dna of a vp report

DNA OF A VP OF CONSTRUCTIONhays-us.com/DNA-Construction

https://www.hays-us.com/dna-construction/index.htm

CONTENTSABOUT THE REPORT

What does it take to become a Vice President (VP) of construction?This report is designed to give you insight into what it takes to achieve a leading role in construction in the US. Which qualifications really matter? How important is international experience, bilingualism, experience in multiple industries and sectors? Which personal characteristics are common among our construction leaders?

Based on the results from more than 100 director level and above survey respondents and interviews with leading professionals we have put together this report to help you map out your career path.

METHODOLOGY

SurveyHays surveyed more than 100 construction leaders from Director level to Vice President or above in April 2016. They were asked questions about their education, background, qualifications, international experience, responsibilities, challenges and personal aspirations.

Based on the methodology, we have concluded that becoming a VP in construction requires a strong foundation in terms of technical qualifications and experiences, while simultaneously possessing strong project management skills, having the right soft skills, problem solving ability and leadership skills. Furthermore, it takes moving beyond the project management perspective to become a true strategic business leader, with the profile, business understanding, and strategic planning abilities to drive results. This report is organized based on the insight of these key findings.

While every care is taken in the collection and compilation of data, this report is interpretive and indicative, not conclusive. This information should be used as a guide only.

hays-us.com/dna-construction

Introduction 3

Message from James Hawley, EVP, Hays USA 3

The Career Path 5

1. Key findings 6

2. The path

Build a broad foundation of knowledge

8

10

Become an expert in project management 13

1. Develop crucial soft skills 14

2. Excel at problem solving 15

3. Build efficient teams 16

Beyond the project; become a business leader 18

Hays Recommendations for professionals 21

Hays Recommendations for employers 22

Building Key Relationships 24

1. Key findings 25

2. View from the top 26

Traits to Success 28

1. Key findings 29


Beyond the Job Description 32

1. Key findings 33


About the Respondents 35


3 DNA of a VP of Construction

On behalf of Hays Construction, I am pleased to launch the first Hays US DNA guide - DNA of VP of Construction.The first report of its kind in the US, this guide is a crucial tool for career and workforce planning. Hear from top construction executives about how they reached their role, and what they look for in hiring, to inform your career and HR decisions.

The words that come up repeatedly when we talk to industry leaders are relationships, integrity, and hard work. For all the new technology and changing markets, construction is still an industry built on the values of community and connections. As Peter Morandi from Eastman Cook says, “The way I run my business is still on a handshake and you only pull out the contract on the rare occasions when there is a difference of opinion. Our industry is all about the relationships.”

Invest in your network, build that reputation for work ethic, integrity, and results, and you’ll find it easy and lucrative to progress in construction. It’s that simple, which of course means it takes a lot of work and preparation to achieve.

I would like to personally thank all of the construction leaders who contributed to this report. I think those in the industry will find it a valuable tool for personal career planning, professional development and organizational team building.

James HawleyExecutive Vice President Hays USA

INTRODUCTION“I love that this job changes every day and that I get to deal with people. I get to work with some of the most creative, technical and smart people out there and everyone in between. In any one day I will deal with architects, engineers, lawyers,

politicians, recruiters, laborers, etc.”

Paul Reehling, Principal, OTL

“Treat the company like you own it. Not from an ego perspective, but in terms of being invested in the results and performance of the company. No one works harder than the business’s owner. Be the first one in and the

last one out. You must enjoy the hard work if you are going to be a leader. And it can’t just be about optics – sitting at your desk until 8pm doesn’t count if you’re not being productive. You have to see your success as contributing to the company’s and vice versa.”

Jack Brown, Senior Vice President, CBG Building Company

“There are lots of different routes to leadership in this industry. Find the one that is best for you. You can be a leader in safety, you can be a leader in pre-construction, you can be a leader in construction, you can be a leader in risk or

finances. As you enter construction you need to know those different paths and think about what interests you. If you are too quick to pick you get pushed into a role that you might not love down the line, so try to get some experience in different areas so you know what you want from your career.”

Chris Desko, Project Executive for the Texas Division, Clark Construction


interpersonal skills and leadership skills become far more important. What is your advice to someone who wants to pursue an executive career?I think first you need to be successful in the role you are in. People often look too far ahead. I am someone who needs to know where I am going - if I am going to make a decision today, I need to know where I aim to be in 3-5 years. So I definitely advocate for setting those long-term goals, but at the same time, I am keenly focused on being successful in the job I am in today. The key success factor for future success is past success.

Have you ever worked abroad?Yes I have. I have traveled for international projects across Mexico, Canada, Europe and some pre-construction projects in Asia. I think it’s more and more important to get that variety of experience. The reality is that construction and design is a global market, so having that experience and understanding the different delivery methods and financing methods around the world is becoming very important.

What is the one trait you need to be a VP of construction? I think it’s critical to have decision making skills. The ability to research, to educate yourself, and make an informed decision is crucial. Organizations need leadership and direction in order

INSIDER INSIGHTQ&A with Jim Brownrigg Vice President & Business Manager for Houston OfficeTurner Construction, Houston

Have you ever second guessed your career path?Sure, I think it’s natural to step back and take some perspective on your career. It’s important, even if you stay on the same career path, because otherwise you can end up somewhere that’s not a great fit simply by following that inertia. Take some time to think about your natural abilities, your priorities and how your skills are being used, whether the direction you’re moving is satisfactory, whether you’re still learning and growing. Personally, every time I have stepped back, I’ve looked at construction and seen the opportunities to build high performing teams and to solve problems, and it continues to be a very motivating experience because of the challenges in front of us.

What is the biggest obstacle you’ve faced along your career path and how did you overcome it?I think the biggest obstacle has been that construction is very slow to change. It’s a very high risk industry and very resistant to change, for

In his role as Vice President and Business Manager, Jim Brownrigg is responsible for the day-to-day construction operations of the Houston Turner Construction Office. Jim has previously served as a Vice President in Turner’s Global Critical Facilities Market Segment, managing a group of technical construction staff and supply chain experts focused on mission critical equipment and systems. In this role, he completed over 20 projects in North America, Europe, and SE Asia. Prior to his current role, Jim was a founding member and served as Vice President for Turner Logistics, Turner’s supply chain management subsidiary.

some good reasons, but also out of fear. While there are some great innovators, I think it’s been a challenge to continue to drive innovation and push change in the industry.

As for overcoming it - sometimes through sheer will! But also by finding a company, namely Turner, which has embraced the entrepreneurial spirit and the openness to innovate and change. We look to hire people who want to find new ways to push the industry further along. Turner is a great fit for me as it provides that environment that welcomes, supports and rewards that entrepreneurial spirit and innovation.

What technical skills do you think are integral to the role?At different stages in your career those required technical skills will change. When I was starting my career it was my understanding of mechanical, electrical & plumbing systems, my background in that sector was a big reason for my success coming into a construction company. As my role evolved, it’s more about interpersonal skills and the ability to lead and build teams. In our industry your interpersonal skills and leadership skills are often over-shadowed by your technical skills, but as you evolve in your career, some of those communication skills,

Jim’s insight...

To read more executive interviews please visit: hays-us.com/dna-construction


to move forward. The inability to make a decision causes a domino effect throughout the business, which can end up being worse than making a bad decision.

Is there anything that the next generation should know?We need to do a better job educating people about the opportunities that exist in construction. We’re facing a shortage of skilled trades, a shortage of estimators - there are lots of specialist areas that are huge opportunities and I don’t think young people are aware of them. A degree is still important as we need engineers, technical problem solvers and so forth, but now we also have a serious skills gap in the trade level. There are substantial career opportunities to make a very good living from a trade.

What advice would you give the next generation of construction leaders?Get a strong foundation. Focus on something that you can get a level of deep expertise in. When you can understand how the foundations are poured, how the electrical system work, how the plumbing systems work, then you can provide real value to your owners, the leadership and the subcontractor team on the construction site.



THE CAREER PATH

97% of construction VPs are happy with their career choice

The following section outlines career path trends from the survey findings.

In this section you’ll find key insights on:

• The foundations of a long career in construction• Trends across different functions• Key steps to reach the next career level

“You should always be in continuing education mode. This industry is a never-ending learning process so you should strive to learn something new every day. When you are presented with an opportunity to do or see something

different, soak it up. If I know I have access to a job site where they are doing something differently to what I have previously seen, I will force myself to visit it during some spare time or a weekend and have a look around. This will, again, grow your sphere of influence.” David Gregory, Vice President, Bravo Builders


<5 years: entry level/technical work

Construction/technical

knowledgeDay-to-day

operations

1. Build a broad foundation of knowledge Construction is a technical field and understanding the day-to-day operations – how a building is built or a project is put together – is key to building your career. In the early stages of a career, getting field experience and working in or with a variety of functions will help construction professionals develop the technical knowledge necessary to progress. Those who have a clear understanding of how different roles and functions interact will be better able to progress to a role that requires managing staff from different parts of the business.

2. Become an expert in project management Not every construction leader will be a project manager, but everyone needs to be able to manage projects and teams. You need to be able to oversee the people and moving pieces that interact to achieve the best outcome. This takes the combination of communication and soft skills, advanced problem solving skills, and the ability to lead a team so you can successfully drive results by finding solutions and improving efficiency and productivity.

3. Become a business leader Leading teams and leading a business require different skill sets and focus. A senior leader in construction must have the vision and business acumen to drive their company forward – proactively addressing potential issues both immediate and long-term. Embracing a strategic role in determining organizational goals and directing it towards a brighter future will take the construction manager to the next level as a true leader in the company and industry.

KEY FINDINGS CAREER PATH SUMMARY

Most important aspect of the leadership roleLeast important aspect of the leadership role

The average construction executive achieved their current job between 10 and 20 years. This diagram is based on this time frame and is not meant to be an exact depiction of the time scales it takes to achieve this title.

10-15+ years: sr. management to executive

Strategic

planning

People Management

Problem resolution

Providing solutions to meet

organizational goals

3 - 10 years: project & people management

Commercial understanding

Communication

The entrepreneurial nature of the construction profession rewards hard work and proactive problem solving, with opportunities for every skill set. The construction industry is one of the strongest in the country and has numerous opportunities for ambitious professionals to reach senior levels. There are many ways to reach senior management and the C-suite, but every career path has similarities. Those aiming for an executive position will be expected to display technical expertise and knowledge, and while they may not need to be experts in every function, they must display a business understanding of how various functions interact and impact the company. Beyond the technical this is very much a relationship-driven industry, both internally managing projects and teams, and externally competing for bids, working with contractors, and making hiring decisions. A construction professional’s network and reputation are both crucial for success and those assessing their career options should ensure they are investing the time and effort necessary into building relationships and their personal brand.

BUSINESS LEADERSHIP

PEOPLE MANAGEMENT

BUSINESS KNOWLEDGE

The following diagram is based on our research and showcases the path to becoming a construction leader, based on what today’s leaders rank as the most important aspects of the role.

CORE VALUE: Work ethicThroughout every level the consistent message is that reaching construction senior leadership requires hard work and a strong personal work ethic. The work load is often high, and the number of moving pieces to monitor requires considerable organization and oversight. Construction leaders tell us they struggle with work-life balance, but the pay off, from successful bids and projects to potentially starting your own company, makes it worth it.


will have the best outcome. If you can’t make a decision then you’re holding up everyone else from doing their job.

What is your advice to someone who is pursuing an executive career?Try to get exposure to as many aspects of the business as possible, diversity in experience is crucial. Not everyone needs to start as a laborer, but everyone needs to understand what a building site looks like, how all the trades and contractors work together and what the process of building looks like.

I would also emphasize developing the financial skills that will serve you as a business leader. At every level of the business you will benefit from being able to read a financial report and understand how all the different aspects of a project affected the results you’re seeing. Where did you meet your budget? Where did you go over? Where can you find savings or efficiencies? If you can understand that at a project level, at a regional level, and then at a national level - and depending on your company potentially at an international level as well - then you’ll be able to really add value to the business.

