The NYC Housing Lottery was designed with promises of equity, ensuring fair access based on income and luck, not connections; integration, through programs like Mandatory Inclusionary Housing to create mixed-income communities; and simplicity, via a single online platform. It aimed to partner with developers, offering incentives like density bonuses and tax breaks, to create affordable units without direct taxpayer spending.

However, the reality deviates significantly:

• There's extreme competition, with 6 million applications for only 10,000 units, meaning 600 people compete for every apartment. For the lowest-income units, the competition is even higher, making low-income families six times less likely to win than higher-income applicants.
• The system has perpetuated segregation, as "community preference" provisions concentrated affordable housing in already low-income, predominantly Black and Brown neighborhoods, a practice a federal lawsuit forced to reduce.
• The process is bureaucratic, with months of paperwork required even after selection, causing many winners to give up.

The system is also plagued by corruption and conflicts of interest:

• Federal authorities arrested 70 NYCHA employees for accepting bribes to steer no-bid contracts, with investigators believing this was "the norm, not the exception" in affordable housing awards.
• Investigations revealed issues in developer selection, exemplified by developer Peter Fine, who lobbied a current housing commissioner he had previously had issues.
• The "developer partnership" model relies on making deals highly attractive to private developers, leading to large density bonuses, tax exemptions, and units often not truly affordable to those most in need.
• Area Median Income (AMI) calculations are gamed, including wealthy suburban counties, which inflates what counts as "affordable" and means a family of four making $155,000 can qualify, while a family making $25,000 qualifies for almost nothing.

Proposed solutions include immediate bureaucratic fixes like reduced paperwork and first-come, first-served systems for vacant units. Deeper structural changes involve reforming AMI to be based on actual NYC incomes and creating dedicated income bands for different income levels. Long-term systemic solutions suggest public development, social housing models, and community land trusts to keep land permanently affordable.

Ultimately, while the lottery has created over 10,000 new affordable apartments in the last year, providing stable housing for thousands, it also acts as a symptom of a fundamental housing shortage in NYC. It serves as "political cover" for officials to avoid broader policy changes like zoning reform and public investment, highlighting that fixing the housing crisis requires political leaders to make difficult choices about housing as a right versus a commodity.

Fluor Corporation's journey began with its founder, John Simon Fluor Sr., a Swiss immigrant who arrived in America in 1888 with only $100. In 1912, he moved to California for health reasons and founded Fluor Construction Company out of his garage.

His early success was built on a focus on precision and quality, a willingness to take calculated risks, and an ability to recognize emerging market opportunities, such as the California petroleum industry. By 1924, the business had grown significantly, reaching annual revenues of $100,000 and a staff of 100 employees. A contract for a grassroots refinery in Montana in 1946 solidified Fluor's reputation, leading to an assignment to expand Aramco facilities. This led to their largest contract to date, over $5 billion, for an Aramco gas program in Saudi Arabia.

Fluor diversified into oil drilling, coal mining, and other raw materials in the late 1960s, acquiring Daniel International Corporation in 1977 to become the modern Fluor Corporation. The company faced challenges in the 1980s due to a global recession in oil and gas and losses from mining, leading to restructuring, but it responded by pivoting quickly, selling oil operations, and diversifying its construction work. In the 1990s, Fluor continued to reinvent itself, adding services like equipment rentals and environmental work.

Today, Fluor Corporation is a Fortune 500 company, with $16.3 billion in revenue in 2024 and nearly 27,000 employees worldwide. They provide engineering, procurement, construction, maintenance, and project management services for a wide range of facilities, including power plants, petrochemical factories, and government buildings. Their major projects include the Trans-Alaska Pipeline System and the Novo Nordisk diabetes facility in North Carolina.

Fluor's success is attributed to its "Success Formula," which emphasizes quality, early recognition of opportunities, strategic scaling, wise diversification, adaptability during crises, and thinking generationally.

• Lemartec (A MasTec Company): The Vertical Construction Specialists
  • Few construction companies can claim expertise in both horizontal infrastructure and vertical building. Lemartec's integration within the MasTec family creates unique capabilities: they can build the power plant and the transmission lines, construct the airport and install the runway lighting, develop the port and build the ships that use it. This integrated approach eliminates coordination challenges that plague projects requiring multiple specialized contractors.
• Suffolk Construction (Florida Division): The Technology-Forward Builders
  • Suffolk's technology investments focus on eliminating the unexpected. Their predictive analytics identify potential delays before they happen, their virtual construction models reveal conflicts before they're built, and their real-time project tracking ensures every stakeholder has accurate information. This technological sophistication allows them to guarantee outcomes that other contractors can only hope to achieve.
• Ajax Building Company: The Southeast Regional Powerhouse
  • Building in Florida requires expertise that doesn't exist elsewhere: structures that withstand Category 5 hurricanes, materials that resist humidity and salt air, and construction schedules that account for severe weather interruptions. Ajax has developed specialized techniques for each challenge, from wind-resistant design to rapid construction methods that minimize weather exposure
• Wharton-Smith: The Florida Infrastructure Specialists
  • Wharton-Smith builds infrastructure designed to serve Florida for decades, not just years. Their projects incorporate future growth projections, climate change considerations, and technological evolution to ensure today's investments remain valuable tomorrow. This long-term perspective drives design decisions that may cost more initially but deliver superior value over time.