Eight months into his tenure as President and COO, Tony Church is focused on a simple but powerful idea: building on what Cannon Building already does exceptionally well. The company’s next chapter is not about reinventing a successful business, but strengthening and expanding the foundation established over the past 32 years.
“The foundation was already there,” Tony says. “My focus is helping us build on it and create opportunities for the next generation of employees.”
Since joining Cannon Building in November 2025, Tony has worked alongside co-founders CEO Tim Cannon and Vice President of Marketing Sally Cannon, as well as CFO Jake Schreiber, to strengthen the leadership team and position the company for sustainable growth.
A Vision for the Future
Tony was drawn to Cannon Building by the opportunity to help guide an established company through its next phase of growth while preserving the values that made it successful. With a strong reputation, talented people, and long-standing client relationships, he saw tremendous potential to build on the company’s legacy.
By honoring the culture and relationships that have defined Cannon Building while embracing new ideas and evolving market demands, Tony believes the company can grow without losing sight of who it is.
That philosophy is rooted in his own experience growing up around the construction industry. He sees his role as helping guide a leadership and ownership transition that will create lasting opportunities for employees well beyond the tenure of today’s leadership team.
A People-First Mentality
Ask Tony about the most important part of a construction company, and he does not hesitate: “It’s the people.”
With a smile, he adds psychology should be a required minor in construction management programs. According to Tony, the most challenging transition in his career was not technical—it was learning to lead people, develop teams, and help others grow.
That experience shapes what Tony calls “purpose-driven leadership,” an approach centered on mentorship, accountability, and meaningful relationships. It means staying connected to project teams, investing in employee development, and treating honest conversations as acts of care rather than criticism.
This people-first philosophy influences everything from recruiting and mentoring to succession planning and client relationships.
“You can have a deeper connection with a smaller group of people in a company structured like Cannon Building,” he says, “and truly feel connected to the great work the company is delivering.”
Intentional Growth
Tony is candid that growth must be strategic and intentional. Having watched the San Diego life sciences market surge and then cool, Cannon Building’s leadership team is increasingly focused on diversification.
The company is expanding its presence in higher education, defense, advanced manufacturing, and commercial office markets. At the same time, it remains selective about the clients and projects it pursues as it builds its track record in these sectors.
Central to this strategy is what Tony calls a “seller-doer” culture, in which every employee—not only the business development team—plays a role in strengthening relationships and communicating the company’s value.
Measurable Momentum
One of the most significant milestones of Tony’s first eight months was securing Cannon Building’s first project with Sharp HealthCare in San Diego. The relationship had been years in the making, and the project was won against larger, more established competitors.
Tony also points to several achievements that demonstrate the company’s growing momentum: recruiting additional senior leaders, revamping the business-planning process, and generating sales that are nearly double where they stood at the same point last year.
As Cannon Building enters its next chapter, Tony’s priorities remain clear: invest in people, pursue intentional growth, and preserve the values that have guided the company for more than three decades. For him, success is not about changing Cannon Building—it is about helping the company become the strongest version of itself.
“I firmly believe that, as a mid-sized general contractor, we can provide the talent and technical capabilities of larger GCs while delivering the unique, boutique experience many clients want,” Tony says. “That’s a huge differentiator in the markets we serve.”