As of Monday, August 4, the City of St. Louis has paused its Minority- and Women-Owned Business Enterprise (M/WBE) participation goals on all new city construction contracts. The change comes in response to concerns over the potential loss of federal funding, following guidance from the Trump administration regarding the legality and structure of such programs.

This pause marks a significant shift in how public construction contracts will be awarded moving forward. For over 40 years, the M/WBE program has served as a foundational policy aimed at promoting equitable access and participation in city projects. The sudden change has raised questions—and concerns—across the construction and business communities.

What’s Changing?

• No M/WBE goals will be included in new city contracts until a new policy is developed.
• All current new city construction contracts are on hold while the revised framework is under review.
• Longstanding efforts toward equity in public contracting may be impacted, depending on the outcome of the review.

What This Means for Stakeholders:

• M/WBE Firms: Many will need to reevaluate their bidding strategies and partnerships while awaiting clarity on future policy.
• Prime Contractors: While no longer required by the city to meet M/WBE targets, many firms may choose to continue inclusive practices as part of their broader corporate values.
• Public and Private Sector Partners: The shift may affect planning, outreach, and hiring practices in the short term.

This is a moment of uncertainty, but also one for reflection and action. How do we, as an industry, continue to support diverse and inclusive business practices, even when formal policies are paused?

At SLC3 and across our network, we remain committed to equity and inclusion as key pillars of a healthy, forward-thinking construction economy. We will continue to monitor developments and share updates as they become available.

In the meantime, we encourage all stakeholders to consider:

• How can we maintain momentum toward inclusive growth during this pause?
• What voluntary practices can we adopt to ensure continued opportunities for M/WBE firms?
• How can we use our influence to help shape the future policy constructively?

We’ll be keeping a close eye on how this unfolds and will offer opportunities for discussion and collaboration on the changes to programs across our region.

It’s been a turbulent stretch for Green Street, one of St. Louis’ most prominent real estate developers. Known for ambitious urban revitalization projects, the firm is now undergoing a reshaping of its portfolio—including a major property sale in The Grove and the sudden closure of a national tenant, Bar K.

Flagship Properties in The Grove Change Hands

Green Street recently finalized the $88 million sale of two of its most visible assets—Chroma and Hue, located at the intersection of South Vandeventer and Manchester in The Grove—to AHM Group, a private real estate investment firm. The buildings, which include 346 residential units and 20,000 square feet of retail space, boast strong occupancy and are surrounded by high-demand institutions like Barnes-Jewish Hospital, Cortex, and Washington University’s medical campus.

“They’re trophy, class-A assets in a trophy, class-A part of the city,” said AHM principal Kyle Howerton. “They’re surrounded by education, employment, and now with the City Foundry, entertainment too.”

Despite some minor deferred maintenance, the buildings are expected to remain cornerstones of the neighborhood under AHM’s ownership.

Tenant Fallout: Bar K Shuts Down Nationally

While one chapter closes on a high note, another ends abruptly.

Turmoil started in September 2024, when Green Street filed suit against one of its tenants—Bar K, the dog-friendly restaurant/bar/park hybrid that had drawn media attention, investor interest, and community buzz since its founding.

This summer, Bar K announced the immediate closure of all locations, including those in St. Louis, Kansas City, and Oklahoma City, citing widespread economic challenges such as inflation, rising labor costs, and decreased consumer spending.

St. Louis Location: 4565 McRee Avenue, in a Green Street-owned property also housing the developer’s headquarters

Lawsuit: Filed by Green Street in September 2024, seeking $300,000 in unpaid rent and eviction. According to court records, the case was dismissed

No Refunds: Membership fees are not being reimbursed

In a heartfelt public statement, Bar K’s founders wrote:

“There isn’t one single cause, but rather a variety of challenges that ultimately proved too difficult for our start-up business to overcome… We are so grateful to have had the opportunity to create this joyful space.”

Social media accounts for Bar K were deactivated the same day the closure was announced, leaving only the message on the company’s website. Notably, Bar K had recently raised a funding round in 2024 and was recognized by USA Today as one of the nation’s top dog bars earlier this year. CEO Tim Schoenfelder—appointed during the expansion—had reportedly departed by late 2024.

The flagship Berkeley Park location in Kansas City, once the jewel of Bar K’s portfolio, had been temporarily closed since early July due to major construction in the surrounding district, which reportedly disrupted access and parking.

What This Signals

Green Street’s contrasting headlines—celebrating the sale of major assets while also navigating the fallout of a high-profile tenant’s collapse—mirror the volatility of today’s development environment. Even award-winning, well-branded businesses like Bar K aren’t immune to market pressures, rising costs, and operational hurdles tied to real estate and infrastructure.

For St. Louis developers, investors, and civic leaders, this is a critical reminder: location, quality, and timing remain key—but resilience and adaptability are just as vital.

We’ll continue tracking these stories—and others that shape the built environment in our region.

Raise your hand if you’re a Gen Xer still waiting for your shot at the corner office. You’re not imagining things—your chances of reaching the C-suite may be shrinking. Why? Because Baby Boomers are still parked in the top jobs, and when they finally decide to leave, the fast-rising Millennials are already being handed the keys.

According to a recent Wall Street Journal article, Generation X is getting squeezed out of the CEO pipeline. Despite representing a significant share of leadership-ready professionals, Gen X is often overlooked in favor of the “seasoned wisdom” of Boomers or the “disruptive energy” of younger generations.