How important is networking?I think relationships are very important. However, I think that sometimes people get very focused on just meeting people in the industry and thinking that that’s the same thing. In my opinion, if you’re good at what you do, then the

INSIDER INSIGHTQ&A with James Riso PrincipalThe Briarwood Organization

Have you always aspired to becoming a VP of a construction company?Yes, it’s a family business. We’ve been doing it since 1912. I started out helping my father when I was a kid and have been in the industry ever since. It wasn’t a role that was just handed to me. I started at the bottom as a laborer, working on sites and learning how the business operated on the front line. Understanding all the moving pieces that go into building something was my introduction to the industry and I built my career from there.

What technical skills do you think are integral to the role?You need to be able to organize and delegate. Keeping track of all the people and tasks, knowing who is responsible and how any one deadline or task impacts all the others along the line. It’s one reason I think starting your

James Riso is a principal of The Briarwood Organization and primarily responsible for overseeing the daily operations for all general contracted, construction managed and Briarwood-developed projects, as well as overseeing daily operations of the company, including property management. James is a past president and current board member of the Queens and Bronx Building Association, a past president and current board member of the Bayside Village Business Improvement District and a board member of the New York State Association for Affordable Housing. He is also a member of the Workplace Development Advisory Board. He is a Certified Green Professional through the National Association of Home Builders. Mr. Riso holds a bachelor’s degree in architecture from the New York Institute of Technology as well as a master’s certificate from the Schack Institute of Real Estate at New York University.

career on site is such an advantage. Seeing all the things that contribute to a successful build, and knowing how one delay can cause problems across the site and project.

If you’re able to visualize the whole project in your head then you can be very effective and efficient in planning and managing it. You need to be both detail-oriented, and very aware of the big picture. The combination of both of those, and knowing which one is important in which situation, will make you an excellent project manager, and company leader.

What attributes/characteristics do believe are integral to the role?As a business leader I think financial acumen and negotiation skills are important. This is a relationship based business, and the financial decisions you make could have long-term affects on your company. Can you negotiate and make a deal that works for all parties, while still maintaining those relationships? Those skills are crucial. And there are lots of different skills that go into negotiating. Communication is vital, as is mediation - you need to understand what everyone brings to the table, and what their priorities are for the contract.

Another aspect, which I think is important beyond negotiating as well, is decisiveness. Some people get really overwhelmed by the amount of information and options. You have to be able to see through all the noise to find a solution that

James’s insight...


networking follows. If you work hard, treat people well, and operate with integrity then you will build strong relationships. That’s your network. That’s what’s going to build your reputation and drive your career.

Compared to five or 10 years ago, how has your role evolved?The biggest change is the computer and the internet. Everything is instantaneous now. A decade ago communication was slower, you would have to wait for information, designs and drawings also took much longer. Now, everything is a lot quicker. It ties into what I was saying earlier about decisiveness. In an age of instant communication you need to be able to analyze data quickly, gather information, talk to experts and draw conclusions, all in a comparatively short amount of time.

What is your advice for the next generation of aspiring leaders?You can’t be an expert in everything, so you need to surround yourself with people who have a different knowledge and background. You need to be able to deal with different types of people. You can’t let your job title go to your head. You can learn from everybody. I’ve learned from project executives and I’ve learned from laborers on job sites.



THE CAREER PATH

“You need different skills at each level, but I would sum it up as overseeing your domain. Take responsibility for what you oversee, no matter your level. At the mid-level you should know all the major components of

the project, all the moving pieces.”Paul Gingold, Vice President, CM & Associates

“You have to be able to share and convey your vision to your staff. The organization of your business will be built through leadership, so this is key. You need an understanding of the basic principles of business – time, value,

money. Going back 10 years ago, my role was much more functional; 5 years ago it was tactical; now it is strategic.” Oscar Vera, Vice President of Purchasing & Estimating, Cauldwell Wingate


Following this path and being open to learning at every stage will help professionals understand how their technical knowledge and diverse experiences can serve a business.

This path will allow professionals to unlock their potential, improve efficiencies and lead during situations of change or problem resolution.

Employers should recognize the benefits of exposing construction professionals to a range of functions and roles, which will help them develop the technical, tactical, and strategic skills needed to lead a construction company in the future.

The following sections cover:

1. Building a broad foundation of knowledge

2. Becoming an expert in project management

3. Becoming a business leader

“The field is the most important role and time you can have in the construction industry. When you’re early in your career the office seems great – it’s got AC, it’s more pleasant – but the field is where you’re honing your

most important skills. Problem solving, dealing with different people, leading sub-contractors and other employees – those skills are more important once you move into a management role.” Torrey Hawkins, President, Angler Construction

Commit to success. Never stop learning, focus on your goals and diversify. I’m constantly reading and learning to better myself. If you invest in yourself, you’ll succeed.

Get a diverse group of mentors. Reach out to various business leaders; HR, finance, and others outside of organization to get coaching from different perspectives.

What is the secret to success as a CIO?

You must be an effective leader. Stop talking at your team, start asking questions and listen. Asking questions gets people to think critically and engages them, which will in turn result in the best solutions. Doing this gives them an opportunity to grow, which will in turn create a successful team. You need to be a role model by showing them that you’re a “doer”. Lead by example. Having an effective team is the secret to success; because without them, the organization will be unable to execute.

Why did you want to become a CIO?

I’ve always been entrepreneurial. I wanted to be a leader and had a passion for IT; CIO was the perfect role for me. Becoming a CIO was my goal for quite a long time. I started in technical support and grew to be a systems administrator, and continued to grow, building on my experience and education and within nine years I moved up into the CIO role. It wasn’t easy; I worked very hard to chase my goal.

As CIO, you must understand the inner workings of business and how technology can make a difference. I’ve worked in all areas of IT (network, systems, software development, etc.). This diverse experience throughout my career was vital because it gave me a solid foundation, which then allowed me to focus on leadership. A CIO, compared to a director of technology is a more strategic position. The CIO, is less focused on infrastructure and IT operations, and more focused on the business. I do a lot of reading, I read many articles and books on business

to learn, how organizations function or how to be a good mentor or leader to push that part of my development.

What challenges have you faced along your journey to becoming a CIO?

The primary challenge I faced was discrimination because of my age. It can be difficult to build credibility when you’re younger than people expect a senior manager to be. I was confident in my ability and worked hard at demonstrating my leadership skills, but people sometimes had a hard time overlooking age. I formed relationships with key people to build trust and worked hard to prove that I was an effective leader. One of the keys to my development, was to listen, and learn from the leaders around me.

Business is competitive and people can be intimidated when they see someone progressing quickly. Stay aware of your surroundings; are things lined up properly to get you to where you want to go? Is there a clear path for you to grow? Do you have the right people surrounding you? Sometimes you need to make a change and find a new environment in order to reach your goal.

Beyond education and work experience, what do you think stood out in your resume that led to you being hired for the position?

The whole point of your resume is to paint a picture of yourself to the hiring manager. You’re telling them a story of who you are in relation to what they

want for the organization. When applying to the job, look at the job description and figure out what they really need and tell them why you can succeed.

Show them how you’ve been effective in that role before. Share your success stories and the results you’ve brought. You also have to convey a willingness to adapt, change and learn.

Once you get to interview stage, it’s about the soft skills. If you have a solid technical background, you have to demonstrate your leadership skills and people skills (such as emotional intelligence) as they play a huge role. How do you deal with cultural shifts; how do you manage change? This is the part that lands you the job.

How often do you work on your technical skills/staying on top of the latest tech trends/developments?

At the management level you have to focus on honing your leadership skills. It’s crucial to learn the aspects of business and partner with units such as HR. You need to start releasing from the technical world. It’s tough to let go of the technical side as technical people tend to want to do things themselves, but you have to step away and let your team do it.

What advice do you want the next generation of IT professionals to know that is integral to their career progression?


INSIDER INSIGHTQ&A with Stephanie CesarioManaging DirectorHillmann Consulting

What is the biggest obstacle you’ve faced along your career path and how did you overcome it?In my previous role with Hunter Roberts, I had the opportunity to help the firm establish its operational procedures. It was a challenge, but through commitment and diligence in training our team and partners, we were successful. I believe this collaboration led to the strong presence Hunter Roberts has in NYC today. The key to my success was finding mentors who could help me define our business principles, while developing my own core values and leadership skills. Throughout this professional journey, I had mentors from different backgrounds.

What skills do you think are integral to role?The ability to communicate. No matter what market or sector you’re in, across all professions, if you can communicate you’re already one step ahead. This business is very much about relationships and if you can communicate effectively across generations you will be respected and successful.

Stephanie Cesario has more than 15 years of experience in the Architecture, Engineering and Construction (A/E/C) industry in both the Tri-state area and Midwest, holding a Graduate Certificate in Real Estate Development from New York University and a Bachelor of Arts in Architecture from Lehigh University. Stephanie began her career in Chicago designing renovations for elementary schools in the downtown area, while also working on a high-rise condominium complex at Northwestern University.

What attributes/characteristics do believe are integral to the role?Know your personal core values and how these translate to your business principles.

I think having a consistent set of principles you work from is more important than having a routine or very strict way of operating within your business. The market changes, your team changes, and you need to be able to assess what is working and what is not working. Professional change, self-reflection and evaluation is important and healthy. You might need to adjust your behavior, your processes or your goals, but always centered on those core values or principles.

What is your advice to someone pursuing a management/executive career?My number one piece of advice is to get a mentor. Someone, or more than one person, who can help you guide and improve. It’s been crucial in my career.

I also rely on peer reviews. It can be difficult to receive, but it is certainly the most beneficial way to find areas for improvement. Welcome their feedback, seek it out, ask for frequent input. This will allow you to get used to receiving feedback and will improve your leadership skills. It is also a sign of respect back to your peers that you want them to grow and want to grow yourself.

What is the one thing you have to have to be a VP of a construction company? Grit! Construction is a challenging and rigid business, and has the ability to be antiquated at times. As a young woman building in one of the most dynamic and complex markets in the world, you need to be able to deal with complicated situations, difficult conversations, and some big personalities. It’s exhilarating, but you do need perseverance and resilience.

In your opinion, how important is networking?Networking is a very important part of the construction industry. You need to put in the face time and build relationships. It helps you improve your communication, hone your presentation skills, and increase your knowledge of different parts of the industry.

In today’s world of technology, smart networking is important. Social media is helpful, but it can’t be the only tool you use. People do research on you before you meet them so you need to be professional online and off.

Compared to five or 10 years ago, how has your role evolved?I’ve gone from a day-to-day project manager, to department leader, to CEO of a small business within a bigger business. It’s the move from being an excellent manager, to being a business leader.

Stephanie’s insight...

Is there anything that the next generation should know?Invite more face time with managers and rely less on texting and email. Recognize that in the construction industry face time is paramount. Gaining the confidence to walk into your manager’s office and follow up rather than just emailing will set you apart from your peers.

What advice would you give to the next generation of aspiring construction leaders?

1. Get a mentor. There’s no better way to elevate your career.

2. Establish your annual expectations, and check in on the goals you set professionally. Do not allow yourself to get stuck in one role because someone else thinks that might be the best role for you.

3. Test your ability to manage others as early as you can in your career; you will learn a lot about yourself.

4. Challenge and push yourself to grow and develop your skill sets through exposure to different opportunities. For example, join a business organization, sign up for a club or program at work, or donate your time to a non-profit affiliated with the construction industry.




0%

20%

40%

60%

80%

100%

Proj

ect

Man

agem

ent

Con

trac

ts

Estim

atin

g

Cos

t C

ontr

ol

Ope

ratio

ns

Site

Sup

ervi

sion

Adm

inis

trat

ion

Dev

elop

men

t

Cus

tom

er S

ervi

ce

Prop

erty

/Fac

ilitie

sM

anag

emen

t

Arc

hite

ctur

e/In

terio

r D

esig

n

Civ

il En

gine

erin

g

CA

D D

raft

ing

Envi

ronm

enta

l Eng

inee

ring

Mec

hani

cal E

ngin

eerin

g

Elec

tric

al E

ngin

eerin

g

BUILD A BROAD FOUNDATION OF KNOWLEDGE Day-to-day operations and construction/technical knowledge are rated as the two most important skills for entry-level and junior construction professionals, illustrating the importance of getting field experience. Site supervision is the most common career starting point, giving construction leaders key front-line skills and knowledge. Estimating and project management were also common, and 12 percent started their careers in trades and labor. One-third have a Construction Management degree, while overall half have some kind of under-graduate degree. However, almost 20 percent have reached their position with a high-school or technical diploma, showing that construction is one industry where hard-work and on-the-job training can still lead to senior management. Education still contributes to success, with one-quarter having completed some kind of post-graduate degree such as a Master’s. LEED remains an important designation, with one-quarter saying they have the certification and the same number saying it is imperative for success.

