Monday, August 31, 2015

Enormous Natural Gas Field Found of the Coast of Egypt

Eni, an Italian energy company with a huge presence in Africa discovered an enormous natural gas field off the coast Egypt. The company signed an energy exploration agreement with Egypt's oil ministry in June. The deal, worth $2 billion allowed Eni to explore in Sinai, the Gulf of Suez, the Mediterranean and areas in the Nile Delta. The discovery represents an enormous economic opportunity for Egypt.

Currently ranked outside the top 25 in petroleum producing countries at number 29, the new Zohr field might bump Egypt into the top 10.

Initial reports suggest the 100 square mile area may contain 30 trillion cubic feet of natural gas, which equates to 5.5 billion barrels of oil equivalent.

Here at Collaborative Construction we view this as further vindication of our contention that Peak Oil is bunk. Combined with the lack of warming over the past 17 plus years - which the anthropogenic global warming theorists computer models cannot explain - this is good news for the billions of people that low cost energy will raise up out of poverty. Provided the political powder keg in the Middle East doesn't blow.

Meanwhile, I'll continue to pray for peace and prosperity in the region. This discovery, along with similar discoveries by Israel and others in the Mediterranean is good news as it distributes opportunity for growth in the region.

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202
Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

Friday, August 28, 2015

Carbon Fiber Cloth Generates Hydrogen?

Carbon, the wonder material, strikes again!

Splitting water can yield clean-burning hydrogen fuel, but catalysts that generate hydrogen are often expensive, and unstable in water. Now a team from Singapore and Taiwan have shown that carbon fiber cloths coated in inexpensive catalysts can generate hydrogen, and perform not only in water but in seawater as well. The researchers detailed their findings online August 21 in the journal Science Advances.

The most effective catalyst for generating hydrogen is platinum. However, this metal is scarce and expensive, limiting its use in large-scale hydrogen generation. Instead, the researchers investigated molybdenum sulfide as a catalyst. Molybdenum and sulfur are respectively about 300 and more than 100,000 times more abundant than platinum.

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202
Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

Tuesday, August 25, 2015


Trust based cultures breed success while contempt and failure flourish among the mistrustful. Elite fighting forces, championship sports teams and successful project teams operate in trust based cultures where individuals often sacrifice themselves to protect others. Trust based teams overcome challenges more easily and deliver better results than mistrustful teams. Accordingly, trust is a precious commodity in commerce as it drives success where other resources fail. So what happens when trust is broken?

The Scorpion Requests a Ride

The fable of the scorpion and the frog tells the story of trust broken. For those unfamiliar with the fable the scorpion approaches the frog and says, "Frog, can I hitch a ride across the lake? 

 The frog, relaxing along the shore line says, "Not no, but hell no!  Why would I carry a scorpion across the lake?  You'd sting me and I'd die."

The scorpion responds, "Frog, why would I do that?  You are right. If I sting you you'd die. But I cannot swim so I would drowned and die too.  So why would I sting you if that means I'll die with you?"

 The frog, after thinking it over, says "Ok, load up.  I'll carry you across the lake."
The scorpion climbs on the frog's back saying, "Thanks frog, I really appreciate your help. You won't regret it!" The frog slides into the lake and starts the long swim to the far shore. 

Halfway across the scorpion's stinger begins to quiver, .... and, suddenly, he strikes, driving the stinger deep into the frog's back.


The scorpion gazes across the broad calm waters of the lake.  Winking at the frog, the scorpion says, "It's in my nature." Then the scorpion and the frog sink beneath the water.

Mistrust in Construction

Burdened with fragmented, adversarial and mistrustful culture the construction industry reaps what it sows, as did the scorpion. In fact, scorpions abound in the industry, fostering mistrust and other ills. That broken culture manifests itself in many ways.

For example, the industry wastes 57% of the labor it consumes and as a result the productivity rate in construction has been flat or declining for 50+ years.[i] The bottom arrow on the graph - red - reflects labor productivity in construction from 1960 through 2012 while the top arrow - blue - reflects labor productivity in all other non-farm sectors of the economy.

While flat to declining labor productivity is one measure of failure in construction there are others.

