Ascension FBO Terminal Build – A Study in Teamwork
Rainwater’s Brennen Kinsman and Ross Nichols Work Together to Deliver Highly Complex Project
Rainwater’s latest project – the Ascension FBO terminal project in Kennesaw, Georgia – is a 6,987-square-foot, pre-engineered metal building, ground-up delivery. On paper, it looks like a relatively modest new construction build. In reality, it was anything but simple.
Built adjacent to an active airport terminal, it was the kind of project where the execution was just as important as the design, because small missteps could quickly become big problems. With tight site logistics and an unusually high level of architectural and interior finish detail, the project required constant coordination, uncompromising cleanliness, and meticulous planning.
What ultimately made the Ascension project a success was the partnership between Project Manager Brennen Kinsman and Project Superintendent Ross Nichols, and the way they approached the job as a team.
A Complex Job in a Constrained Environment
The Ascension project involved the construction of a new FBO terminal building to replace an existing facility—while keeping airport operations fully active throughout the build. There were no road closures, no parking interruptions, and zero tolerance for foreign object debris. This meant that the construction site had to be kept impeccably clean at all times. Additionally, space was tight with limited laydown areas. Because of this, deliveries had to be carefully choreographed to avoid bottlenecks.
Meanwhile, the building itself, while not large, had complex, high-end finishes that demanded precision. The team had to make sure the brick veneer on the exterior transitioned cleanly into the metal panel systems. Inside, there were decorative ceiling systems—including Rulon wood ceilings and Feltworks acoustical blade clouds—requiring exact alignment with brick walls and exposed mechanical systems. The polished concrete floor added another layer of complexity, using a three-step chemical process that demanded constant cleanliness from the day the slab was poured through final burnishing.
“This was a high-end finish job,” said Brennen. “In an environment like that, you can’t just throw tools around. Everybody had to be invested in taking care of the building.”
One Team, One Job
From the start, Brennen and Ross approached Ascension as a shared effort—not a handoff between office and field.
“It can be easy for the project manager to hang out in the office and the superintendent to stay in the field,” Brennen explained. “We didn’t want that. We worked together on site as much as possible.”
Brennen made a point of being on site at least twice a week, staying closely connected to the realities of the job. Ross, who was on site every day, handled scheduling, quality control, safety, and coordination with subcontractors—but always with full visibility into budget, sequencing, and decision-making.
They spoke every morning—reviewing what happened the day before, what was planned for the day ahead, which trades would be on site, and where potential issues might arise.
“Communication is everything,” Ross said. “If I’m not able to be there, Brennen can step in and run the site. We’re always on the same page.”
That rhythm allowed them to plan ahead rather than react. With so many materials and finish transitions, questions had to be resolved before installation—not during. Decisions were discussed openly, without ego or hesitation, and challenges were raised when needed.
“We’re not afraid to question each other,” Brennen said. “It’s never personal. It’s about making sure the decision is the best one for the project.”
Planning, Cleanliness, and Respect for the Trades
One of the defining characteristics of the Ascension project was the condition of the jobsite. With an active airport next door and expensive finishes throughout the building, cleanliness wasn’t optional—it was foundational.
Both Brennen and Ross set the tone early, personally picking up trash, sweeping daily, and reinforcing expectations with every subcontractor on site. Tools weren’t left leaning against walls. Materials were protected. Deliveries were staged carefully. Weekly subcontractor meetings ensured everyone understood sequencing and space constraints.
“If you treat your subs right, they’ll treat you right,” Brennen said. “That matters when you need a favor or when you’re trying to keep costs in line.”
That approach paid off. Subcontractors bought into the shared mission, coordination improved, and issues were resolved collaboratively.
Rainwater’s Culture is One of Support
Both Brennen and Ross point to Rainwater’s culture as a key factor in their ability to execute the project successfully.
From leadership to preconstruction to steel erection support, help was always available—but never imposed. The expectation was clear: uphold safety, quality, and documentation standards, and use good judgment in the field.
“I feel completely empowered to make decisions,” Brennen said. “Even if I make a bad call, as long as I can justify the reasoning, it becomes a learning moment—not a discipline issue.”
Ross echoed that sentiment, noting the accessibility of leadership and the depth of experience available across the company. “There’s always someone you can call. That makes a huge difference when things get complex.”
Results That Speak for Themselves
Despite a three-month FAA permitting delay that stretched the project timeline to nearly a year and a half, Ascension is finishing strong:
- The project was delivered well under budget.
- There were zero safety incidents throughout construction.
- The client is highly satisfied and already planning two additional hangar projects.
For Brennen, Ascension marked his first major build as a project manager—a milestone made possible by trust, preparation, and partnership. For Ross, it reinforced the value of clear communication and shared accountability on a complex job.
And for Rainwater, the project reflects something bigger than a single building. It reflects how the company approaches construction: with respect for the craft, care for the people doing the work, and a belief that the best projects are built when teams operate as one.
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