June 2025 - Elevate Constructionist

What Are Field Operations?

Posted on June 29, 2025June 29, 2025 by Danny Jiménez⁩

Read 8 min

Understanding Field Operations in Construction

A Practical Guide to the Core of Project Execution:

What are field operations? In this blog, I will walk you through what it really means when someone refers to field operations and share the key components we should focus on. Whether you’re new to the term or looking to be part of this vital function, this blog will give you the perspective you need.

How Field Operations Fit into the Construction Company:

From a company-wide view, think of field operations as the product, the physical execution of work. Alongside roles like CEO, COO, VPs, and corporate departments like HR, Legal, and Marketing, you’ll find a Director of Operations or Field Operations Manager who oversees how work is executed on-site.

Field operations typically include functional groups like:

General Superintendent team.
Field Operations group.
Self-perform crews.
Survey.
Quality and scheduling departments.

All of these enable safe, high-quality execution in the field.

What Field Operations Really Involves:

At its core, field operations is about doing the First Planner work in the trailer and then supporting last planners mainly foremen to carry out plans effectively. That means:

Collaborating through meeting systems.
Aligning resources.
Ensuring execution with quality, safety, and cost control.

Field operations is everything required operationally to execute well on the project.

Field vs. Office Operations: One System, Two Roles

While we label them differently, field and office operations should never be siloed. The office side (project managers and engineers) feed the system, contracts, materials, money, and information. The field side receives, organizes, and installs. They are one collaborative team working in unison to build the project.

Key Components of Field Operations:

Execution and Installation on Site:
The ultimate goal is daily installation of work by crews. Foremen and workers need tools, materials, equipment, time, layout, permissions, and info all prepared in advance. That’s the heartbeat of field operations.
Labor, Materials & Equipment Management:
This includes onboarding workers and managing their environment, parking, restrooms, lunch areas, etc. It also means daily foreman and worker huddles to align on the day’s work using pull planning, production plans, look-ahead plans, weekly work plans, and day plans. Logistics systems must ensure materials are not only procured but delivered and placed where crews need them, using cranes, forklifts, and hoists as required.
Clean, Safe & Organized Execution:
Field operations drive cleanliness, safety, and organization. These are not optional they’re core systems. Safe, quality installation that meets owner expectations comes from deliberate planning, building, and finishing. Clean sites with clear layouts support that success.
Rhythm & Flow with Takt Planning:
Using the Takt Production System, field operations schedules work in rhythm. The “train of trades” should flow steadily across the site. This rhythm is maintained through the collaboration of superintendents, directors, and field leaders. Books like Takt Planning, Elevating Preconstruction Planning, and Takt Steering and Control provide frameworks for applying this in the field.
Decision Making & Problem Solving:
The most important role of field operations is proactive problem-solving. The plan itself isn’t the main goal; it’s the tool that reveals problems before they happen. Using takt plans and scheduling systems as a “crystal ball,” field teams identify and eliminate risks to preserve flow.
Leadership Development:
Developing leaders, foremen, leads, and superintendents is a major focus. Project sites must invest in training, mentoring, and elevating leadership to ensure consistent execution and growth on-site.
Collaboration Across the Organization:
Field operations must stay connected to office and corporate teams. There should be no divide. History shows us whether in war or construction, internal conflicts between “field and office” hurt performance. Unity and mutual support create real results.

Why It Matters:

So, what is field operations? It’s not a side department. It’s not separate. It’s not elevated above or below, it’s central. Every business system in a construction company should ultimately support one goal: delivering flow and efficiency to the foremen and crews in the field.

If you’re considering whether to be part of field operations, know this, it’s one of the most rewarding areas in construction. You are directly connected to the product, to people, and to progress.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go

What Is Field Operations?

Posted on June 29, 2025June 29, 2025 by Danny Jiménez⁩

Read 8 min

What Are Field Operations?

A Simple Guide to the Backbone of Construction Success:

When we hear the term field operations, it’s easy to picture the movement and energy on a construction site, crews at work, materials in motion, schedules being followed. But field operations are far more strategic than they appear on the surface. They are the systems and structures that make everything flow. In this blog, we’ll break down the four essential components that drive successful field operations: team, plan, logistics, and environment.

