JBS was founded with a clear intention: to challenge the way construction companies communicate, operate, and build long-term relationships. Established in 2018, the company has grown into a modern construction partner with national reach across leading retail and automotive brands, specializing in ground-up construction projects ranging from 1,500 to 45,000 square feet. From the outset, JBS set itself apart by managing projects comprehensively, from initial planning through long-term operation.
“We set ourselves apart from other companies by our end-to-end approach,” said Alex Silvers, Managing Partner of JBS. “We don’t just construct buildings; we manage the full life cycle of them.” That philosophy is reflected in the company’s comprehensive service offering, which includes ground-up builds, remodels, expansions, program management, permitting, scheduling, and budgeting. As its client base expanded nationally, JBS also launched a dedicated maintenance division to support ongoing property care. “Beyond new construction, we provide ongoing maintenance, repairs, emergency services, and multi-unit oversight,” Alex added.
The company’s origins are rooted in both experience and intent. Founder Joe Dionne grew up watching his father build a successful commercial construction company, an influence that shaped his understanding of the industry and his desire to do things differently. “I knew I wanted to build something similar one day,” Joe explained. “When I started to envision what JBS would be, I knew I wanted to create a company where building wasn’t complicated, communication doesn’t require chasing, where we believe in being honest, even when it’s hard, and we do the right thing, even when no one’s watching.”
Joe partnered with Alex Silvers and Kevin Polley, bringing together complementary skill sets and a shared ambition to rethink traditional general contracting models. In 2022, the trio secured their first commercial contract with Auto Glass Now, a subsidiary of Driven Brands, marking a turning point for the business. From that moment, JBS began scaling rapidly alongside national clients whose growth demanded speed, consistency, and accountability. “Our goal was simple but ambitious,” Alex said. “To build a construction company with better communication, stronger relationships, and relationship first leadership.” As those relationships deepened, it became clear that clients were seeking more than transactional delivery. They needed a partner capable of managing complexity across multiple locations, evolving prototypes, and compressed schedules, without losing sight of quality or operational continuity.
Growth followed quickly. In just a few years, JBS expanded from its three founders to a team of more than 33 employees. “Kevin, Joe and I worked night and day from the beginning to build our dream,” Alex said. “It wasn’t until 2024 that we began to add employees to the fleet. In just two short years, JBS has gone from the three founders to a 33-and-counting group of ambitious employees.”
At the core of that expansion is what the leadership team describes as a ‘relationship first’ model. “We live by a straightforward principle,” Alex noted. “We do what we say and treat people the way we’d want to be treated.” That approach was shaped early on, when the founders were directly managing every aspect of projects themselves. “Everything from permitting to close out, each stage of the job was completed by the three of us,” Alex said. “That’s when we decided that the relationship first leadership was going to be something that we were going to live by.”
Employee development has become another defining feature of the company’s culture. JBS places significant emphasis on leadership, accountability, and ownership at every level of the organization. “Internal employee investment drives growth and success,” Alex explained. “Each of our project managers own their projects. They feel comfortable with proactive communication with the client about project progress through every step of the way.”
The company’s commitment to growth extends beyond technical skills. JBS actively encourages personal and professional development, offering mentorship and leadership programs designed to create confident, capable leaders. “I’m looking for you to better yourself,” Alex said, “to be able to leave JBS with real-life success.” He added that the goal is not simply to produce project managers, but to develop team leaders who reinvest their knowledge into others. “You’re more than a construction project manager, you’re a team leader,” he said. “You’re reinvesting time into your own entity within JBS.”
That same relationship-driven philosophy extends to JBS’ subcontractor base. The company views subcontractors as long-term partners and takes deliberate steps to support them. “The success of our subcontractors directly correlates to the success of JBS. This is why we put value on these partnerships,” Alex stated.
JBS delivers projects nationwide for leading retail brands, handling both new builds and remodels as part of high-volume, multi-site programs. The company’s ability to maintain speed and consistency while adapting to local conditions has become a key differentiator. “Our main focus is to keep the growth of our clients,” Alex explained. “No client or project is more important than another. What truly matters is getting the doors open for everyone we serve.”
That focus was evident on a 2025 car wash renovation project in Salt Lake City, where JBS was tasked with delivering under a 65-day deadline. “The scope included replacing 12,500 square feet of parking lot, rebuilding a failing 1,600-square-foot retaining wall, and completing a full exterior repaint,” stated Nick Silvers, Senior Project Manager. Through careful phasing and parallel work streams, the team completed the project in just 52 days. “These results were driven by a combination of critical project management and impeccable on-site supervision,” Nick noted, adding that the company’s reputation for speed, integrity, and quality continues to drive repeat business.
“Our main focus is to keep the growth of our clients. No client or project is more important than another. What truly matters is getting the doors open for everyone we serve.”
A similar approach was applied on a ground-up automotive retail facility in Searcy, Arkansas, where JBS delivered a 1,680-square-foot building in under 60 days, finishing 55 days ahead of schedule. Crews worked seven-day weeks to maintain momentum, even through the holiday period. “This performance is not an outlier,” said Zane Curdes, Project Manager. “We have successfully completed multiple projects in 70 days or less, setting a new benchmark for speed without compromising quality. Clients are increasingly choosing to work directly with JBS, even when other companies are competitive to our bids,” he added. The reason is simple: faster delivery enables facilities to open sooner and generate revenue earlier, often offsetting any marginal cost difference. “That alignment of speed, quality, and financial performance continues to reinforce why clients trust us as a long-term construction partner rather than simply a transactional service provider,” Zane explained.
Looking ahead to 2026, JBS expects continued national growth, deeper relationships with existing clients, and expansion into new sectors including quick-service restaurants, medical facilities, and large-scale retail programs. “Our pipeline is strong with the existing clients that we have,” Alex said. “We’re legacy builders for these companies. We want to continue with that relationship first leadership and be strategic as we do expand.”
As JBS continues to scale, leadership remains focused on investing in systems, people, and culture. “We pride ourselves on the fact that JBS is redefining what a construction company can be,” Alex said. “It’s not just about building structures; it’s about simplifying complexity for our clients, creating better experiences for our partners, and then setting a new standard for how modern construction companies should build and operate.”
For JBS, being “built differently” is not a slogan, but a standard. One rooted in relationships, reinforced through delivery, and carried forward by a team committed to doing the work the right way, even when no one is watching.