In 2004 the US construction industry wasted $15.8 billion due to a lack of interoperability among digital platforms used in capital facilities[ii].  The value “added” by the construction sector in 2007 was $1.2 trillion, and close to 50% of that “value” was waste.[iii]  In other words, the industry wasted almost $600 billion dollars in 2007!

Waste manifests itself as labor inefficiencies at a rate of 30%, as material waste at 30%, and re-work at 10% while 5% arises from poor planning and management. Together the foregoing account for $450 billion of the $600 billion wasted in 2007.[iv]  Further, 72% of construction projects run over schedule, and 70% run over budget.[v] 

Not fully reflected above, additional failure manifests itself as injuries to workers, broken equipment, design defects, energy loss, inefficient operations and undue maintenance costs.  These factors contribute billions more in red ink. The industry embraces business models that extract profits from waste while shunning those that earn profits by adding value. 

In a sane world replacing this broken culture would be the overarching goal of the industry.  But the construction industry isn’t sane because it does the same thing over and over while expecting different results.  Let’s stop the insanity and build a trust based culture that supports value add business models.

Converting an Abundant Resource into a Precious Commodity

Everyone experiences the pain of the frog from time to time. We desperately want to trust one another. It’s human nature. Conversely, it is also human nature to whip out our stingers when threatened. The Golden Rule Alliance converts an abundant resource, belief in the Golden Rule, aka business on a handshake, into a precious commodity, Trust. A new legal framework enables participants in the Alliance to confiscate the scorpions’ stingers while working together on the golden pond.

Root Cause Analysis

Defective legal agreements reinforce the mistrust that lies at the root of failure in construction. Existing contracts fragment teams, mandate adversarial relationships and foster mistrust.
A legal framework reaps what it sows.  If it sows fragmentation, adversarial relationships and mistrust then it reaps fragment teams, adversarial relationships and mistrust.  Let’s deploy a legal framework that supports a smart built culture.

If you and your organization are interested in creating and deploying a smart built culture in your AEC Community please reach out to us. You might also consider joining the Golden Rule Alliance. You can learn more and join the Golden Rule Alliance by clicking the link below. 

The Golden Rule Alliance

[i] AECbytes Viewpoint #67 (March 14, 2013) Labor-Productivity Declines in the Construction Industry: Causes and Remedies, Paul Teicholz, Professor Emeritus, Dept. of Civil and Env. Eng. Stanford University
[ii]  and  Cost Analysis of Inadequate Interoperability in the U.S. Capital Facilities Industry, Gallaher, M. P.; O'Connor, A. C.; Dettbarn, J. L., Jr.; Gilday, L. T.  NIST GCR 04-867; 194 p. August 2004.
[iii] Rex Miller, Dean Strombom, Mark Iammarino, and Bill Black, “The Commercial Real Estate Revolution,” John Wiley & Sons, Inc. 2009 at pg. 3.
[iv] Id.
[v] Id. 

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

Friday, August 21, 2015

Smart Built Culture Book - The Current Table of Contents

As readers may recall I am writing a book titled Smart Built Culture$ Fixing Our Broke Built Culture" and I wanted to share a draft copy of the current table of contents. Significant work remains on the later chapters but the first half of the book is coming together.

If your organization is interested in assistance with mapping out an internal path to a smart built culture, or better yet, if your local construction community - including planners, owners, designers, constructors, suppliers and trad contractors - is interested in creating a smart built culture please call.

Meanwhile, below is a draft copy of the table of contents of the book in it's current form.

Table of Contents


The Value of Trust Based Cultures 4
The Scorpion Requests a Ride 4
Mistrust in Construction 5
Converting an Abundant Resource into a Precious Commodity 6
Root Cause Analysis 6


Fix the SYSTEM not the Problem 7
Extracting Profits from Waste versus Earning Profits by Adding Value 7
Smart Built Cultures Replace Broken Cultures 12
Elements of a Trust Based Culture 12
The Golden Rule Alliance 14


Negotiating the Split Rail Fence 15
The Problem Restated 17
The Strategy: Replace a Broke Built Culture with a Smart Built Culture 19
Frugal Innovation Leverages an Abundant Resource to Create a Rare Resource 20
Negotiating an Integrated Agreement Builds Trust Among those that Sign it 20
The Solution: Selecting the Right Tactics by Doing things Right 21
The Action Plan Adopted 23
The Foundation Built 24