All the respondents have worked in multiple functions, and 65% of survey respondents have identified key skills in at least 10 of the listed functions. One-sixth (15%) say they have experience in all the industry functions listed. This shows the value in a varied career and finding opportunities to work in as many different sectors and functions as possible to get that broad base of experience.

VICE PRESIDENT RESUME

Education and Certifications• 79% have an undergraduate degree or higher• 31% have a Construction Management degree• 27% have LEED certification• 21% have an MBA or Master’s degree• 14% have a BArch qualification

WHAT CREDENTIALS LEADERS SAY ARE IMPERATIVE• 54% say Construction Management• 25% say LEED• 20% say PMP• 17% say MBA

Experience• 30% say construction is a family business• 68% started their career in construction• 24% started in site supervision (field work)

Highest level of education


1.2%2.5%2.5%

19.7%

53.1%

9.9%

11.1% High-school

Technical diploma/certification

Undergraduate degree

Master’s degree

Post-graduate certification/diploma

PHD

I did not complete my education

Functions worked in

• 15% identify key skills in all listed functions• 65% have key skills in 10 or more functions• 91% have more than 10 years of experience in the industry

CORE VALUE: Work ethic31% of those who second-guessed their career path said it was due to stress or lack of work-life balance.

“You’ve got to know how to build buildings. You have to understand the bits and pieces that it takes to put together a building. That is the absolute basis of our business and if you don’t understand those technical

pieces then you will struggle to really understand the rest of the business.”Ron Garrett, Houston Regional Manager, Austin Commercial

<1 year

1-3 years

3-5 years

5-7 years

7-10 years

>10 years

Junior to Mid-level

Mid-level to Management

Management to Senior Management

Senior Management to Director Level

Director Level to Executive (C-Suite)

0%

5%

10%

15%

20%

25%

Site

Sup

ervi

sion

Estim

atin

g

Proj

ect

Man

agem

ent

Trad

e/La

bor

Arc

hite

ctur

e/In

terio

r D

esig

n

Engi

neer

ing

Cus

tom

er S

ervi

ce/A

dmin

istr

atio

n

Ope

ratio

ns

Prop

erty

/Fac

ilitie

s M

anag

emen

t

Oth

er

Personal interestsWhat VPs say they do in their spare time57% play sports | 52% travel | 49% cook or garden

Associations/memberships71% list being members of an association, most common include ABC | AGC | PMI | ASPE

AccomplishmentsThe following outlines the time it took to reach a manager level

Position (title) directly held before attaining their current role The following outlines the typical roles that executives held before achieving their current role

32% Vice President 23% Manager 15% Senior Project Manager11% Director 7% Chief Estimator

YEARS OF EXPERIENCE BEFORE LEADERSHIP TITLE

1 – 5 years: 1% 5 – 10 years: 12% 10 – 15 years: 17%

Progression


“I see a lot of impressive resumes from people that have worked on very large projects, but have not done very much in terms of job variety. They’ve been very focused and played more of a specialty role. Those people tend to be limited in what they can do in a

general management or executive position. In order to be in a management/executive level career, you need to understand all the parts and pieces of the business.”Mark L Christensen, President, Christensen Building Group

In which area was your first construction role?

“I have traveled for international projects across Mexico, Canada, Europe and some pre-construction projects in Asia. I think it’s more and more important to get that variety of experience. The reality is that

construction and design is a global market, so having that experience and understanding the different delivery methods and financing methods around the world is becoming very important to know where construction in the US is going.” Jim Brownrigg, Vice President & Business Manager for Houston Office, Turner Construction

3.5%

5.8%

9.3%

26.7% 38.4%

16.3%

13.3%

19.2%

31.3%

21.7%

14.5%

At what seniority level did you find it most challenging to be promoted and move up the corporate ladder?

“First and foremost get your technical skills where they need to be – learn and execute your job well. Try to be an asset to your direct report and company, and learn your manager’s responsibilities so that, one day, you

can step into that role.” Steve Giordano, Vice President, LPCiminelli

15 – 20 years: 17% 20 – 25 years: 21% 25 years: 32%

INSIDER INSIGHTQ&A with Steve OgierPresidentContraVest

Was construction always your career path?Construction was never my initial career path. I was in the military, then medical and financial sales and finally transitioned into a field operations role as an Assistant Superintendent. I had broad transferable skills such as people and project management, so it was a great opportunity, and a big challenge.

What is the biggest obstacle you’ve faced along your career path and how did you overcome it?Experience matters in this industry, so early on when I transitioned to this career there were definite challenges around managing and mitigating issues. I wasn’t familiar enough with the details, the common problems and solutions to be able to find quick answers.

Overcoming it was partly about immersion in the industry. I learned as much as I could as quickly as possible. I asked questions, observed others in the industry, and did research. But I was also able to apply broader experience from my career, and often found new solutions. The benefit of coming from outside the industry is bringing those new ideas and approaches rather than relying on always doing things the same way.

Steve joined ContraVest in 2000 and currently serves as the President of the general contracting company, ContraVest Builders. As a licensed General Contractor in multiple states, Steve has been personally involved in the development and construction of over 7,000 apartment units. As a principal in all three ContraVest operating companies, Steve plays an active role in the apartment development company and site acquisition.

What technical skills do you think are integral to your role?You need to get on-site field experience to increase your knowledge of your product and industry. It will improve every job you do.

What is your advice to someone pursuing an executive career?Leadership and never stop pushing yourself to improve. Spend time in the field and look for opportunities to develop leadership skills. Attend seminars, development courses, and find a mentor. Learn to lead a team, even if it is in the field or at a low level.

Identify the brand you want to have and work to develop that through building a network, delivering results and bringing new ideas to the table. Your brand is your reputation, your professional experience, and your vision. That’s what will get you noticed when there are opportunities for advancement.

What’s your favorite part of your job?The leadership component. I especially enjoy working with a team of skilled, driven people, and developing that next generation of talent. When you have a great team you are able to deliver results. This enables us to get the next job and the team is rewarded.

In your opinion, how important is networking?Incredibly important – you need to be able to connect the dots, both

internally and externally, as a professional and as a leader. Those relationships are key. The people you know give you avenues to go to for advice, support or to find business opportunities. It’s been fundamental to my success and for ContraVest’s.

How important is social media for networking/helping achieve career goals?It’s extremely important now. You need to have a quality profile, especially on LinkedIn. I have hired four people from LinkedIn. It breaks down barriers so you can connect with people who might be a great hire or a great boss, but for whatever reason you never would have met at events or in person otherwise. Social media can give you a level playing field, especially if you don’t have an existing network because you’re new to the industry or region.

Compared to five or 10 years ago, in your opinion how would you say your role has evolved?You need to be more tech savvy. Technology continues to change quickly and while you don’t necessarily need to use all of it, you need to know what is available and what is valuable. If you don’t keep up then you will get left behind. Technology can offer a lot of opportunities for efficiency and accuracy so the companies and individuals who embrace it will be working more effectively. You can get a lot more done with the cell phone in your

pocket today than you could with all the technology available 10 years ago.

Is there anything that the next generation should know?Regardless of your background or education, be ready for the opportunity when the doors open. Prepare now for your next role. Develop yourself as a leader, be a problem solver, build a network and have great relationships, and find a mentor who will help you with your weaker areas. Improving your strengths will only get you so far if you ignore your weaknesses, but if you can fix or improve some of those weaker points then you will be amazed how far you can go.

What advice would you give the next generation construction leaders?Study leadership and set goals that you reflect on and revisit often. Having a goal will guide your development and motivate you to work hard and push yourself. But you need to be able to adjust those goals to align with how your life or priorities change.


Steve’s insight...



Soft skills

Tech skills

In this section you’ll find key insights on:

• Developing crucial skills• Excelling at people management• Mastering advanced problem resolution

62% chose a career in construction because of passion & interest

BECOME AN EXPERT IN PROJECT MANAGEMENT


Continued education: Shift from technical to soft skills.

0%

20%

40%

60%

80%

100%

120%

Junior to Mid-level

Mid-level toManagement

Management toSenior

Management

SeniorManagement

to Director level

Director Levelto Executive

(C-Suite)

Soft skills Tech skills

Communication is #1 most sought-after skill when hiring new team members | When construction professionals reach management soft skills outweigh technical skills in importance.

77% describe themselves as an extrovert

32% speak a second language | The most common is Spanish (69%), followed by French (19%) or Italian (15%) | 77% say speaking a second language has positively affected their career

74% say communication is one of the most important soft skills for construction leaders.

According to the survey respondents, at the management level the balance between soft and technical skills tips, and soft skills become more important. By director level construction leaders spend three times as much time developing their soft skills as their technical skills.

Construction VPs tell us that communication skills are the number one trait they look for when hiring. Construction professionals who want to advance to management and beyond should focus on improving their written and verbal communication abilities.

Effectively overseeing projects requires managing expectations, two-way communication, and working with people in a range of roles and at all levels, while balancing competing priorities. “Communication is vital, as is mediation - you need to understand what everyone brings to the table, and what their priorities are,” says Briarwood Construction VP James Riso.

Communication and interpersonal skills are crucial for working with these different stakeholders, not only in terms of clearly articulating concepts and instructions, but also listening, which is a key part of the skill set. Construction VPs tell us they are open to new ideas (95%), and listening to stakeholders including clients, peers and team will ensure better outcomes.

Another way construction leaders are driving results is by developing their commercial understanding and business acumen. Better understanding of

DEVELOP CRUCIAL SOFT SKILLS

“You need to have a willingness to listen. If you can practice that skill - and I do think it’s a skill - through your early years, will be a huge advantage when you reach a leadership position. Maintaining that flexibility and openness to new ideas opens up a whole new world. When you stop listening to the

people around you, you’re missing out on all that expertise and different perspectives that drive innovation and results.” Peter Morandi, CEO, Eastman Cooke


the different roles, requirements, and resources that go into each project will support these professionals in ensuring seamless cooperation internally between individuals and departments, and externally between developers, sub-contractors and other stakeholders, to improve productivity, efficiency and results.

CORE VALUE: Work ethicRespondents rate work ethic as the #1 most important soft skill a VP of Construction needs to succeed.

“It’s not technical skills that are utilized at the upper management level. Your path may have included a high level of technical skill. However, it’s your ability to lead, motivate and strategize

that are integral to your role in upper management.“ Eric Brody, Principal & COO, Wonder Works Construction Corp

Problem solving is the second most important skill for managers and senior managers (after people management) | It is also rated in the top three skills throughout the career path

74% say they are methodical decision makers 26% say they are impulsive or spontaneous decision makers | 92% say that as project leads they are confident in all decisions | 8% are cautious and sensitive to criticism

95% say they like new ideas and welcome new ways of doing things | 5% prefer sticking to traditional, proven processes

36% say the biggest mistake they have made was a managerial one | 26% say it was a strategic error | 17% say it was a technical error

29% say an MBA or Master’s degree is imperative for today’s construction leader

Problem solving and providing solutions to meet organizational goals are considered two of the most important skill sets for a mid-level to management professional. In combination this indicates that construction professionals must be able to find practical solutions during organizational challenges. At its heart, problem solving is about assessing each situation and finding specific behaviors, programs, or processes to introduce to overcome the challenge.

Unfortunately problem solving often arises from errors – and recovering from mistakes is a key part of problem solving. “You’ll make mistakes but it’s how you react to those mistakes that matters. How you overcome them and persevere that are important,” says Eric Brody, from Wonder Works Construction. One-third (36%) of VPs tell us the biggest mistake they have made was a managerial one, while 26 percent say it was a strategic error.

One piece of problem resolution, according to Jim Brownrigg from Turner Construction, is the ability to make decisions based on all the available data. “The ability to do the research, to educate yourself on all the different factors, and then be able to make an informed decision is crucial,” he says. “The inability to make a decision causes a domino effect throughout the business, which can end up being worse than making a bad decision.”

