In commercial construction, longevity is rarely accidental. It is earned through discipline, adaptability, and an ability to deliver under pressure without compromising the values that defined a company in the first place. For Holt Construction, that balance between growth and principle has been the defining characteristic of a business that has thrived for more than a century. Founded 107 years ago by the grandfather of current Chairman of the Board Jack Holt, Holt Construction has evolved from a small-town operation in Rockland County into a national construction management and general contracting firm with more than 280 employees across nine offices. Yet for all its scale, the company continues to describe itself as something different from the industry’s corporate giants. “We consider ourselves a boutique-type contractor; we do a lot of niche projects,” said Christopher Asaro, COO & President of Holt Construction.
Asaro joined the company in 2001 and in 2013, became president. His tenure has coincided with one of the most significant growth periods in the company’s history. Since he joined, Holt has expanded from a $40 million firm to a $500 million enterprise.
“We are a multifaceted company, and we are always growing and evolving within the construction industry,” Asaro explained. “We don’t just build a project; we create relationships that last and build trust not only with the client, but also with the community and the trades that help us build. “We bring in the best of the best, and we produce the best product for our clients – we cover it all.”
That breadth is reflected in Holt’s service offering, which includes construction management, general contracting, Design-Build, Integrated Project Delivery (IPD), and Collaborative Project Delivery (CPD). The company’s work spans multiple aviation programs, food and beverage facilities, high-end first-class lounges, health science properties, corporate interiors, mission critical programs and ground-up developments, among others.
Holt’s aviation portfolio is particularly notable. The company has worked extensively in airports across the country, including at JFK’s New Terminal One (NTO), a $9.5 billion program that Asaro described as “very high profile.” “We were fortunate enough to be a part of that,” he said. Within the terminal project, Holt is completing multiple concessions, retail spaces, back-of-house areas, and infrastructure programs. “The amount of coordination, collaboration and a detailed approach required to work in such an arena is astronomical,” Asaro noted. That capability has translated into long-term aviation relationships, including high-end lounge work for financial institutions such as American Express and Capital One. “The most recognizable projects that we’ve been doing are the high-end lounges,” Asaro said.
Repeat business has become a defining element of Holt’s model. The company’s work with Resorts World illustrates that approach. Holt originally constructed a new casino for the client in Newburgh, New York, which was attached to an existing retail center. ““We worked with not just the client, but also the town and the shopping center’s owner to make that project a reality.” Asaro Explained. The facility, which originally opened in 1980, required extensive modernization. Infrastructure upgrades spanned electrical, lighting, materials, and security systems. Sixty-five thousand square feet of floor space was raised to accommodate new HVAC systems, millwork, electrical upgrades, and a drink delivery system, while housing over 1,000 slot machines and 82 electronic tables. Fifteen rooftop heating and air conditioning units were installed alongside new UPS units, bringing the facility into what Asaro described as “the 21st century.” “The project was not just a success for the client and us; it helped bring over 250 jobs to the area as well,” he added.
“We worked with not just the client, but also the town and the shopping center’s owner to make that project a reality.”
The relationship has continued, with Holt now collaborating again with Resorts World in Queens. “Since we have worked with them in the past, we made sure our team collaborated with the new team on this project, sharing experiences, lessons learned and processes,” Asaro said.
Holt’s history of high-profile work extends further back. The company worked within the World Trade Center location on various fit-outs and has completed projects in numerous airports. It has delivered work for corporate clients including Avon, IBM, Federal Paper Board, and Pfizer. “The backbones of America and we were a part of it,” Asaro reflected.
Over time, diversification has driven expansion. From corporate interiors and ground-up programs, Holt has entered the mission critical and health sciences market and expanded further into aviation. Alongside that diversification has come internal evolution. “We also grew our teams, utilizing new technology to help streamline communication and collaboration,” Asaro said. “Holt has evolved as a company, but we kept that ideology of a family company, staying true to our core values, building lasting relationships, acting with respect, honesty, and integrity. This is how Holt has thrived for 107 years.” That family mentality remains central to Holt’s identity, even as it has expanded geographically into offices across the New York City metro area, Boston, Houston, New Jersey and Dallas. The company has been listed among the Top 400 Contractors by Engineering News-Record and has received numerous awards and recognitions throughout its history. “Most importantly, our growth has been a wonderful achievement,” Asaro said. “From one employee to now over 280 employees across nine offices and countless states. In each of those states, we have built trust with clients and trade partners alike.”
Community engagement has become embedded within the firm’s operating model. “We have built new initiatives, actively participating in local outreach and hiring programs to advance the communities in which we build – it is now standard practice at Holt Construction,” Asaro said. “Our dedication to providing opportunities for minority and local trade partners, vendors and suppliers is evident in all of our locations and on all of our projects.”
For Holt, success is measured less by volume and more by outcome. “We measure success by the client’s success. If a project is completed on time, at or under cost, it is a great success for us,” Asaro said. “Was the client happy with us? Do they see us as potentially collaborating on another project? Do they recommend us as a builder of choice? Those are our true metrics for success.” He attributes that performance directly to the people within the organization. “This starts with our team and individual employees,” he said. “Not only do we have repeat clients, but we also have team members who have been with Holt for years and they have learned through experience how to achieve these metrics.”
The relationship-driven model extends beyond project completion. “Holt succeeds because of the clients we work for and the employees we have. A synergistic relationship does not stop at a ribbon-cutting or grand opening. We immerse ourselves in the project; when it is complete, we are still there for the owner, making sure systems are tested, training happens and answering questions.” He continued, “That is why we have clients for life and why a small-town homebuilder was able to grow into a national, award-winning firm.”
Looking ahead, 2026 is positioned as another year of controlled growth. Holt plans continued expansion into data centers, while maintaining disciplined scaling to preserve quality.
“Holt is always thinking about growth. Not just nationally, but internally as well,” Asaro said. “New initiatives, community events, learning tools and growing with new technologies, we always try to meet a modern construction world.”
The company’s approach to expansion remains measured. “We plan to keep our repeat relationships growing by giving the best service possible and expanding our locations where we are needed. Holt has always been able to mobilize and synchronize within different locations, clients and trades – 2026 and beyond sees that growth continuing.”
Despite its national footprint, Holt’s core remains rooted in the family-driven model that shaped its first century. “By bringing that family mentality that started over 107 years ago to a modern Holt, we have been able to meet or exceed our goals to create success story after success story,” Asaro said. “The whole construction organization is a family-owned business – our model is very family-oriented. We follow our core values, and it’s a recipe for success.”
For a company that has navigated more than a century of industry change, that philosophy continues to guide its next chapter. “We are builders after all,” Asaro concluded, “and we know how to build a foundation that lasts.”