The Built Industry By the Numbers: Proof for the Bean Counters 24
Serving Owners that Believe What You Believe 26
Inoculating  Your Team from the Change Virus 28


Smart. 29
Simple. 29
Scalable. 29
Meaningful 30
Actionable NOW 30
Relational 30
Transformational 31

(SMART)X Game Changers in the Built Environment 31
(BUILT)X Solutions for the Built Environment 33
(CULTURE$)X Impact on the Built Environment 34
BIM Versus (BIM)X – Brief Definitions and Distinctions 36
CM Versus (CM)X – Brief Definitions and Distinctions 37
IPD Versus (IPD)X – Brief Definitions and Distinctions 41


Smart Management 42
DOWNTIME in Construction is Waste 42
Waste Versus Non Value Added Activities 43
Leveraging Meaningful and Manageable Metrics that Matter in a Built Environment 46
Actionable, Accurate and Accountable: Ideas + Data + Leadership = Success 47
Relational, Repeatable and Reliable: Value Add Business Models in a Built Environment 48
Transforming Legal Frameworks that Support the Built Environment 49
(BIM)X Googlizes Everything in a Knowledge based Built Environment 54
“Up the Stupid Tree” A Parable on Change in the Built Environment 55
Is Integrated (BIM)X the New Standard of Care in the Built Environment? 57
Lean Tools and Processes in the Built Environment 58
Technology Today and Tomorrow in the Built Environment 59


Communicating Clearly & Concisely in the Built Environment 61
Useful Governance Mechanisms in the Built Environment 62
Leveraging Lean Logistics in the Built Environment 63
Transitioning to a Knowledge Economy 64
Usurpers of Education in the Built Environment 65
Religion in the Built Environment: Theological, Environmental & Political 66
Energy and Fuel as Market Drivers in the Built Environment 67
$ As a Market Driver in the Built Environment 68




References 72

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202
Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

Thursday, August 20, 2015

Introducing the Golden Rule Alliance

James L. Salmon launched Collaborative Construction in 2007 and created the LinkedIn Group, Collaborative BIM Advocates that same year. James envisioned Collaborative BIM Advocates as a forum where like-minded professionals interested in leveraging building information modeling (BIM) and integrated project delivery (IPD) to plan, design and construct facilities and infrastructure more efficiently. 

As an experienced construction lawyer James knew the pitfalls associated with design-bid-build, the built industry's preferred procurement method, and he realized combining BIM and IPD ensured a better path forward for the industry. Convincing the industry to take that path? Tougher than anticipated.
This fall Collaborative BIM Advocates becomes a portal to the Golden Rule Alliance, an online platform for like-minded professionals interested in forming integrated teams capable of delivering BIM enabled facilities in an IPD environment. The Alliance provides a trust based platform that reduces silos and enhances IPD. 
Members of the Alliance agree to abide by the golden rule and agree to be bound by the Code of Conduct of the Alliance. Armed with a common moral compass and a strong, fair code of conduct of conduct members of the Alliance will find it easier to form integrated teams.

Click the image or the Golden Rule Alliance link to become an adherent to the golden rule and a member of the Alliance. Feel free to contact James L. Salmon if you have any questions about the Alliance.

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

James L Salmon on BIM Legal Issues

AEC Roundtable Event
As part of the on-going effort to ignite the enthusiasm and creativity in our community, the AIA Columbus Technology in Architectural Practice (TAP) Knowledge Community is hosting an 'AEC Roundtable Event' on Thursday, September 17th from 4:00 - 6:00 pm.
James L. Salmon, President of Collaborative Construction, BIM & IPD Consultant for Benjamin Yocum & Heather, LLC and Adjunct Instructor on BIM Strategy for Middlesex University out of London leads the discussion at the BIM Legal Issues table during the event.
This event brings together subject matter experts from across the AEC industry to directly answer your questions on a host of key topics.
Table Subjects:  

Multiple tables will be arranged with each lead by an industry recognized subject matter expert. While we've selected subjects to cover a wide range of potential topics, please don't be concerned if the questions you have don't relate to one of the subjects listed as we'll also have a 'wild card' table hosted by a team of experts where you'll be encouraged to share any questions.
Refreshments provided.
 When:Thursday, September 17, 2015   4:00 pm - 6:00 pm Where:The Center for Architecture and Design50 West Town St, Suite 110