An effective project manager is not frozen by too many data points or possible outcomes, but is able to make a fast, effective decision for the good of the project.

EXCEL AT PROBLEM SOLVING

“One of my favorite parts is problem solving. If there were no problems there would be no need for managers or superintendents. Problem solving, finding solutions, coming up with the best way to solve them. That is kind of what drives the industry, and it’s what drives me. It’s never the exact same

problem so it’s never the same solution, from day-to-day, and project-to-project, problem solving is what keeps it engaging and exciting.” Chris Desko, Project Executive for the Texas Division, Clark Construction


CORE VALUE: Work ethicThe construction leaders we spoke to aren’t resting on their laurels now that they’ve reached VP level or above with 88% of VPs taking part in professional development at least once a year.

“I like problem solving. When you get to combine your technical knowledge with your lateral thinking skills plus often some teamwork and learning new things

- that’s when you can take your project to the next level. It’s very satisfying at the end of the day to have something you can point to and know you made it happen.“ Tony Miliote, Vice President, Tri-state Institutional, Shawmut Design and Construction

89% say their team’s overall ability was important in helping them achieve their current role

25% say their mentor was the biggest influence on their career, second only to those who said their father (33%)

40% currently have a mentor | 87% have ever had a mentor | 31% say they would not have reached their current role without the mentorship they received

56% are currently a mentor | A further 29% have been a mentor in the past

84% of construction VPs say they have a friendship-based management approach | 16% direction-based

No matter how hard someone works, or how much expertise they have, no one can do everything themselves. An effective team is critical for success. Almost all VPs (89%) say their team’s overall ability was important in helping them achieve their current role. Investing time and energy into becoming a better team leader will fast track your career, as well as your team’s. The majority of construction VPs (84%) say they have a friendship-based management approach. This connects back to communication and soft skills as they prioritize building relationships with their team over embracing on an authoritarian approach.

Construction leaders identified delegation as their biggest weakness, with difficulty collaborating as the third highest. The ability to work on a team, assign tasks, and trust others to complete their tasks is crucial. “Nurture the ability in yourself to stand back and let other people seek out their own solutions, or to support and direct without micro-managing,” says Schimenti Construction president Matthew Schimenti. “It does require being able to let go, which is something that I struggle with, but when you have great team members you want them to reach their potential.”

Look for opportunities to practice this skill before reaching management. The balance between good oversight and micro-managing is a delicate one, and professionals who fall too far one way

BUILDING EFFICIENT TEAMS


“You need to have strong people management skills – you need to learn people’s strengths so that you can build a successful team. I have an open door policy so that everyone knows they can speak to me at any time so my team is proactive about asking questions,

confirming details and preventing problems. Providing leadership is key because you need people to know that the team is moving towards success.”

Steve Giordano, Vice President, NYC Office, LPCiminelli

or the other will struggle to achieve their organizational and personal career goals.

Another reason to focus on developing successful teams is to back-fill the succession chain. Setting the company up for future success by developing the next generation of leaders is key for both organizational and individual success. Many VPs (56%) are actively mentoring the next generation, and 87 percent have had a mentor themselves at some point in their careers, showing the importance of both learning from those ahead, and of passing on expertise to the next generation.

CORE VALUE: Work ethicConstruction leaders take time out of their already busy days to give back to the next generation. More than half of VPs (56%) are currently mentors and 85% of VPs have been a mentor at some point in their careers.


How important is networking?Networking is very important, and you can’t just network with one level. You must network up and network down. Get to know the people that you manage and the people that manage you. When you network with the people who work for you then you keep your finger on the pulse of what is happening in your company, what are their challenges, their gripes, how can you make their experience better? What ideas do they have that should be implemented? And when you’re networking up, pay attention to the skills and concerns that the people above you have. That’s your next career step so if you can start thinking like an executive, start practicing the skills you’ll need, then it will be a smoother transition into that role.

What advice would you give future construction leaders?Success is driven from those willing to go the extra mile. Whatever helps differentiate you from the pack, do it. Work harder than the guy at the next desk, learn more, build better relationships. This is a competitive field and if you’re determined to succeed then you will bring that work ethic to every task you have, whether you’re a laborer or a VP.

INSIDER INSIGHTQ&A with Justin JeffusVice President, Retail ServicesMycon General Contractors

Have you always aspired to becoming a VP of a construction company?I always planned on being the boss, and I don’t plan on stopping here. I want to be a president eventually. Having a goal is what drives you to achieve more and do better. If you’re satisfied with where you are then there’s no motivation to excel.

Was construction always your career path?Not at all originally – my father ran an environment lab and I thought I would follow in his footsteps, hazmat, environmental services, that kind of thing. But I guess fate or luck intervened. After college a friend was working for a general contractor and I got offered a position running the utilities division, then to build a building.

With over 21 years in the construction industry, Justin provides a strong foundation in construction project management combined with a unique ability to understand and communicate with people at all levels. As Vice President Retail Services for MYCON, he is responsible for the overall direction, completion and financial outcome of multiple retail projects as well as the supervision of multiple project managers within the retail division. Justin is able to provide practical and creative insight into projects from inception to completion. He has a keen eye for detail, a relentless pursuit of quality and he pushes for excellence in performance on each project.

What is the biggest obstacle you’ve faced along your career path?There was quite the learning curve that went along with being so focused on the environmental industry so I had a lot to learn getting into construction. The only solution was to work hard. Work until you can’t work anymore. Go meet the really experienced superintendent on his site on a Saturday. Go see that 2 a.m. concrete pour. Consistently go above and beyond, not for the accolades but for your own sake.

What skills do you think are integral to role?You need to be able to quickly read a situation. Assess the data and reports, understand the different stakeholder priorities and motivators, know what outcome will be best for your company and then be able to make a decision based on all of that information.

The other piece that I think is critical is a customer service mentality. No matter what level you’re at in your career you need to maintain that client-focused attitude. Deliver a quality, well-managed project to your client, and go above and beyond to keep them happy. Answer the phone when they call. Take the extra time to find out their priorities. Be available for them because how they feel about you will determine whether you get repeat business or referrals.

Justin’s insight...

What characteristics do believe are integral to the role?It’s all about work ethic. You can go very far in this industry, but you have to earn every step. I think you need to be 100 percent engaged in your role and whatever function or department you oversee. Listen and pay attention to what is happening across the whole project so you can be proactive in solving problems before they arise. Putting in the extra work to stay on top of everything will save you headaches in the long-term because you’re proactively preventing problems, instead of just reacting.

What is your advice to someone pursuing a senior role in construction?Surround yourself with people that know more than you and are smarter than you. You need to have a team around you that is efficient, knowledgeable, and ambitious so you can tap into that expertise. The people you work with will determine how successful you are, so hire the best, train the best, and expect the best.

How important is it to be exposed to all areas of the business? It’s absolutely crucial. I am heavily involved in project acquisition, management, workloads, profit, safety and hiring, and I’ve worked in other functions as well. You need the perspective beyond just one part of business which requires working across multiple areas.





Reaching a senior leadership role in construction requires visibility internally and within the industry. You need a reputation for integrity and achieving results to gain a position of trust and influence. Your success in the role will partly be driven by your ability to win and maintain business.Once in the role, as a business leader you need a bird’s eye view on the company that enables you to make organization-wide decisions. Almost one in five (17%) of construction VPs say their biggest weakness is being too detail-oriented, at the cost to the bigger picture. The ability to understand and influence the bigger market factors affecting your company is critical for success at this higher level.

BEYOND THE PROJECT BECOME A BUSINESS LEADER

“Another trait that goes with leadership, and with employee development, is vision. Being the person who doesn’t just execute the plan, but who comes up with it. Seeing the potential in a junior employee.

Knowing where your company could go in five or 10 years. That vision of the future is what motivates me, it’s what motivates my team and my company. Having something to aim for is half the battle.”Joseph Rigazio, Principal & CEO, Talisen Construction

2. Developing business acumenBeyond simply your department, function, team or region, a VP of Construction must have a business sense that transcends silos and technical experience. All the VPs we surveyed had key skills from more than one function and two-thirds say they have skills from more than 10 functions, showing their investment in building a holistic understanding of the business operations beyond developing expertise in just one area.

Two-thirds of respondents began their career in construction, many in site supervision or project management and 71 percent have more than 15 years of experience in the industry. This expertise is invaluable, however, knowledge across functions, including areas such as HR and finance will give the context needed to make high-level decisions.

VPs are taking responsibility for developing these and other skills. The majority of respondents (79%) say professional development is very or extremely important at every level of their careers, and half (48%) invest time in professional development at least once every other month.

3. Become a strategic partner The number one skill required for construction executives is strategic planning. It is also rated as one of the top three skills for senior management and above. As business leaders, construction professionals are being asked to drive short and long-term strategy, contributing to organizational goals and planning.

One-quarter of construction VPs have an MBA, masters, or other post-graduate education, showing they are seeking broader business education beyond their niche construction skills, and 43 percent say these qualifications are imperative for the role. Ambitious professionals would be advised to invest in their own education if they don’t have employer support.

Half the VPs said the most difficult move of their careers was management to senior management, or senior management to director, and 49% said this difficulty was due to a lack of opportunities within their organization. Be proactive about finding these opportunities either internally or externally by building your network and sharing your career ambitions. Employers should be conscious of providing opportunities for progression and new challenges across their business.

1. Building a personal and professional brandConstruction might be one of the biggest industries in the country, but it’s still very much a relationship-based industry. Your personal and professional reputation is central to success in terms of winning and keeping business, finding new job opportunities and attracting the best talent to your team. More than 80 percent of VPs say networking is very important for becoming a construction leader, and more than half (51%) network at least monthly.

When someone you have not met hears your name, what is their feeling about you? That is your brand, and it can make or break a career. Social media is an important tool in supporting and maintaining your brand and 93 percent of construction leaders say it is important to maintain an online resume and professional profile. The changing digital world means that construction leaders are no longer building relationships on a one to one scale, but can potentially reach thousands of peers online. More than a third (41%) of VPs say they already network on social media, showing the importance of this tool for building and maintaining industry connections.

“At every level of the business you will benefit from being able to read a financial report and understand how all the different aspects of a project affected the results you’re seeing. If you can understand that

at a project level, at a regional level, and then at a national level - and depending on your company potentially at an international level as well - then you’ll be able to really add value to the business.”James Riso, Principal, The Briarwood Organization

“Identify the brand you want to have and work to develop that through building a network, delivering results and bringing new ideas to the table. Your brand is your reputation, your professional experience, and your

vision. That’s what will get you noticed when there are opportunities for advancement.”

Steven Ogier, President, ContraVest

CORE VALUE: Work ethic45% of VPs say work load or work pressure are the biggest challenges that impede on their personal time.


PERSONAL BRAND 82% say networking is very or extremely important for becoming a construction leader | 32% attend networking events every month | 19% attend at least bi-weekly | 16% attend quarterly | 15% attend annually 67% network at industry or technical events | 64% at social events | 41% on social media | 40% with associations | 37% at sporting events | 21% at online events 54% belong to at least one national association | 28% belong to at least one local association | Of those with association memberships, 33% belong to Associated General Contractors (AGC) | 30% belong to Associated Builders and Contractors (ABC) | 12% belong to the American Society of Professional Estimators (ASPE) 52% say it is important or extremely important for construction professionals to maintain an online resume and professional profile | 41% say it is somewhat important

BUSINESS ACUMEN

One-third have worked in industries outside construction | 16% left construction for up to 10 years before returning to the industry | 91% have more than 10 years of experience in the industry 90% have more than five years of experience in project management | 89% in contracts | 80% in operations | 71% in administration 15% identify skills in all the key functions listed in the survey | 65% have skills from 10 or more functions

38% have international experience | Of those, 74% have worked internationally within North America | 65% in Asia | 45% in South America

STRATEGIC PARTNER

Strategic planning is the #1 skill needed at executive level | It is rated in top three for senior management and director level

79% say professional development is very or extremely important to their career | 12% say they conduct or take part in professional development every day | 26% annually | 15% quarterly | 18% monthly or bi-monthly

31% say moving from management to senior management was the most difficult stage of their career | 22% say mid-level to management | 19% say senior management to director

49% say the main reason it was difficult to move up was lack of opportunities within their organization | 11% say lack of opportunity in the market

“The evolution for me has been from tactical to strategic thinking, moving from operational

to long range planning. It’s thinking about objectives and how we plan for the future.