The Team: Building Alignment from the Ground Up

Every high-performing project starts with the right people, aligned in purpose and action. A solid team structure includes multiple layers. First, there’s the core team responsible for guiding the project strategically. On large or complex jobs, you’ll also see project teams organized by scope or geography, called functional area teams. These are led by project managers or superintendents with dedicated foremen.

The foremen themselves form what’s often called the last planner team. They are directly connected to both the boots on the ground and the leadership, ensuring seamless execution. Crew members may belong to different trades or companies, but they should feel like one team. That unity is created through structured communication, worker huddles, and a strong culture of collaboration.

Paul Akers calls this “total participation”, the idea that everyone on site sees, knows, and acts as a group. Without that, even the most skilled teams can become fragmented.

The Plan: Turning Strategy into Daily Execution

Planning in field operations is more than just setting a schedule. It’s about connecting long-term goals with day-to-day tasks. This begins with the master schedule, which outlines key milestones and sets the direction. From there, teams use pull planning to collaborate with trade partners and establish a logical, achievable sequence of work.

Once the sequence is clear, it’s broken down into production phases. These are detailed, buffer-protected schedules that guide daily activity. Supporting the production plan are three critical tools: the look-ahead plan (which helps identify upcoming needs and constraints), the weekly work plan (used for trade partner commitments), and the day plan (which focuses on daily crew-level coordination).

This hierarchy of planning ensures that strategy flows all the way down to the worker level and that work is being done intentionally, not reactively.

Logistics: Preparing the Path for Work to Flow

Even the best-laid plans fail without proper logistics. Materials, equipment, information, and labor all need to arrive at the right place at the right time. Construction logistics function like a supply chain with procurement steps, delivery timing, and staging locations all mapped out.

Ahead of each work phase, everything should be in place. That means having the drawings, approvals, tools, and materials ready not arriving just in time, but just ahead of time. Including buffers within this chain helps prevent downtime and frustration in the field.

When logistics are well-managed, crews can stay focused on building. When they’re not, delays ripple through the jobsite. Great logistics make productivity possible.

The Environment: Creating Space for People to Thrive

The physical environment of a project influences everything from safety and morale to speed and quality. A clean, safe, and organized jobsite sets the tone for professionalism and respect. It signals to workers that their time and effort matter.

An ideal construction environment includes clear signage, logical pathways, visible work zones, stable ground conditions, and a high standard for cleanliness. It also includes positive culture where communication is open, and people feel seen and supported.

Creating this environment is not a soft skill. It’s a foundational responsibility. As Jason says, “I’m like General Patton when it comes to the environment, there are no compromises.” A well-managed environment allows your planning and team efforts to actually work in practice.

Putting It All Together:

Field operations aren’t just about getting work done. They’re about creating a system where work flows, intentionally, safely, and efficiently. That requires four key elements working together: a unified team, a layered planning system, a proactive logistics approach, and an empowering jobsite environment.

When these components align, your project has what it needs to succeed.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Does A Field Operations Manager Do?

Posted on June 28, 2025June 28, 2025 by Danny Jiménez⁩

Read 9 min

What Does a Field Operations Manager Do?

In this blog, we’ll explore the key responsibilities of a Field Operations Manager and more importantly, an awesome leadership approach that works in the field. I’ve served as a Field Director and a Field Operations Manager, and I’ve seen both good and great examples in action. This blog is a chance for us to combine your experience, my research, and the lessons I’ve learned firsthand.

The Best Leadership Approach: It Starts with People

Let’s kick this off with a story about a phenomenal General Superintendent who later became a Field Director. His approach? Relationships, relationships, relationships.

If I had to step back into a Field Operations role tomorrow, the very first thing I’d do is get to know everyone, the jobsite team, the corporate office, the estimating team, and all the departments I’d interact with. I’d make it my goal to become their biggest fan. That’s exactly what this individual did. Every time I interacted with him, I felt like I was his number one priority. And that belief in people? It makes you want to give 10x more than what’s expected.

He didn’t push instructions, he inspired excitement. He would ask, “Can you imagine how clean this jobsite could be?” or “Can we get ahead of schedule together?” This approach brought out the best in others, including me. It’s this kind of empowering leadership we need in this role.

The Core Responsibilities of a Field Operations Manager:

Scaling Excellence Across Projects:

A Field Operations Manager isn’t just focused on one site; they scale systems and excellence across multiple projects. That starts with a solid business structure and visual standards, not boring manuals. Think: Takt planning books, visual SOPs, and construction layout guides.