Sponsored by:

Please register below:

 Please direct any questions to Jordan at

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446

The Built Industry's Backwards Bicycle

Tanner Clark, the Director of BIM/VDC Construction Services for Stuart Olson out of Canada recently asked me, "Why is the uptake of BIM and IPD so slow in the Built Industry?" That's a frequent question, especially from sophisticated BIM users like Tanner who instinctively see the value inherent in IPD and experience immense frustration leading change efforts in the Built Industry. The conversation continued with Susan Wadsworth and Patrick Duke the Marketing Director and Managing Director, respectively, of CBRE Healthcare Services and Susan reminded me of the Backwards Bicycle post being discussed in the IPD Thought Leaders group on LinkedIn. After mulling those conversations over I wanted to share my thoughts on the Backwards Bicycle analogy.

The simple answer to Tanner's question of slow up take of BIM and IPD is that too few owners are demanding BIM and IPD and too few Architects, Engineers and Constructors - not to mention Trade Contractors and Suppliers - are prepared to deliver BIM and IPD. But the problem runs deeper than that.

Why aren't more owners aware of the benefits of BIM and IPD and why aren't more AEC Firms pushing BIM & IPD internally and externally? Because the industry is addicted to extracting profits from the 40% to 60% waste of time, materials, labor and other resources embedded in the Design-Bid-Build delivery model. Owners that procure planning, design and construction services under the Design-Bid-Build delivery model mistakenly believe that model saves them money. AEC Firms, Trade Contractors and Material Suppliers know better and have developed business models that EXTRACT profits from that waste stream.

In other words, the entire industry is riding a Backwards Bicycle that is incredibly inefficient but which proves lucrative to those who know how to ride it.  BIM & IPD, by contrast, require that the Built Industry learn to ride a Regular Bicycle, which is incredibly efficient but not quiet as lucrative. Riding a Backwards Bicycles is dangerous and the industry crashes it a lot. But again, those who master the Backwards Bicycle reap huge rewards at the expense of those who crash. As we adopt, adapt to and deploy BIM and IPD the Built Industry needs to transition to a Regular Bicycle, even if experienced Backwards Bicycle riders crash their Regular Bicycles from time to time.

To understand the foregoing Backwards Bicycle analogy you MUST WATCH the video below. If you don't have time to watch it bookmark this blog post and return to it so you can WATCH THE VIDEO. And you must WATCH TILL THE END as there is a twist that is very important to understanding our challenge in the Built Industry.

When one recognizes the Built Industry's preferred delivery model, Design-Bid-Build, is a special Backwards Bicycle that benefits waste based business models it's easy to understand the proliferation of waste based business models in the industry. Facilities procured under a Design-Bid-Build procurement model enjoy a waste rate of 40% to 60% and that waste rate flows through everything from labor to materials and cash. In an environment where 40% to 60% of a capital budget is waste sharp business owners will find ways to EXTRACT profits from that waste stream. Especially if the competition lacks the skills necessary to ride the Built Industry's special Backwards Bicycle. The Built Industry spent over 150 years perfecting their Backwards Bicycle, but now the internet threatens to undermine that model by enabling the use of Regular Bicycles.

In the information age Design-Build, Public-Private-Partnerships and Integrated Project Delivery (IPD) represent competing delivery models that lend themselves to the use of value add business models. Of those three only IPD fully embraces the spirit inherent in value add business models. In other words, IPD is the only Regular Bicycle in the shop! The video below is a STARK reminder of what can be accomplished on a Regular Bicycle. Image Danny MacAskill trying to perform on a Backwards Bicycle... that's what we are doing when we force the best and brightest in the Built Industry to work under a Design-Bid-Build delivery model ... we FORCE them to ride a Backwards Bicycle to work every day!

By extension BIM and IPD are only "no brainers" for enterprises that adopt a value add mindset with the intent to EARN profits by adding value. That is, the enterprises intend to ride a Regular Bike every day. By contrast, those that perfected business models designed to EXTRACT profits from waste have ZERO interest in learning to ride a Regular Bike.