Having foresight and planning the overall direction the company is headed is critical.”Peter Morandi, CEO, Eastman Cooke

Commit to success. Never stop learning, focus on your goals and diversify. I’m constantly reading and learning to better myself. If you invest in yourself, you’ll succeed.

Get a diverse group of mentors. Reach out to various business leaders; HR, finance, and others outside of organization to get coaching from different perspectives.

What is the secret to success as a CIO?

You must be an effective leader. Stop talking at your team, start asking questions and listen. Asking questions gets people to think critically and engages them, which will in turn result in the best solutions. Doing this gives them an opportunity to grow, which will in turn create a successful team. You need to be a role model by showing them that you’re a “doer”. Lead by example. Having an effective team is the secret to success; because without them, the organization will be unable to execute.

Why did you want to become a CIO?

I’ve always been entrepreneurial. I wanted to be a leader and had a passion for IT; CIO was the perfect role for me. Becoming a CIO was my goal for quite a long time. I started in technical support and grew to be a systems administrator, and continued to grow, building on my experience and education and within nine years I moved up into the CIO role. It wasn’t easy; I worked very hard to chase my goal.

As CIO, you must understand the inner workings of business and how technology can make a difference. I’ve worked in all areas of IT (network, systems, software development, etc.). This diverse experience throughout my career was vital because it gave me a solid foundation, which then allowed me to focus on leadership. A CIO, compared to a director of technology is a more strategic position. The CIO, is less focused on infrastructure and IT operations, and more focused on the business. I do a lot of reading, I read many articles and books on business

to learn, how organizations function or how to be a good mentor or leader to push that part of my development.

What challenges have you faced along your journey to becoming a CIO?

The primary challenge I faced was discrimination because of my age. It can be difficult to build credibility when you’re younger than people expect a senior manager to be. I was confident in my ability and worked hard at demonstrating my leadership skills, but people sometimes had a hard time overlooking age. I formed relationships with key people to build trust and worked hard to prove that I was an effective leader. One of the keys to my development, was to listen, and learn from the leaders around me.

Business is competitive and people can be intimidated when they see someone progressing quickly. Stay aware of your surroundings; are things lined up properly to get you to where you want to go? Is there a clear path for you to grow? Do you have the right people surrounding you? Sometimes you need to make a change and find a new environment in order to reach your goal.

Beyond education and work experience, what do you think stood out in your resume that led to you being hired for the position?

The whole point of your resume is to paint a picture of yourself to the hiring manager. You’re telling them a story of who you are in relation to what they

want for the organization. When applying to the job, look at the job description and figure out what they really need and tell them why you can succeed.

Show them how you’ve been effective in that role before. Share your success stories and the results you’ve brought. You also have to convey a willingness to adapt, change and learn.

Once you get to interview stage, it’s about the soft skills. If you have a solid technical background, you have to demonstrate your leadership skills and people skills (such as emotional intelligence) as they play a huge role. How do you deal with cultural shifts; how do you manage change? This is the part that lands you the job.

How often do you work on your technical skills/staying on top of the latest tech trends/developments?

At the management level you have to focus on honing your leadership skills. It’s crucial to learn the aspects of business and partner with units such as HR. You need to start releasing from the technical world. It’s tough to let go of the technical side as technical people tend to want to do things themselves, but you have to step away and let your team do it.

What advice do you want the next generation of IT professionals to know that is integral to their career progression?


I continually encourage individuals to develop and maintain their professional networks. Participation with industry peers at both conferences and in professional organizations expands knowledge and generates ideas.

How important is social media for networking?Social media, particularly LinkedIn, is a part of networking as a whole. It lifts geographic boundaries and can help build your network and reputation. However, the next level is the difference and that is the interaction in person. Personal engagement is where you create relationships. I have found it is not the number of connections I have, it is the number of relationships I have developed within those connections which has made the difference.

What advice would you give to the next generation of aspiring leaders?If you work hard and put the effort and investment into yourself you will reap the rewards.

A career path is in steps, much like the path of a business and there are no shortcuts. It is not just about achieving the VP status level it is about continuing to develop and evolve. Don’t change who you are in terms of character and integrity, and don’t back off – stay passionate.

INSIDER INSIGHTQ&A with Matthew SchimentiPresidentSchimenti Construction

What is the biggest obstacle you’ve faced along your career path and how did you overcome it?Personal development has been a challenge. As the business has grown and evolved, and as I have progressed in my career, I had to focus on personal improvement and development.

I really used all the resources and expertise around me. Peer exchange, mentorship, networking – building relationships with people in the industry who know more than I do, or who have different experiences. The ability to pick up the phone and ask someone for input or for a different point of view is invaluable. It gives me a different perspective and lets me make a decision based on information and insight beyond my own direct experience.

What attributes/characteristics do you believe are integral to the role?You need to be able to develop people, which sometimes means resisting your problem solving instincts. Nurture the ability in yourself to stand back

Matthew Schimenti founded Schmimenti Construction Company in 1994. Since then Matthew and his team have earned a strong reputation for reliability and quality in the retail construction industry throughout New York, New Jersey and New England, with a specialty in urban construction within the New York City market. The firm’s client list includes many of the nation’s leading retailers, including Chipotle, Clarks, H&M, Kohl’s, REI, Sephora, Starbucks, Target, Ulta, Victoria’s Secret and Zara. Headquartered in Ridgefield, Connecticut, Schimenti Construction also maintains offices in New York City.

and let other people seek out their own solutions, or to support and direct without micro-managing. It’s very rewarding to coach, mentor or develop others, and to know you’re investing in the future leaders of your company. It does require being able to let go, which is something that I struggle with, but when you have great team members you want them to reach their potential.

Since I believe developing talent is integral to success, I have made training and development a cornerstone at Schimenti Construction. Some key initiatives include leadership assessments and individual development plans that include participation in ongoing training programs.

What is your advice to someone who wants to pursue a management/executive career?Arm yourself with experience of different job disciplines such as pre-construction and understanding conceptual budgeting. You need to have the business acumen to assess and interpret costs for both your business and your clients. Become a filter – don’t just pass information on, add value and insight.

In addition to maximizing all of the learning opportunities afforded you, it is also up to the individual to invest in themselves. This may be taking a course or seeking information from colleagues or online. What you put into yourself is what you get out, so it is up to you to take the opportunity.

Matthew’s insight...

How important is it to be exposed to all areas of the business? It is essential. If you have weaknesses they will be exposed and it will affect your personal performance. Schimenti has a rotational program which includes pre-construction, operations and project management that allows our staff to gain this experience.

What is the one thing you need to be a VP of a construction company?You must have the ability to handle pressure. When everything seems urgent you need to remain calm, gather information, determine priorities, make decisions and assign actions. You have to decipher what is going on around you and not personalize it. As a leader, you must ensure that everyone on your team is pulling in the same direction.

In your opinion, how important is networking?It is top of the list. New York is a large city, but construction is a small business. Being part of the fabric of the industry means you have resources to deal with situations as they arise.

Networking has been crucial in my career. I have mentors and peers who have shared their experience with me which is vital. I’m also aware of my role in passing my experience and knowledge on. As a VP or above you have to be willing to train, develop and mentor emerging leaders.




HAYS’ RECOMMENDATIONS FOR CONSTRUCTION PROFESSIONALS1. Become well rounded

At every stage of your career, find ways to improve across different areas and skill sets. From early job variety, to coaching for soft skills, to investing in the business education that will drive your career progression, seek continual improvement.

2. Build your network Construction is often still a “who you know” industry. From day one on the job take the time to build strong relationships with senior professionals, owners, peers, sub-contractors and other stakeholders. This will be a resource for jobs, promotion, business and advice as you advance in your career.

3. Look for or become a mentor With 87 percent of VPs having had a mentor themselves, and 85 percent having acted as a mentor this is almost a prerequisite to leadership. A mentor will help you develop your skills, address professional weaknesses, and increase your industry connections. Give back by becoming a mentor, with the side benefits of keeping up with technology and other industry developments.

“I wish I had done more networking. All the relationships with contractors, owners, architects that I have fostered throughout the years are now bearing fruit. Eventually you start to connect with people who know who you are before you’ve even

met. I look at it like saving money – you don’t appreciate the money you are saving or putting into your 401k in the first few years, but further down the line you see the difference in years of compounding. Networking is exactly the same.”David Gregory, Vice President, Bravo Builders

“The key to my success was finding mentors who could help me define our business principles, while developing my own core values and leadership skills. Throughout this professional journey, I had mentors from different backgrounds.”

Stephanie Cesario, Managing Director, Hillmann Consulting LLC

“To develop versatility you need to be proactive. The more prepared you are in advance the easier you will find it to switch between roles and tasks. Develop a broad knowledge base, get experience in a range of parts of the business, and build relationships that will

enable you to get the right advice and insights. You need to have the right foundation and the right resources at your fingertips, and that’s something you can only build with time.”Joseph Colapietro, Jr., Vice President of Construction, Gaia Real Estate


HAYS’ RECOMMENDATIONS FOR CONSTRUCTION EMPLOYERS1. Look for people with a combination of technical and soft skills

If you’re hiring with an eye to the future you need to seek candidates with the potential to progress to managers, directors and beyond. This requires not only the technical skills for the current role, but the soft skills – or potential to learn – that will make them effective people leaders.

2. Support your team’s education Training and development has twofold benefits. It is a critical retention tool, especially if you can’t offer immediate career progression. It also enables you to develop internally the skills you need on your teams, in management and in senior leadership.

3. Build your employer brand Just as having a personal brand matters for construction leaders, your employer brand is an important attraction and retention tool. In today’s digital world, utilize social media to become known as an industry leader and employer of choice to create a network of candidates so when you are recruiting you can leverage that engaged talent pool.

“Exposure to all parts of the business has been essential and vital to my personal development. Schimenti has a rotational program which includes pre-construction, operations and project management that allows our staff to gain this experience.”

Matthew Schimenti, President, Schimenti Construction Company

“You need to have a quality profile, especially on LinkedIn. I have hired four people from LinkedIn. It breaks down barriers so you can connect with people who might be a great hire or a great boss, but for whatever reason you never would have met

at events or in person otherwise. Social media can give you a level playing field, especially if you don’t have an existing network because you’re new to the industry or region.”Steven Ogier, President, ContraVest

“We are focusing like a lot of other companies on talent retention and development, assessing each person individually – not just from the point of view of the business, but also from their point of view as a unique person. If I am going to develop

someone into a VP role then I want to know that they have the attributes to succeed.”John Barnes, Senior Vice President, Linbeck Group LLC


30 DNA of a CRE Leader

INSIDER INSIGHTQ&A with Bob PostmaVice PresidentManhattan Construction

What is the biggest obstacle you’ve faced along your career path?When Continental merged with United I was given the option to relocate to Chicago, but family-wise that wasn’t really an option. But as I was looking to get into either another owners rep position or go back to work for a construction company, I found myself pigeon holed as an aviation construction guy - even though I started my career at Manhattan. People didn’t recognize the transferable skills I had attained. They would say they admired my leadership skills, my background, even the projects I had worked on, but it kept coming back to the fact that I was an aviation builder.

I tried to explain to people that we bring the same bricks, the same steel, the same concrete trucks show up on our jobs, it’s all construction. Other companies were pitching me for leadership roles, if they were to win a certain project, but that always concerned me as I knew my next move should be for the benefit of my career and not their project.

Robert “Bob” Postma is Vice President of Manhattan Construction Co.’s Houston office. Bob’s 26 years in the construction industry includes projects in the commercial office, healthcare and entertainment sectors, with a specialization in aviation work in Houston. Bob rejoined Manhattan Construction in 2014. During college he interned with Manhattan. He graduated from Texas A&M with a degree in construction science and then he spent the first decade of his career working at Manhattan on several major projects throughout Texas and Oklahoma including Memorial Hermann Hospital and Bush Intercontinental Airport in Houston. Bob holds an MBA from Texas A&M University and previously directed construction for Continental Airlines, including projects at Bush Intercontinental Airport in Houston.