But let’s be real: Gen X isn’t just ready. We’ve BEEN ready.

We are the bridge generation—raised in analog, built careers in digital. We:

• Went from rotary phones to smartphones.
• Survived dial-up, launched into broadband, and now live on fiber and streaming.
• Learned BASIC programming before it was cool.
• Transitioned offices from file cabinets and fax machines to the cloud and CRMs.
• Watched Saturday morning cartoons evolve into bingeable Netflix weekends.
• Actually used encyclopedias—and libraries—to do our homework.

We’ve seen more transformation in our working years than most execs plan for in a decade—and we didn’t just survive it. We led it.

Gen X is the embodiment of resilience, pragmatism, and adaptability. We came of age during recessions, dot-com busts, and corporate restructurings. We’re fluent in the language of change and allergic to fluff. We don’t need a focus group to make a decision—we just get it done.

So, what’s the holdup?

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When you hear the word mentor, what do you think of? You might picture a formal program or an assigned leadership role. But mentorship happens in everyday moments and even in casual conversations.

You don't need a title to be a mentor. What you do need is a willingness to support someone else's growth.Whether you’ve been in your role for two years or twenty, here are five ways to show up as a mentor in your workplace:

1. Share What You’ve Learned (Especially the Hard Lessons): People often think mentorship means giving advice. But the best mentors share experiences. When you’re honest about mistakes you’ve made, you help others navigate challenges with more confidence.
2. Offer Encouragement, Not Just Answers: Mentorship isn’t about having all the solutions. Sometimes the most powerful thing you can do is say: “I’ve been there. You’ve got this.” Affirmation builds confidence. Confidence leads to growth.
3. Create Space for Questions: Be the kind of person others feel comfortable approaching. If someone’s new to a role or project, check in and ask: “How’s it going?” or “Need a sounding board?” A small gesture can open the door to meaningful dialogue.

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Ask any high-performing team what keeps them going and chances are, their answers won’t begin or end with a paycheck.

While fair compensation is foundational, it’s far from the full story when it comes to sustaining motivation. What truly drives teams to excel is often much more human: purpose, trust, growth, and appreciation.

PURPOSE: When people understand why their work matters, it becomes more than a task—it becomes a contribution. Seeing how their role fits into a larger mission builds pride and commitment. It turns routine into responsibility.

TRUST: Teams that feel micromanaged often shut down creatively, while those granted autonomy rise to the occasion. Being trusted to make decisions and solve problems sends a clear message: you’re capable and valued. That trust fuels engagement far more than control ever could.

GROWTH: Equally important is growth. When people are challenged, stretched, and supported in learning new skills, they feel invested in—and they invest back. Growth creates momentum. It shows that the organization cares not just about the work being done today, but about the person doing it tomorrow.

APPRECIATION: And finally, there’s appreciation. Not the formal kind that happens once a year, but genuine, timely, specific acknowledgment. Feeling seen and appreciated—for effort, ideas, resilience—can re-energize a person’s motivation more effectively than almost anything else.

Even with these factors in place, motivation can waver. That’s why it’s important to sustain drive during burnout.

Here are some ways to stay motivated:

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The AEC industry is no stranger to high pressure. With complex timelines, tight margins, and constant coordination across disciplines, stress is baked into the work. But within these demanding conditions lie valuable lessons that apply far beyond the jobsite.

As more industries confront burnout, turnover, and shifting workplace expectations, AEC offers real-world strategies for managing stress while staying productive and focused.

Plan with Precision—and Build in Flexibility

In AEC, success starts with a strong plan. Teams break large projects into phases, identify risks early, and schedule with intentional buffers. This structure helps manage pressure before it becomes a crisis.

Lesson: Break big goals into smaller tasks, plan for roadblocks, and leave room for the unexpected. Structured flexibility reduces stress across any industry.

Embrace Team-wide Accountability

In AEC, every discipline depends on the next—designers, engineers, contractors, and trades must align to keep the project moving. That mutual accountability encourages collaboration and shared problem-solving, even in stressful moments.

Lesson: Foster a culture where team members support each other and share responsibility. Stress is easier to manage when it’s not carried alone

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The transition back to school each fall introduces new stressors for many working parents. For those raising children with neurodiverse needs—such as autism spectrum disorder (ASD), ADHD, or sensory processing differences—those challenges are often amplified. Increased behavioral issues at home, emotional fatigue, and a surge in logistical demands can lead to elevated stress levels, which may impact safety, performance, and overall well-being on the job.



In industries where safety depends on clarity, consistency, and attention to detail—like construction, engineering, and project management—these personal stressors must be acknowledged as part of a comprehensive safety culture.

Understanding Caregiver Stress During School Transitions

Caregivers of neurodiverse children often carry a higher emotional and administrative workload than their peers. The start of a school year brings disruptions in routine, unfamiliar environments, and behavioral uncertainty—especially for children who struggle with change.

These factors have been shown to significantly increase caregiver stress, especially in households managing ASD and ADHD (Cheng et al., 2023; Miranda et al., 2019).

Common symptoms reported by caregivers during this period include:

• Sleep disturbances
• Emotional exhaustion
• Reduced resilience
• Anxiety and persistent worry

Research shows that the severity of a child’s symptoms is often directly correlated to caregiver fatigue, particularly when behavioral challenges and limited support systems are involved (Efstratopoulou et al., 2022). These stressors don’t stay at home—they follow caregivers to work.

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