Unfortunately, the built industry finds itself straddling a fence, with Design-Bid-Build enabling waste based business models on one side, and demands for BIM and IPD enabling value add business models on the other. To survive most businesses need to keep one foot in the waste based environment - especially while public owners stupidly insist on procuring planning, design and construction services via Design-Bid-Build - while simultaneously preparing to compete for and win work in an IPD environment that rewards value add business models. Accordingly, to successfully transition from the waste based model to the value add model businesses must train people who spent their ENTIRE LIFE riding the Backwards Bike to ride the Regular Bike.

The foregoing explains, in part, the slow uptake of BIM and IPD.

Meanwhile, a summary of my experience and qualifications is set forth below for interested parties.

Experience and Qualifications
James L. Salmon's CV

Creative Counselor – Collaborative Consultant – Change Champion

Exceptional lawyer, mediator, collaborator, mentor and strategic change champion
creating integrated BIM enabled teams in energy, healthcare, higher education,
government, transportation, mining, and construction capable of planning,
designing, constructing, operating and maintaining infrastructure
more efficiently and more intelligently over the
life-cycle of the infrastructure
through the use
of IPD and

Expertise and Knowledge

● Integrated Project Delivery (IPD) ● Integrated Team Building ● Procurement of Integrated Services ● Functional Digital Assets ● Lean Processes ● Building Information Models (BIM) ● Collaborative and Integrated Agreements ● Public Private Partnerships ● IPD, BIM & Lean to Increase Efficiency ● Risk Management & Mitigation ● Preventive Law ● Strategic & Lean Process Plans ● Lean Supply Chain Management ● Integrated Project Delivery Guides ● Integrated Project Insurance ● Net Zero Energy Plans ● Smart Built Cultures™ ● Construction Litigation ● Insurance Coverage ● Bad Faith Litigation ● Expert Testimony ● IPD Financing ● Financing & Insuring Public Private Partnerships ●