What attributes/characteristics do you believe are integral to the role?I think humility is important. No matter what your job title is, there are plenty of people who know more than you or can do certain tasks better than you. You need to be open to that and able to learn from their expertise and knowledge so you can apply that knowledge and understanding when you need them. Humility is the ability to enter a room without bringing your ego so you can listen to everyone at the table, no matter what their job title is compared to yours, and learn from others. You’ll get better ideas and outcomes from that openness to receive others insight, than you could ever get if you didn’t listen to others, and thought you were the smartest person in the room.

What is your advice to someone pursuing an executive career?First and foremost, get the foundation of experience, from entry level through middle management experience. Get as much experience as you possibly can. If you are in a position where you feel like you are getting stuck in one place or stagnating, speak up. Make it be known that you want to go and do more of that or try more of this. In our company and previous companies I’ve been at, you truly are able to drive your own career. So if you have the ambition to do something, and you’re not getting the opportunity, by all means speak up. The experience, especially at Manhattan, of building buildings and

going through that cycle, and doing more and more each time, gives you that foundation. Each project provides you a little more understanding of the building process. Once you become a good builder you get to apply that experience and transition those skills into leadership.

How important is it to be exposed to all areas of the business? It’s huge, from my perspective. Manhattan is a builder-driven company. In order to grow in our company, you need to understand all pieces of what it takes to just physically build a building. That even goes with our estimators. We make sure that when we do training for the field guys, we bring in the estimators as well. The idea is that they are all hearing the same thing as we are training people. It lays a firm foundation.

Part of my job is making sure the guys on the front line understand that they do have an impact on the business all the way up to the owner. When everyone understands the importance of their role, and how their job affects the building, the project, the region and the company, that’s when people really engage with the whole business and feel ownership for the overall results.

How important is networking?It’s vital to your career success. I had a professor in college who told us “It’s not who you know, it’s who knows you, and who knows how well you know what you

know”. Once you get out in the working world you start to understand what that means.

In our business, we have a lot of contracts we sign, a lot of bids to consider and bids to make, and behind each of those is a relationship. That’s your network. For the young folks, I would get out and meet with as many people as you can, and keep that business card.

Networking has been the catalyst in my career. While my move to Continental was through a recruiter, when they were considering me for the position, it was my reputation among my peers in my network that clinched it. I can truly pinpoint network connections that have shaped every position in my career.

What advice would you give the next generation of leaders?We see a lot of guys come in who want to be a project manager in the first two years of working with us, and it’s my job to make sure that if they are going to be a project manager, they are ready to be a project manager. I don’t want to put someone in a position to fail. So I would say, some patience, some hard work, and when you hit the job you need to be a sponge, soak up everything you can from those around you, and ask questions.


Bob’s insight...




BUILDING KEY RELATIONSHIPS

77% of senior leaders describe themselves as extroverted

“As an entry-level construction professional you should see everyone you meet as an opportunity to learn something new. I always remind the people I mentor to ask questions, present ideas, and encourage feedback. Then, once you get to a

management role, you should be looking to build relationships with your peers, sub-contractors, senior managers, and executives.

These connections will get you future jobs, help you solve problems, and keep you informed about changes in the industry or in your city. ”Paul Camp, Vice President of Operations, Ridgemont Commercial Construction

The following section explores the ways construction leaders build relationships in their professional networks to drive their career and business development.


KEY FINDINGS BUILDING KEY RELATIONSHIPSBUILDING PROFESSIONAL NETWORKSConstruction is a relationship-driven industry. Business is often developed based on existing relationships, and the project outcome will directly influence individual and company reputation, which in turn impacts future business prospects. Building strong relationships is crucial, and there are a number of ways to achieve this.

Most (80%) construction leaders tell us they attend networking at least once a year, and 41 percent say they use social media to network as well. Networking is more than simply socializing with your peers. It is building an industry profile, strengthening existing relationships, and getting to know key stakeholders in your region. Joining an association is one way to make these connections. Almost three-quarters of construction professionals belong to an association, and 40 percent say they regularly network through associations.

How important is networking in construction?I have seen firsthand how networking is successful for business. Relationships and dynamics are important to a job, and networking events are a great way to showcase this. How does your organization support networking for construction professionals?Networking defines who we are. Starting in 1980, PWC offered an outlet for those engaged in a very white-male dominated industry. Since then, it has grown because of the relationships that it has fostered. It was a very different time for marketing and building relationships, but our organization holds its core strength through the tight bonds that have been nurtured person-to-person over the last 35 years.

We are always looking for the best way for people to connect, and trying them out. We hold networking events that include educational panels, industry-driven lectures and discussions, awards dinners, golf outings, intimate member-only dinners. What advice would you give to the next generation of aspiring construction leaders? Focus on your strengths, build your network, keep doors open and understand the potential of your perseverance, grit and patience.

Chelsea LeMar Executive DirectorProfessional Women in Construction

What role does networking play your organization? It is an essential part of how our members grow their business and their level of professionalism by attending our educational courses and being engaged on committees and other networking opportunities – through our local, state and national organizations.

How does your organization support networking for construction professionals? We host a variety of social events throughout the year, as well as engage our members to serve on various committees and lead professional development classes. In addition, our members are highly engaged in the business communities, serving on school boards, medical boards, public service committees and charitable organizations.

How is your organization helping support the next generation of construction leaders?AGC Houston has a long history of nurturing the next generation of professionals. Recently we launched Leadership AGC, a program designed to develop the next generation of leaders. Designed to create the building blocks for up-and-coming leaders, participants broaden their exposure to the community, meet with industry peers and learn specific leadership and management skills.

We also support students pursuing a career in a related discipline or trade. For example, the Patrick J. Kiley Excellence in Leadership Scholarship has awarded more than $418,000 to local students pursuing a degree in a construction-related field in the 21 years since it was launched.

Jerry Nevlud CEO/PresidentAssociated General Contractors, Houston Chapter

“It is imperative to build a network of clients for future work, subcontractors for project teams and design professionals to successfully implement the design intention. This is true at all stages of your career. Even if you’re not currently looking for work or trying to hire someone, building your network today will help you in the future. If you wait until you need something to start networking you’ll wish you’d been more proactive.”Andrew Cortese, Vice President, John Gallin & Son

ASSOCIATION INSIGHT: PWC ASSOCIATION INSIGHT: AGC HOUSTON


VIEW FROM THE TOPBUILDING KEY RELATIONSHIPS

“Social media is a free way of getting yourself and your business out there. Sometimes I underestimate it, still. You post something and the next day you get 200 replies. That said, I still don’t think there is anything more important than face-to-face and being involved in organizations in your community both charitable organizations and

industry related organizations.”

Ron Garrett, Houston Regional Manager, Austin Commercial

“Networking has been the catalyst in my career. While my move to Continental was through a recruiter, when they were considering me for the position, it was my reputation among my peers in my network that clinched it. I can truly pinpoint network connections that have shaped every position in my career.”Bob Postma, Vice President, Manhattan Construction

“You have to be out there speaking to people, gathering leads, referrals, getting your face out there. Know your market and what the competition is doing. Business is done with people not with money.

Eric Brody, Principal/COO, Wonder Works Construction Corp

“Social media is becoming more important as the culture shifts, but nothing can replace face-to-face interaction with people. Networking is very important. Building relationships with your employees, design consultants, sub-contractors and clients will all be key to your success.”Steve Giordano, Vice President, NYC Office, LPCiminelli

“You must network up and network down. Get to know the people that you manage and the people that manage you. When you network with the people who work for you then you keep your finger on the pulse of what is happening in your company. And when you’re networking up, pay attention to the skills and concerns that the people above you have. That’s your

next career step.”Justin Jeffus, Vice President, Retail Services, Mycon General Contractors

“Networking is very important. If you meet one good person, they can introduce you to ten new people. Those ten new people could bring ten more people each. Sometimes people mistake networking with making friends. I have some great friends in the industry, but even if you don’t get along with someone, you still need to respect them and maintain a

professional relationship. ”Paul Gingold, Vice President, CM & Associates

“Social media, particularly LinkedIn, is a part of networking as a whole. It lifts geographic boundaries and can help build your network and reputation. The next level is the difference and that is the interaction in person. Personal engagement is where you create relationships.”Matthew Schimenti, President, Schimenti Construction Company

“When I look at my own personal success, I could attribute 90% of it to my personal network. My personal address book has 7,000 plus, maybe 8,000 contacts, that have been developed over the last 15 years or so working in this industry. I utilize that network daily to make connections, form business deals, seek advice and council, provide and

look for resources. It has been and will continue to be the heart of my success.”Mark L Christensen, President, Christensen Building Group


INSIDER INSIGHTQ&A with Tony MilioteVice President, Tri-state InstitutionalShawmut Design and Construction

Have you always aspired to becoming a VP of a construction company?I have always aspired to constantly learn and grow. I have never chased a title – only my passion. As you progress in your career you get more opportunities to mentor and develop people. This is a people business you can influence other people’s careers and ultimately affect them and their families.

Have you ever second guessed your career path? I think that is a normal part of human nature. Sometimes you have tough projects where you have to go back to your roots. Working in construction means problem solving, it means coaching and teaching lots of different people. You work through problems and projects getting built. When you lose sight of that sometimes you have to remind yourself why you do it.

What technical skills do you think are integral to your role? On a basic level, you need to know how to build so that your decision-making process is informed. If you don’t understand that front line, you can’t

Tony has been with Shawmut for over 10 years. As Vice President Tony has authority over the personnel and resources of the Tri-State portion of a $400 million division and draws on years of experience building for clients at academic, cultural and historic institutions. These clients include Yale University, Harvard University, Columbia University and Riverdale Country School. Tony is an expert at working within complex urban environments in occupied settings and brings a wealth of experience working within the confines of sensitive institutional environments. Tony holds a Bachelor of Science in Construction Science and Management from Clemson University and has more than 20 years of experience in the construction management field.

expect to drive the business. As you develop further in your career, you need to develop more soft skills such as communication, the ability to motivate people, how to get consensus, and how to drive decision making.

What attributes/characteristics are integral to the role? Trust. Your team needs to feel that you are on their side, that they can approach you without fear of judgment. Everyone you work with should know that you will follow through on promises. Do what you say you will do. Your only agenda should be to grow your people, your projects, and the company. What’s your favorite part of the job? One aspect I like is problem solving. I think we do that really well here. When you get to combine your technical knowledge with your lateral thinking skills plus often some teamwork and learning new things - that’s when you can take your project to the next level. It’s very satisfying at the end of the day to have something you can point to and know you made it happen.

What is the one thing you have to have to be a construction leader? Leadership. You need to be able to get people to follow you and believe that you are marching them in the right direction and that you have their best interest at heart. Many people reach senior leadership positions without developing the traits that make

Tony’s insight...



them a leader. It’s more than just business understanding and people management. Can you inspire and motivate your employees to invest in the company goals and believe that they play a role in its success? That’s the key.

In your opinion, how important is networking? It’s important that you have relationships where people trust you, so that when challenges come up people rally around you. It is these relationships that will help you grow your business for you and for others around you.

You are only as strong as the people who win the work with you. Having a network allows you to resolve challenges and identify ongoing project opportunities.

How important is social media for achieving one’s career goals? It has a place and it is always evolving. You can’t always get in front of people so it can be powerful. If you’re reaching out to someone on social media think about how to talk to them. You should always try to interact on a personal level and have that personal touch.

Compared to five or 10 years ago, how has your role evolved? I have continued to drift away from the technical aspects of the jobs and move more towards high-level strategic thought. The further you go in your career the more the role becomes about

business planning, people management, and strategic vision.

Is there anything that the next generation should know? The business is going to constantly evolve. The way we do it today won’t be the way we do it in the future. New technologies will be used, there will be new methods of communication, and new types of construction. Because of that you need to be open minded and willing to learn new things. The attitude of “this is how we’ve always done it” is going to hold some companies back, while those lead by people willing to try new things, to embrace change, will excel.

What advice would you give to the next generation leaders? Be proactive. Look for your next project, solve a problem before it causes issues or delays – anticipate what you will need both from an individual point of view and as a business leader. When you look at what future roles you want to have you can figure out what skills you will need. Take a course, find a coach, observe and listen to all the decision makers around you. Don’t wait for opportunities to come to you. You have to take action to get where you want to be.