Then comes training. Lots of it. Everyone in the company should be trained on the operating system. Like Paul Akers says in 2 Second Lean: “It’s all about people.” A great Field Operations Manager develops people constantly, training, mentoring, and elevating them to own the process.

Monthly Field Walks for Support and Improvement:

Each month, the Field Operations Manager should conduct field walks not to critique, but to support. These walks are meant to provide feedback, identify improvement areas, and remove roadblocks. You’re grading teams based on what they were trained to do, while also helping them get better every month.

Managing the Superintendent Team:

Superintendents are a brilliant (and sometimes opinionated) group. Managing them means leading with influence, not authority. You need to create a Superintendent’s group that works together not in silos and help them solve real problems, roll out standards, and elevate company-wide practices.

This means coaching, mentoring, and facilitating solutions through the team not around them.

Ensuring Safety and Cleanliness:

One thing has to be clear: safety and cleanliness are non-negotiable. You can have a friendly relationship, but you’ve also got to hold the line. Every job should have weekly safety walks, and issues must be resolved within 24 hours. The culture must reflect that you mean business when it comes to safety.

Strategic Project Check-Ins:

If you’re using macro-level Takt plans, check in with your superintendents at the strategic level. Look at upcoming phases, suggest prefabrication ideas, evaluate zones, and monitor progress toward substantial completion. This is how you stay ahead of schedule, something CPM struggles with but Takt planning handles well.

Coordinating Labor and Staff:

You’ll also coordinate labor both staff and craft. Ensuring each site is properly resourced is critical. You need to spot shortages and adjust quickly so projects stay on track.

Resolving High-Level Field Issues:

Foremen and field engineers will solve issues at their level. Supers take care of the next layer. But when major roadblocks hit like underperforming trade partners or gaps in corporate support you step in. You’re the roadblock remover. Your response time builds (or breaks) trust.

Ensuring Quality Handoffs from Preconstruction:

You can’t expect supers to respect leadership if they’re handed chaos. It’s your job to ensure that what comes out of precon is high-quality, organized, and buildable. When you queue up solid projects, the field respects you and the results follow.

The Heart of the Role:

Ultimately, a Field Operations Manager helps execute the company’s vision with real influence not force. You’re the biggest fan of your people, and because of that, they’re willing to implement the vision with you.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Does A Foreman Do On A Construction Site?

Posted on June 24, 2025June 24, 2025 by Danny Jiménez⁩

Read 7 min

What Does a Foreman Really Do on a Construction Site?

If you’ve ever wondered what a foreman actually does on a construction site, you’re not alone. It’s a role that gets talked about a lot and for good reason. Foremen are the glue that holds the job site together. In this blog, we’ll break down what makes foremen so essential and walk through their real, day-to-day responsibilities. Whether you’re a seasoned leader or just stepping into the role, this blog is for you.

Why Foremen Matter So Much:

Foremen are the direct link between planning and boots-on-the-ground execution. They’re the ones who shape the daily experience of the workers and by extension, the outcome of the entire project. The way a foreman treats their crew is often reflected in the quality of the final product. That’s how important this role is.

The Core Responsibilities of a Foreman:

Daily Crew Supervision:

Foremen lead the crew every single day, not just within the work package but across broader planning efforts. They participate in:

Pull planning.
Preparatory meetings.
Look-ahead planning.
Weekly and daily planning sessions.

They’re also expected to be present in the field not off running errands. Their presence influences safety, quality, and morale.

Crew Preparation and Huddles:

Great foremen start the day with a crew huddle:

Stretch and flex.
Daily training.
Visual planning.
Quality and safety checks.

The best crews walk away from the huddle with clear lists, visuals, and expectations for the day. No guesswork. No confusion.

Labor, Material, and Equipment Coordination:

One key lesson from the field: A foreman shouldn’t be buried in the work, they should be feeding their crew. That means providing clear direction, tools, materials, and equipment before the crew asks for them. If a foreman stops, the crew stops. And that’s a productivity killer.

Drawing Interpretation:

Foremen don’t just “know the plan” they translate it. They read shop drawings, interpret specs, and visually communicate what needs to happen. Ideally, they teach the crew to do the same over time.

Communication with Supers, Field Engineers, and Other Foremen:

This one’s big: foremen must talk to each other. Not just through the superintendent but directly. Face-to-face coordination between trades solves 90% of job site problems before they ever reach the GC. That’s a game-changer.