President of Collaborative Construction Resources, LLC
  • Provide collaborative consulting services to integrated BIM enabled teams – consisting of owners, designers and constructors – to increase the efficiency with which such teams deliver capital projects
  • Teach built industry professionals, students - both graduate and undergraduate - and others about the cultural and legal implications of BIM and IPD
  • Develop visionary business processes – including the Smart Built Culture Program – that enable integrated BIM enabled teams to public sector capital projects more efficiently
  • Launch IPD Round Table Series, a web-based series of collaborative workshop, to introduce participants to IPD, BIM and Lean processes as tools of efficiency
  • Serve as editor of the BUILT – BIM to FM section of the AUGIWorld Magazine and author articles in the series
  • Retained as a litigation consultant by law firms, contractors and designers to prepare expert witnesses to testify in complex construction disputes – including several involving public private partnerships worth more than $200 million – throughout the country
  • Created web-based presentations detailing the key features of a new generation of legal instruments
  • Launched and managed a series of national webinars introducing Collaborative Construction and IPD in 3D™ to owners, designers and constructors involved in planning, designing, constructing and maintaining complex facilities for public and private owners
  • Wrote content for dozens of web-based presentations introducing AEC professionals to innovative business processes revolutionizing public and private procurement of integrated services
  • Joined the National Building Information Model Standards (NBIMS) Project Committee as a contributing member, analyzed and presented seminars on the resulting NBIMS Protocol
  • Selected as a member of the buildingSMARTalliance’s Business Process Integration Task Team charged with integrating BIM into everyday business processes
  • Formulated practical business processes for the use of functional digital representations of facilities and infrastructure on public and private construction projects
  • Joined the Lean Construction Institute to advocate the use by integrated BIM enabled teams of Lean Construction techniques
  • Made a series of national presentations to public owners’ groups regarding implementation of the ConsensusDOCS 300 Series Tri-Party Agreement for Collaborative Project Delivery
  • Worked with the Construction Users Round Table (CURT) locally and nationally to publicize Collaborative Agreements, BIM, Lean Construction and Integrated Project Delivery to public and private owners
  • Founded and managed the 3,000+ member LinkedIn Group, Collaborative BIM Advocates which provides networking opportunities for like-minded professionals seeking to become members of integrated BIM enabled teams around the globe
  • Author, edit, publish and distribute Collaborative Construction Blog and Newsletter to members of the AEC industry, including integrated BIM enabled teams, around the globe
Trial and litigation experience involving construction claims 
  • $140 million mixed use development in Cincinnati, Ohio. Served as BIM and IPD consultant to counsel representing trade contractors seeking in excess of $10 million in damages.  Settled claims on terms favorable to trade contractor clients
  • $30 million school construction project. Litigated toxic mold claims related to alleged defects in construction and design in Preble County, Ohio. Won summary judgment on behalf of client-designer in the trial court.
  • $10 million school construction project. Litigated collapse of portion of existing school that occurred during excavation for new addition. Settled claims on behalf of client-owner against general contractor on favorable terms.
  • $280 million hotel and convention center project. Litigated almost 40 separate lien claims filed against general contractor. Settled dozens of claims for millions of dollars on terms favorable to client-general contractor.
  • $25 million hotel project. Litigated toxic mold claims related to defective caulking of the EIFS cladding system on the hotel. Settled claims on terms favorable to owner client.
  • $8 million wood chipping plant explosion case. Litigated claims filed by owner against designer of the fire suppression system installed during expansion of the plant. Settled claims on terms favorable to client-fire detection system manufacturer.
  • $120 million mixed use project procured under P3. Litigated multiple contentious lien claims worth more than $8.0 million on behalf of subcontractors against bank and general contractor. On going. Subcontractor clients.
  • $50 million coal processing plant. Litigated lien claims filed by subcontractors involved in supplying pipe to coal processing plant. Settled claims on terms favorable to subcontractor client.
  • Multi-million single family home development. Litigated toxic model claims related to failed brick work. Settled claims on terms favorable to home owner clients.
  • $30 million power plant. Litigated dispute arising from alleged design defects in the flue. Settled claims on terms favorable to design client.
  • $100 million highway construction project. Litigated multiple wrongful death claims arising out of an explosion that occurred when a DC-9 Cat drug a ripper through a gas pipeline main. Won summary judgment on behalf of general contractor client.
  • $75 million highway construction project. Litigated claims arising from alleged design defects. Settled claim on terms favorable to design client.
Business Litigation and Mediation
  • Defend, prosecute and mediate breaches of non-compete agreements, wage and hour claims, employment discrimination claims and general commercial disputes
  • Pursue and defend claims for injunctive relief on the basis of non-compete agreements on behalf of a pharmaceutical companies, commodities traders and trainers
  • Pursue and defend claims under FLSA, ADA, Title VII, § 1983, and other civil rights statutes
  • Pursue and defend contract claims and tort claims for corporate and individual clients
Teaching Experience
  • Adjunct professor at Middlesex University in London
  • Guest lecturer at the University of Cincinnati College of Applied Sciences
  • Experienced writing instructor and seminar presenter
  • Taught paralegal course at Sheridan Community College
  • Taught paralegal course at Laramie County Community College
  • Teach AEC Professionals about IPD, BIM, Lean Construction and Collaborative Agreements

Collaborative Construction Resources, LLC
President, February 2008 to the present

Ulmer & Berne, LLP, Cincinnati, Ohio
Senior Associate, December 1999 to February 2008

Lonabaugh & Riggs, Sheridan, Wyoming
Associate, September 1996, to December 1999

Sheridan & Laramie Community Colleges, Wyoming
Adjunct Professor, September 1994 to January 1998

Chief Justice William A. Taylor, Wyoming Supreme Court
Law Clerk, September 1994, to September 1996

Community Involvement
  • Creator of the Charitable Doll House concept for Allied Construction Industries, Inc.
  • Member, Johnson Elementary School Site Based Decision Making Council
  • Co-Chair, Marketing for Johnson Elementary School Fund Raiser
  • President, Texas Tech University Alumni Chapter, Cincinnati
  • Volunteer Mediator, Kentucky and Ohio Courts
  • President, Kappa Sigma Fraternity, Texas Tech University
  • Texas Tech University (B.A., 1991)
  • University of Cincinnati (J.D., 1994)
  • Certified Mediator, Administrative Office of the Courts, Kentucky
Publications & References
Available upon request

Welcome to the Golden Rule Alliance

James L. Salmon, Esq.
Collaborative Construction
300 Pike Street
Cincinnati, Ohio 45202

Summary of Services and James L. Salmon's CV

Office 513-721-5672
Fax 513-562-4388
Cell 512-630-4446