TRAITS FOR SUCCESS

33% say their dad is the biggest influence in their career

“It all comes down to two things: be responsible and maintain relationships. The industry has been around forever. The guys that have been and are successful are the ones that take responsibility and maintain

relationships. The ones that aren’t doing that aren’t successful. Do what you say and say what you do.”Paul Gingold, Vice President, CM & Associates

How construction VPs describe themselves.

KEY FINDINGS TRAITS TO SUCCESS

Senior management to executive:

As a senior leader you need to be accountable for business outcomes, leading the company with vision and integrity.

Entry-level:

At the beginning of your career developing the focus, passion, communication skills and willingness to learn will serve you well as you strive for the next level of responsibility.

Mid-level growth

In the middle stage of a career, construction professionals need to develop the confidence to lead, the focus to drive results, and the ability to work well on a team.

Construction leaders describe themselves as responsible, proactive, and ethical, painting a picture of the kind of forward-thinking and integrity that will build buildings and companies that last.

“The first and most important attribute is integrity. There are many things going on at any one time, you just can’t afford to ‘wing it’ in any instance, or not act in what is in the best interest for you, your company and your client,” says John Barnes of Linbeck Group.

Aligning with the career path, construction executives rate confidence, being goal oriented, and collaborative as the next most important. These are indicative of a good team leader. A good leader has the confidence to take charge, is goal oriented and will strive for results, but is still able to work cohesively with a team.

Two-thirds of construction professionals say they chose the industry because of passion, so it makes sense that enthusiasm is important in early stages of a career. Many technical tasks require a high attention to detail – the first trait construction professionals must master according to the survey. Communication skills and adaptability round out these early years – showing that to reach management you must have the interpersonal skills and ability to learn that will allow you to progress.

“If you make the many small decisions you have to make on a daily basis with integrity and if you are dedicated to your responsibilities your advancement up the ladder is inevitable,” says Andrew Cortese from Gallin & Son.

What personal characteristics executives rank as best describing them in their role.

“I think having a consistent set of principles you work from is more important than having a routine or very strict way of operating within your business. The market changes, your team changes, and you need to be able to assess what is working and what is not working. Professional change, self-reflection and evaluation is important and healthy. You might need to adjust your behavior, your processes or your goals, but always centered on those core values or principles. ”



Responsible

Proactive

Ethical

Confident

Goal oriented

Collaborative

Adaptive

Articulate

Enthusiastic

Detail-oriented


VIEW FROM THE TOPTRAITS TO SUCCESS

“I rely on peer reviews. It can be difficult to receive, but it is certainly the most beneficial way to find areas for improvement. Welcome their feedback, seek it out, ask for frequent input. This will allow you to get used to receiving feedback and will improve your leadership skills. It is also a sign of respect back to your peers that

you want them to grow and want to grow yourself.”


“You’ve got to have a lot of patience. In this industry things won’t always go your way. Here in Houston we’ve been battling five months of terrible rain and there’s nothing any of us can do about it. That’s mother nature. So you have to have patience and recognize that tomorrow’s a new day. ”Torrey Hawkins, President, Angler Construction

“Never feel that you know everything. Daily learning is part of the industry. There is always something new you can do to make yourself better each morning.”

Joseph Colapietro, Jr., Vice President of Construction, Gaia Real Estate

“I think integrity and honesty are crucial. You have to build relationships within and outside your company, and going into those relationships with ulterior motives is a very short-sighted approach. After many years in this industry I’ve seen time and again that honesty pays off.”Robert Kondracki, Vice President, John Gallin & Son

“Real leadership is letting those who have a problem know that they aren’t on their own; working collaboratively with people is one of the most rewarding parts of the business. You then watch them from a distance handle that same problem now, on their own, and you’re watching someone grow right in front of you.”

David Gregory, Vice President, Bravo Builders

“I would never say that I am the smartest guy in the room, but I would say I am probably one of the hardest working. I’ve always tried to compensate for any shortcomings I have by putting in the extra effort. I think integrity and a hard work ethic are more important than any technical skill set.”

Mark L Christensen, President, Christensen Building Group

“You need to always be open to feedback and constructive criticism; it’s what will drive you to constantly improve and excel. Getting defensive or ignoring good advice will only harm yourself and your career.”Paul Camp, Vice President of Operations, Ridgemont Commercial Construction

“The business is going to constantly evolve. The way we do it today won’t be the way we do it in the future. New technologies will be used, there will be new methods of communication, and new types of construction. Because of that you need to be open minded and willing to learn new things. The attitude of “this is how we’ve always done it” is

going to hold some companies back, while those lead by people willing to try new things, to embrace change, will excel.”Tony Miliote, Vice President, Tri-state Institutional, Shawmut Design and Construction

INSIDER INSIGHT


What is your advice to someone moving up the ranks in the field who wants to pursue a management/executive career?Treat the company like you own it. Not from an ego perspective, but in terms of being invested in the results and performance of the company. No one works harder than the business’s owner. Be the first one in and the last one out. You must enjoy the hard work if you are going to be a leader. And it can’t just be about optics – sitting at your desk until 8pm doesn’t count if you’re not being productive. You have to see your success as contributing to the company’s and vice versa.

How important is it to be exposed to all areas of the business? You absolutely need to have that broad exposure across the business. Obviously for knowing the ins and outs of your business, but also for connecting and maintaining relationships with everyone you work with, and those who work for you.

Q&A with Jack BrownSenior Vice PresidentCBG Building Company

With 31 years of construction management experience under his belt, Jack is passionate about retaining strong professional relationships and a sound reputation within the Multifamily market. His dream is to lead the most successful and sought after General Contractor in this industry, and he is committed to achieving this goal. Client relations and quality control are hugely important to him, and they influence every decision he makes.

You’ll be a better manager if you understand the different roles and responsibilities of everyone in the company.

What’s your favorite part of your job?I especially enjoy watching people grow, seeing the new generations come up and being able to guide them. There are a few people in the industry whom I have known since day one in their careers, and seeing them succeed, knowing that they’ll be able to guide and direct their company into the future – it makes me proud of them and of their company.

It’s a way of leaving a legacy. No matter how much individual success you have, it doesn’t mean that much unless you can pass it on.

In your opinion, how important is networking?It’s very important. A lot of people put time and effort into networking up – meeting the senior leaders, the company owners, the funders. That’s important, absolutely, but I think it’s easy to overlook networking across all levels, especially internally. When is the last time you attended a meeting where all the superintendents or sub-contractors are attending? Show your face there, talk to the people who actually build your buildings. You’ll meet people with a different industry point of view than those you see every day. With a greater understanding, you’re better able to make informed decisions. And it will build a lot of goodwill.

What advice would you give to the next generation of professionals aspiring to become a construction leader?You need to cultivate your work ethic. When I see someone who is willing to go the extra mile, and put in their time, it stands out. I will go out of my way to hire them, to help them develop. If you don’t want to work hard then don’t expect to become a business leader.

Jack’s insight...

What attributes are integral to the role?Beyond technical skills or experience you need to be a leader. Most people can manage a team - assign duties, assess performance - but leading a team is beyond just the operational side. You need to be able to motivate those around you, to inspire them.

Another trait that goes with leadership, and with employee development, is vision. Being the person who doesn’t just execute the plan, but who comes up with it. Knowing where your company could go in five or 10 years. That vision of the future is what motivates me, it’s what motivates my team and my company. Having something to aim for is half the battle.

What is your advice to someone who is moving to pursue an executive career?I think everyone needs to develop their business acumen. Do you understand the dollars and cents of your business? Not just of your team or department, but the whole company. I suggest getting involved in

Q&A with Joseph RigazioPrincipal & CEOTalisen Construction

Talisen Construction Corporation was founded by Joseph Rigazio and Robert Knox in 2009. Methodically built through one of the toughest economic periods, Talisen has established itself as a foremost authority in New York construction. Now in their seventh full year of business, the team prides themselves on developing new methods that differentiate them from their competitors with respect to service, communication, and technological processes.

value engineering. Look at your accountabilities and assess the ratio of cost to function. Consider where you can make improvements in efficiency or productivity, and calculate the value that brings to the company.

How important is it to be exposed to all areas of the business? It’s vital. You need to know how all the functions fit together. Understand each function’s job description, how they are measured, and the mutual dependencies between them. Even before you reach a senior leadership position, developing this kind of holistic business understanding will make you better at your job because you will understand how you contribute to your colleagues, and how they contribute to your success.

What is one thing you need to be a VP?Ethics are important in this business. You have to walk the talk. Consistency and transparency are particularly important to me. When you’re a business leader, a people leader, your message has to be clear and you have to be able to scale that message as your company grows. Ask yourself: “What do I stand for? What does my company stand for?” and if you should be able to answer it in one sentence. That’s your compass. Reward people who embody that in their daily professional lives.

What advice would you give the next generation of aspiring leaders?Know your company’s mission and what they stand for. A lot of people talk about values but few live by them. Find a company that lives their values and embrace them, embody them. This will give you a core mission to motivate you, and that you can rely on to guide you.

Forty hours a week is your job. Every hour past 40 should be an investment in your career. If that additional time is adding value, be happy with that. If it’s not then you need to ask yourself why you’re putting in that time and what you’re going to get out of it.

Joseph’s insight...

To read more executive interviews visit: hays-us.com/dna-construction



BEYOND THE JOB DESCRIPTION

35% of senior leaders were referred for their current role

“Humility is the ability to enter a room without bringing your ego so you can listen to everyone at the table, no matter what their job title is compared to yours, and learn from others. You’ll get better ideas and outcomes from that openness to

receive others’ insight, than you could ever get if you didn’t listen to others, and thought you were the smartest person in the room.”Bob Postma, Vice President, Manhattan Construction

The following section explores the traits construction leaders look for when hiring for construction professionals, from communication and personality fit, to technical skills, passion, and work experience.


Communication skills

Personality fit

Technical skills/training

Passion for the company

Professional accomplishments

Previous employer status/prestige

Tenure

Industry network

Business/industry/academic awards

Academic institution affiliations

International experience/languages spoken

KEY FINDINGS BEYOND THE JOB DESCRIPTION

The deal breakers:The “must-haves” to reach senior leadership

The differentiators: Stand out with the combination of skills, passion and experience

The nice-to-haves: These look great on your resume but aren’t strict requirements

As an industry that is built on relationships it is no surprise that communication skills and personality fit top the list of what hiring managers are looking for when looking for their next recruit. This also aligns with the key career path steps as progressing beyond any junior position requires the soft skills that make a good employee a great team member. Achieving individual success, as well as that of a business or team, requires the right fit among team members and the organization.

Following closely are technical skills and training – the basis of the construction career. It is also indicative of the importance of continual learning. Keep up with technology and seek training that will develop your technical, interpersonal, and business skills to become a sought-after candidate. These technical skills should be complemented with a passion and interest in the industry, which is key for maintaining engagement and motivation, and the end-to-end project experience that contributes to a candidate’s well-rounded knowledge.

Finally, illustrate your commitment to construction by emphasizing your experience with top firms, your tenure, and your industry network. Review your resume to ensure that the right elements are emphasized in the order that will matter most to an employer. Give insights into your character, experience, and skills to show why you’re the right person for the role and the company.

IMPORTANT NOTE: all of the below factors are important elements to building your professional profile. This chart is to be used as a guide to help you when recruiting new professionals and in your own career journey.