Progress Tracking:

It’s not enough to feed the crew, foremen must track whether they’re on schedule. They use takt planning and real-time feedback to adjust and ensure milestones are met. And they’re always planning ahead while closing out behind.

Mentoring and Training:

Foremen are teachers. They lead huddles, mentor crew members, and train others to identify and remove roadblocks. A great foreman doesn’t just manage, they grow people.

Removing Roadblocks Before They Hit:

Roadblock removal is a foreman’s superpower. Through planning (pull plans, prep meetings, look-ahead schedules), they prevent issues before they show up in the field.

Maintaining a Clean, Safe, and Organized Site:

A clean crew is a good crew. A safe site is a productive site. And a well-organized foreman sets the tone for everyone. This is non-negotiable, cleanliness, safety, and organization must be modeled, enforced, and celebrated daily.

Final Thoughts:

The role of a foreman is far from simple but it is incredibly rewarding. You’re not just executing a plan. You’re leading people, shaping outcomes, and influencing every inch of the job site.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How Do I Become A Successful Construction Foreman?

Posted on June 23, 2025June 23, 2025 by Danny Jiménez⁩

Read 8 min

How to Be a Successful Construction Foreman: The Do’s and Don’ts That Actually Matter

If you’re a construction foreman or aspiring to become one, this blog is for you. With over 30 years of construction experience, Jason Schroeder shares powerful insights into what truly makes a foreman successful. His message is grounded in care for the role and a deep belief that foremen deserve more support and respect in the industry.

Let’s break down the essential habits, mindsets, and common pitfalls you should know if you want to lead your crew well and earn respect on-site.

The Do’s of a Successful Construction Foreman:

Lead by Example:

Foremen set the tone. That means modeling professionalism, punctuality, cleanliness, a good attitude, and organization. If you want a clean, safe, and well-run job site, it starts with how you carry yourself. Your team is a reflection of your standards.

Jason puts it bluntly: hire someone who lives organized, if their truck is full of coffee cups and their phone’s voicemail is full, it’s not a great start. Be the kind of leader you’d want to work for.

Communicate Clearly:

Some foremen say, “I’m not a communicator, I lead work.” But the truth is, your real job is communication. Foremen are professional communicators:

You explain the plan.
Teach and train.
Set expectations.
Translate safety and quality standards visually and verbally.

If you’re not communicating constantly and clearly, your crew won’t be aligned.

Plan, Plan, Plan:

A foreman without a plan is a foreman reacting to problems instead of preventing them. True planning starts before the work begins: during pull planning, reading drawings, attending prep meetings, and building Look-Ahead plans.

The plan doesn’t have to be perfect—it just has to help you identify and eliminate roadblocks before they hit the crew.

Base Your Planning on Experience:

Whether it’s formal training, mentorship, or your own field knowledge, great planning must come from a deep understanding of the work. It’s not enough to guess, you need to know how the job is done so you can lead your crew effectively.

If you’re still learning, that’s okay—ask questions, find a mentor, and lean on the wisdom of your team.

Build Strong Relationships:

Success doesn’t happen in a vacuum. Great foremen maintain strong relationships with field engineers, other foremen, superintendents, and project managers.

Why? Because what you give to others on-site—trust, goodwill, professionalism—they give back tenfold. Relationships make the work smoother and remove unnecessary friction.

The Don’ts of a Construction Foreman:

Don’t Micromanage:

Your job is to enable your crew, not hover over them. Train them, line them out, and build them up to the point where they can work independently. At the beginning, it might feel like micromanagement, but it should quickly shift toward trust and autonomy.

Don’t Wing It:

No plan = chaos. Never show up without reviewing drawings. Never keep the plan in your head. Never assume things will “just work out.” You are the leader, bring clarity, structure, and foresight.

Don’t Lose Your Temper:

Your crew is watching. Losing your temper reduces trust and safety and clouds your judgment. You’re too important to operate from emotion, lead with calm, focused clarity.

Don’t Blame Others:

Take extreme ownership. If there’s a problem, own it and fix it. Excuses like “the schedule got me” or “the GC caused this” won’t lead your team forward. Be solution-focused and lead from the front.

Don’t Cut Corners:

Whether it’s safety, cleanliness, organization, or quality, your crew follows your lead. Cutting corners puts people at risk and results in poor work. Inspect your own work before the inspector even shows up.

