Joined August 2025
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15 Photos and videos
Fast Company recently discussed burnout and noted that 40 hours of unclear work feels worse than 60 hours of purposeful work.
In construction and development, we often assume burnout is caused by workload alone.
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I've seen just as much frustration come from work that gets redone because the objective wasn't defined from the start.
Being a leader means removing as much of that frustration as possible. When people understand the mission, they can handle remarkably complex challenges.
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The most effective teams I've worked with were the ones spending less time wondering what they were supposed to be doing.
🔗fastcompany.com/91552466/bur…
Jun 11
The cheapest problems in construction are solved before anyone picks up a tool. That is why the early conversations matter so much. Scope reviews, pricing checks, schedule planning, and constructability input can feel like extra steps, but those steps are where risk gets reduced.
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Jun 11
Once a project is underway, small misses can quickly become expensive. Rework burns time and trust. The best project teams are not the ones that rush past planning. They are the ones who use planning to create the confidence to move faster when execution begins.
Jun 10
I came across an interview with Suffolk Construction project executive Erin Kenney in Construction Dive, and one comment stood out to me. She described part of her role as educating both clients and team members throughout the life of a project. constructiondive.com/news/be…
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Jun 10
I have always believed that providing understanding is one of the most important responsibilities of leadership. When people know the context behind a decision, they can act with more confidence and solve problems without waiting for instructions.
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Jun 10
In many ways, that is what good design-build teams do every day. They help owners, consultants, trade partners, and team members understand the path forward together.
Design-build works best when the relationship starts early.
Price matters, but the right partner does more than give a number. They help shape the vision, keep decisions moving, and prevent surprises before they become problems.
We've treated glass as a material of light and transparency, while concrete, wood, and metal are solid, opaque materials. This piece looks at new versions of those materials that can transmit light. architectmagazine.com/design…
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In design, construction, development, operations, and leadership, we inherit many assumptions. This material does that. This process works this way. This trade comes in at this point. This contract protects against that risk. This team needs to be managed this way.
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Sometimes those assumptions are true. Sometimes they are just old. The work gets better when we are willing to test the difference.
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Pride Month always makes me think about visibility. Not visibility as performance, or as a statement made for the sake of being seen, but visibility as a kind of ownership.
There are still plenty of rooms where people learn to edit themselves before they ever speak.
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I understand that instinct. But I also know that bringing more of yourself to the work can make you a better leader and teammate. I would rather lead from the full version of myself than a smaller, safer draft.
Happy Pride.
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May 28
Local knowledge is indispensable. Every project happens in a real place, with its own rules, conditions, labor dynamics, weather patterns, neighbors... the list can go on forever. The spreadsheet never tells the whole story.
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May 28
That is why good construction leadership has an understanding of the environment a project has to move through. The more local fluency a team has, the fewer surprises become emergencies.
May 22
Renovation forces sharper questions. When budget, timeline, or existing conditions limit what you can build, the work becomes understanding what experience people actually need. Good design often comes from doing the right thing with the constraints you have.
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May 20
Form follows function can sound too mechanical. A lobby is not only meant to move people from the door to the elevator. It should make someone feel welcomed home. Sometimes, function is emotional, social, or economic.
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