What VPs look for when hiring potential team members

“You need passion. It drives you and how hard you work, how much you’re willing to put in and how you view obstacles. And passion is infectious. It’s the fuel that drives results. Sometimes you can get tired, or you have a couple bad days, and you have to find ways to re-ignite that passion. Go out on a job site and see those tangible results, talk to a returning client – remind yourself why you’re in this role. And then share that. In a great high-energy team everyone is constantly reminding each other of why they’re there, constantly boosting each other’s energy and passion.”John Barnes, Senior Vice President, Linbeck Group LLC

Industry investment:Show your dedication to your construction career


VIEW FROM THE TOPBEYOND THE JOB DESCRIPTION

“The more responsibility you are given and the higher up you go, the bigger the attraction to assume you know what you are talking about. It is important to know when you are wrong and to be able to say that you don’t know the answer to something. However, the more people look to you for the answer, the more difficult this can be. Have humility, swallow

your pride and seek out counsel and advice from those around you who are more experienced in certain areas.”Paul Reehling, Principal, OTL

“You need to cultivate your work ethic. When I see someone who is willing to go the extra mile, and put in their time, it stands out. I will go out of my way to hire them, to help them develop. If you don’t want to work hard then don’t expect to become a business leader.”Jack Brown, Senior Vice President, CBG Building Company

“I think your biggest obstacle is always yourself. Just knowing yourself, knowing your limitations, continuing to hone the things you are good at, recognize what you’re not good at and work on that. Technically or business-wise there are no obstacles that are true impediments to progressing.”John Barnes, Senior Vice President, Linbeck Group LLC

“Anything up to 40 hours a week is your job. Every hour past 40 should be an investment in your career. If that additional time is adding value, be happy with that. If it’s not then you need to ask yourself why you’re putting in that time and what you’re going to get out of it.”Joseph Rigazio, Principal & CEO, Talisen Construction

“It’s important to seek out mentors, attend networking events and find opportunities for professional development. The people who are really successful in construction are proactive about learning. There are lots of different paths to success, but they all include a lot of learning and exposure to different parts

of the industry.”Peter Morandi, CEO, Eastman Cooke

“Do more than just what you are told; be curious and be passionate about construction. It’s a great career if you put yourself in a position where you demonstrate that you have the drive and ability, the know-how and you have learned everything you can. Your career will grow organically if you invest in your own learning and education and embrace

those opportunities.”Chris Desko, Project Executive for the Texas Division, Clark Construction

“You need to understand and respect everyone that works for you. No job is too menial, no task is beneath you. Don’t be afraid to pick up a hammer. You can’t lead someone that you don’t respect because they will recognize that in you. It alienates people.”Eric Brody, Principal/COO, Wonder Works Construction Corp

“The speed of communication has increased exponentially. This includes emails, CAD and PDF documents. This means the expectations of clients and subcontractors has increased and so has the speed of which explanations are required. You need to be able to make fast, accurate assessments and decisions. When everything is available immediately you

can get bogged down thinking that everything is urgent. The ability to prioritize in a fast-paced environment is key.”Andrew Cortese, Vice President, John Gallin & Son

0%

10%

20%

30%

40%

50%

Ala

bam

a

Ala

ska

Ariz

ona

Ark

ansa

s

Cal

iforn

ia

Col

orad

o

Con

nect

icut

Del

awar

e

Flor

ida

Geo

rgia

Haw

aii

Idah

o

Illin

ois

Indi

ana

Iow

a

Kan

sas

Ken

tuck

y

Loui

sian

a

Mai

ne

Mar

ylan

d

Mas

sach

uset

ts

Mic

higa

n

Min

neso

ta

Mis

siss

ippi

Mis

sour

i

Mon

tana

Neb

rask

a

Nev

ada

New

Ham

pshi

re

New

Jer

sey

New

Mex

ico

New

Yor

k

Nor

th C

arol

ina

Nor

th D

akot

a

Ohi

o

Okl

ahom

a

Ore

gon

Penn

sylv

ania

Rho

de Is

land

Sout

h C

arol

ina

Sout

h D

akot

a

Tenn

esse

e

Texa

s

Uta

h

Ver

mon

t

Virg

inia

Was

hing

ton

Wes

t V

irgin

ia

Wis

cons

in

Wyo

min

g


ABOUT THE RESPONDENTSAre you:

Which US regions do you or your business operate in?

“No matter what level you’re at in your career you need to maintain that client-focused attitude. Deliver a quality, well-managed project to your client, and go above and beyond to keep them happy. Answer the phone when they call. Take the extra time to find out their priorities. Be available for them because how they feel about you will determine whether you get repeat business or referrals.”Justin Jeffus, Vice President, Retail Services, Mycon General Contractors

8.4%

91.6%

Male

Female

What is your age bracket:

30-39

40-49

50-59

60+

21.0%

32.8% 34.5%

11.7%

What is the size of your organization by total annual revenue?

6.1%9.1%

35.4% 23.2%

10.1%

5.0%

11.1% <$5M

$5–10M

$10–25M

$25–100M

$100–500M

$500M–1B

$1B+


100

80

60

40

20

0

When you achieved your current role who was the first person you called?

What best describes the reason you choose a career in construction?What activities do you do in your spare time?

Who has been the biggest influence in your career?

“Technology has made the industry more efficient and I can’t imagine going back to the days without it. It’s important to remember though, the role of technology doesn’t mean that you work less; it means that you can work more efficiently, smart and strategic during a project.”Paul Camp, Vice President of Operations, Ridgemont Commercial Construction

“You can’t make everyone happy, but you can optimize the outcome by incorporating the best ideas, information, and practices. It requires a project manager who can listen, and analyze different suggestions to create a project plan that is forward-thinking and ambitious, without being fragmented.”Joseph Colapietro, Jr., Vice President of Construction, Gaia Real Estate

Dad

Partner/spouse

Kids

Friend

Peer/colleague

Other family member

1.6%4.9%1.6%1.6%

86.9%

3.3% 3.3%

8.2%

6.6%

11.5%

24.6% 11.4%

32.8%

1.6%

Mom

Dad

Direct manager

Mentor

Partner/spouse

Teacher

Colleague

Friend

11.1%

7.1%

8.1%

62.6%

11.1%

Earning potential

Passion/interest

Family tradition/legacy

Talent

By fluke/stumbled into it

Sports

Travel

Books/film

Spending time with family

Dining/entertainment

Gaming

Cooking/gardening/home improvements

INSIDER INSIGHT


Have you always aspired to become a VP of a construction company?Yes, I always aspired to perform to the best of my potential and become a leader. My family have construction backgrounds so I was raised in the industry and I knew early on that I wanted to carry on that tradition. I studied Architecture with a Construction Management focus at the Pratt Institute, which gave me a really good foundation to build on.

What technical skills do you think are integral to the role?You need an in-depth knowledge of the construction process, and good management techniques including the ability to manage both up and down.

What is your advice to someone pursuing a management/executive career?Do the task in front of you at the best of your ability. If you make the many small decisions you have to make on a daily

Q&A with Andrew CorteseVice PresidentJohn Gallin & Son

Construction has always been at the center of Andrew Cortese’s life. He grew up in a family-owned construction business, and began working in the field with his father as a teenager. Andrew started his construction career during college, working as a freelance estimator for a variety of subcontractors. He graduated Pratt Institute summa cum laude in 1993 with a degree in Construction Management.

basis with integrity and if you are dedicated to your responsibilities your advancement up the ladder is inevitable.

What’s your favorite part of your job?Seeing the end results after all the hard work, dedication and decisions made.

How important is networking?It is imperative to build a network of clients for future work, subcontractors for project teams and design professionals to successfully implement the design intention. This is true at all stages of your career. Even if you’re not currently looking for work or trying to hire someone, building your network today will help you in the future. If you wait until you need something to start networking you’ll wish you’d been more proactive.

Compared to five or 10 years ago, how has your role evolved?The speed of communications has increased exponentially. This includes emails, CAD and PDF documents. This means the expectations of clients and subcontractors has increased and so has the speed at which explanations are required. You need to be able to make fast, accurate assessments and decisions. When everything is available immediately you can get bogged down thinking that everything is urgent. The ability to prioritize in a fast-paced environment is key.

What advice would you give the next generation of aspiring construction leaders?Be prepared to dedicate the time and effort to gain knowledge academically and through professional experience. Execute all tasks, no matter how trivial, to your fullest ability. Respect and success is earned and integrity is paramount.

Andrew’s insight...

What is the biggest obstacle you’ve faced along your career path and how did you overcome it?Learning to trust other people to do their job. I think a lot of people find delegation difficult at first, it seems easier and more reliable to do things yourself. The trap there is that you start micromanaging, which means you’re not making the most of your time, and you’re not giving your team room to grow and learn.

Overcoming it was a combination of working with good people and learning better management techniques. When you have good people on your team they meet or exceed your expectations and you’re comfortable giving them more responsibility the next time. And when you have the right management approach – when you are clear, concise and honest about expectations and requirements then you set people up for success.

Q&A with Robert KondrackiVice President John Gallin & Son

Robert Kondracki began working summers for John Gallin & Son while attending college, and joined the company full-time after graduating. Over the past three decades, Robert has risen through the ranks, becoming Vice President and Project Manager — a position in which he has full responsibility for the management of projects and communication with clients.

What attributes/characteristics do believe are integral to the role?The deadline and project focused nature of the job mean you need to be organized. The more responsibility you take on the more moving pieces you’ll be responsible for so becoming an efficient and effective decision maker is key.

I also think integrity and honesty are crucial. You have to build relationships within and outside your company, and going into those relationships with ulterior motives is a very short-sighted approach. After many years in this industry I’ve seen time and again that honesty pays off.

What is your advice to someone moving up and pursuing an executive career?There are no shortcuts to the top in construction. If you try to rush into your next promotion or your next role before you’re ready then you won’t be doing yourself or your company any favors. You need to put in the time so you have the skills and experience to successfully lead a team and then a business.

What’s your favorite part of your job?Taking something from nothing to a beautiful space. I love being able to look at something physical and say “I built that”.

What does the next generation need to know?You have to develop interpersonal skills. Construction is seen as a technical career path – and it definitely is at the start, but as you progress people are going to expect more. You have to be able to talk to each other and you need to be able to lead a team.

Robert’s insight...

John Gallin and Son is currently celebrating its 130th year of being a family owned general contractor in New York City. For 130 years, a Gallin has owned and run this company – making it the longest continuously family owned general contractor in America. Founded in 1886, John Gallin & Son provides quality, cost-effective construction management and general contracting services for commercial interiors for the New York corporate community.

To read more executive interviews visit: hays-us.com/dna-construction


[email protected]

© Copyright Hays plc 2016. HAYS, the Corporate and Sector H devices, Recruiting experts worldwide, the HAYS Recruiting experts worldwide logo and Powering the World of Work are trade marks of Hays plc. The Corporate and Sector H devices are original designs protected by registration in many countries. All rights are reserved. The reproduction or transmission of all or part of this work, whether by photocopying or storing in any medium by electronic means or otherwise, without the written permission of the owner, is restricted. The commission of any unauthorized act in relation to the work may result in civil and/or criminal action.

hays-us.com

AtlantaOne Atlanta PlazaSuite 2155 950 East Paces Ferry Road NE, Atlanta, GA 30326Phone: (404) 846-9392

ChicagoSuite 2370 200 North LaSalle Street, Chicago, IL 60601Phone: (312) 854-2860

DallasSuite 995 14785 Preston Road, Dallas, TX 75254Phone: (214) 960-2574

Denver5445 DTC Parkway,Penthouse 4Greenwood Village, CO 8011Phone: (720) 893-2880

Houston5718 Westheimer Rd, Suite 1110Houston, TX 77057Phone: (713) 961-0359

MiamiSuite 4301200 South Pine Island Road,Plantation, FL 33324Phone: (954) 713-9406

MinneapolisSuite 1150 3800 American Boulevard West, Bloomington, MN 55431Phone: (952) 314-2523

Nashville725 Cool Springs BlvdSuite 600Franklin, TN 37067Phone (615) 549-5610

New York555 Eighth Avenue23rd FloorNew York, NY 10018Phone: (212) 548-4500

OrlandoSuite 101 485 North Keller Road, Maitland, FL 32751Phone: (407) 244-3641

RaleighSuite 340 2840 Plaza Place, Raleigh, NC 27612Phone: (919) 278-2987

RichmondSuite 100 6800 Paragon Place, Richmond, VA 23230Phone: (804) 665-9192

Tampa Suite 900 4300 West Cypress Street, Tampa, FL 33607Phone: (813) 936-7004

Washington D.C. Suite 460 8229 Boone Boulevard, Tyson’s Corner, VA 22182Phone: (703) 956-2850

mailto:recruit-us%40hays.com?subject=Query%20from%20DNA%20of%20a%20VP%20of%20Construction

http://www.hays-us.com

dna of a vp report

Documents