted the role, but I insisted on keeping “engineer” in my title. A few years later, I shifted to the automotive industry, where I developed a strong foundation in quality and lean manufacturing. Even though my title was “Supplier Quality Engineer,” the projects I led touched every aspect of quality, from internal initiatives and new product launches to high-impact customer issues and advanced problem solving. The Juran Trilogy: A Practical Framework for Supplier Quality Early experiences taught me that quality doesn’t belong to just one team or department—it’s something that must be embedded across the entire business. That’s why the quality framework that resonates most with me is the Juran Trilogy. It applies across industries and organizations, breaking quality down into three core processes: quality planning, quality control and quality improvement. Each of these areas plays a critical role in how a manufacturing company works with suppliers. In the planning phase, suppliers must understand customers’ needs and the key design and process characteristics they are expected to manage. In the control phase, they monitor performance against targets and take action when variation occurs. And in the improvement phase, they drive systemic change—reducing variation, cutting costs, and helping set new standards. When suppliers embrace this model, they’re not just delivering parts—they’re helping manufacturers design better products from the start. Supplier Readiness at Rheem That approach is exactly what inspired our supplier readiness initiative at Rheem. As we celebrate our centennial year in 2025, we’re proud of our legacy and recognize that staying competitive requires constant evolution. Supplier readiness was launched a few years ago to ensure our partners are fully prepared to deliver the right parts, at the right time, in the right quantity and at the right quality level, especially during new product launches. It’s part of our broader commitment to innovation and continuous improvement. To meet today’s challenges, we had to rethink how we collaborate with suppliers. Instead of involving them after a design is finalized, we now engage much earlier in the development process. We work side by side to identify design or manufacturing constraints, resolve them proactively, and ensure both sides are aligned long before production begins. It’s a more intentional, integrated way of working that reflects Rheem’s heritage of excellence and forward-looking mindset. Structured around five key milestones, supplier readiness includes: planning, tool/gage/equipment analysis, development, launch readiness, and validation. During validation, we are on site to witness the production run of the parts that will be used for process approval. That hands-on presence allows us to verify capability, catch potential issues before they scale, and strengthen communication across both teams. This process is still in its early stages, but we’ve already seen meaningful improvements with the suppliers who have gone through it. By being more transparent, more engaged, and more present, we’ve been able to uncover risks earlier and prevent most issues from ever reaching our factory floor—or our customers. It’s a more collaborative and forward-looking model that supports better launches, stronger products, and lasting partnerships. The Way Forward The manufacturing landscape is changing faster than ever. More frequent and stringent regulations aimed at reducing global warming potential and advancing electrification are reshaping how we design and build products. These shifts have led to the development of smaller, more energy-efficient systems, but they also introduce added complexity and cost. At the same time, inflation has made consumers more discerning. They’re looking for long-term value and gravitating toward products that are built to last. Quality is no longer just a back-end function—it’s a competitive differentiator. Add to that the visibility brought on by the internet and social media, where a single customer issue can quickly become a public conversation; it’s clear that quality must be designed in from the beginning. That’s why initiatives such as supplier readiness matter more than ever. As a woman in this industry, I’ve been fortunate to grow under strong mentors and be part of a leadership team that values inclusion and impact. My hope for the next generation of talent in manufacturing, especially young women, is that they will see the opportunity to lead, innovate and help shape a more sustainable future. This work is about more than parts and processes—it’s about people, purpose, and building something that lasts. Read More

Thinking about adding a VFD (Variable Frequency Drive) to your boiler system? In this latest installment of Ras Class we break down how VFDs work, why they’re used in boiler applications, and the energy-saving benefits they bring. Whether you’re running a combustion air fan, feedwater pump, or another motor-driven component, VFDs can help improve efficiency, reduce wear and tear, and save money on energy costs. Check out the Rasmussen Mechanical blog at www.rasmech.com/blog/boiler-water-conductivity and be sure to subscribe for more tips and tutorials. Read More

Kelly L. Faloon is a contributing editor and writer to Contractor, Contracting Business magazine and HPAC Engineering and principal of Faloon Editorial Services. The former editor of Plumbing & Mechanical magazine, Faloon has more than 26 years of experience in the plumbing and heating industry and more than 35 years in B2B publishing. She started a freelance writing and editing business in 2017, where she has a varied clientele. Faloon spent 3 1/2 years at Supply House Times before joining the Plumbing & Mechanical staff in 2001. Previously, she spent nearly 10 years at CCH/Wolters Kluwer, a publishing firm specializing in business and tax law, where she wore many hats — proofreader, writer/editor for a daily tax publication, and Internal Revenue Code editor. A native of Michigan’s northern Lower Peninsula, Faloon is a journalism graduate of Michigan State University. You can reach her at [email protected]. Read More