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88 / BUILDING DIALOGUE / March 2018 into international work in Russia, the Middle East, Brazil and China. At the height of the recession, DTJ’s work was 90 percent overseas, but the mix now is about 35 percent foreign proj- ects and 65 percent domestic. “We were able to rebuild due to work overseas,” says Williams, noting that the firm cur- rently has more than 60 employees after a nadir of about 30. Another growing market: theme parks all over the world. After moving into the niche in 2013, theme parks now represent about a quarter of DTJ’s business. James highlights a recent project in Volcano Bay, the new water park at Universal Orlando Resort in Florida. “It’s the talk of the world right now,” he says. “It’s the quality of the landscape setting for the rides.” DTJ opened an Atlanta office in 2013, and it's been another driver for growth. Director Todd Hill is a leader of the firm’s theme park work, and the design the $25 million renovation of Centennial Olympic Park is a high-profile local project for the office. “That’s tap- ping into a bigger market for us, not only regionally but in terms of work type,” says Moore. The firm’s home market has remained strong. In Colorado, DTJ has a number of housing projects coming online in 2018, including developments at Stapleton in Denver, RidgeGate in Lone Tree and Centerra in Loveland. Looking ahead, James sees the “next wave” of development be- ing driven by affordable housing projects that may well be largely pre-fabricated off-site. “Right now, everybody’s behind,” he says of Front Range contractors. “Our builders are clamoring [for efficiency] right now. They know they have at least two more years of a super bull market." / DTJ: Integrating Open Spaces in Development for 50 Years / ABOVE: A growing market for DTJ is theme parks; Universal Studio’s Volcano Bay opened last summer and is the talk of the town Dave Williams