Don’t Be Arrogant:

The arrogant foreman who thinks they’re above the team, above the rhythm of the project, or above feedback is headed for failure. Construction is a team sport. Humility, accountability, and collaboration always win in the long run.

Final Thoughts:

Being a foreman is hard but it’s also one of the most important and rewarding roles on a construction site. The most successful foremen do three things really well:

They plan ahead.
They build strong relationships.
They enable their crew to succeed.

And above all, they lead with care.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Do Construction Foremen Report To Superintendents?

Posted on June 20, 2025June 20, 2025 by Danny Jiménez⁩

Read 8 min

Do Foremen Report to Superintendents? Understanding the Real Dynamic on a Construction Site

One of the most common yet misunderstood questions in construction is whether foremen report to superintendents. The answer is not black and white. In this blog, we’ll explore the truth about that relationship, how it should function, and how a respectful, collaborative dynamic can elevate a project team.

The Orchestra Analogy: Understanding Roles on the Jobsite

Think of a jobsite like an orchestra. The superintendent is the conductor. Their role is to create the right environment, set the rhythm, and ensure that all the moving parts come together in harmony. The trade foremen are the musicians. They are highly skilled professionals who know their craft and bring their expertise to the performance.

The conductor doesn’t micromanage how each musician plays their instrument, but they do set the pace, signal transitions, and guide the overall performance. In the same way, superintendents don’t supervise how every trade does its work but instead coordinate the overall flow of construction to ensure everything aligns. It’s a relationship built on mutual respect, not authority.

Do Foremen Actually Report to Superintendents?

From a contractual or company reporting structure, the answer is usually no. Most foremen do not report to the superintendent as direct employees unless they work for the same company. However, on the jobsite, the dynamic shifts. The foreman and superintendent are part of the same operational team. In that sense, foremen do report:

Progress updates.
Constraints or issues.
Completion of assignments.

Not because they are subordinates, but because they are collaborating to move the project forward efficiently.

Mutual Accountability in Practice:

A high-functioning project team does not operate in silos. On projects where mutual respect is established, the superintendent provides the conditions necessary for the trades to succeed: clean work areas, organized logistics, access to information, timely layout, and the right tools. In turn, foremen provide visibility into their progress and coordination needs.

On some projects, contractor grading systems are introduced. The general contractor is graded weekly by the trades on cleanliness, logistical support, access to resources, and overall project readiness. In return, the trades are graded on safety, participation, organization, and adherence to schedules. This two-way feedback builds trust, raises standards, and encourages continuous improvement on all sides.

When the System Breaks Down:

Sometimes, the question about reporting comes from a place of frustration. There are two common scenarios where this occurs:

A foreman is acting independently, disregarding collaboration, and resisting project coordination.
A superintendent is operating with a command-and-control mentality, leading through fear, micromanagement, or a lack of respect.

In both cases, the solution is the same: prioritize what is right. Respect the integrity of the system, even when individuals don’t. Reporting, collaboration, and teamwork should never be compromised by toxic behavior. The focus should be on doing what is right and not who is right.

Final Thoughts:

Foremen and superintendents are both essential to project success. When they treat each other as partners, not adversaries, the jobsite becomes a place of mutual respect and productivity. Each has a responsibility to support the other. A superintendent should view the foreman as an extension of the management team. Similarly, the foreman should see the superintendent as someone enabling their work, not controlling it.

If both roles are performed with respect, ownership, and a commitment to doing what is right, the question of reporting becomes irrelevant. It’s not about hierarchy; it’s about building something great together. The more aligned foremen and superintendents are, the more likely everyone is to win.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Are Field Engineers Real Engineers?

Posted on June 19, 2025June 19, 2025 by Danny Jiménez⁩

Read 8 min

Are Field Engineers Real Engineers? Here’s the Truth

Are field engineers real engineers? This is one of the most common questions I get and it’s something people are searching for all the time on Google and YouTube. So, in this blog, I’m going to share the truth and offer a perspective I think you’ll really appreciate.

The Short Answer: Technically, No.

Field engineers are not technically licensed professional engineers in most cases. Sure, I’ve seen a few field engineers who are engineers-in-training (EITs) or even professional engineers (PEs), but that’s rare.

Most field engineers don’t carry an official license. But let me explain why that doesn’t matter and why the title field engineer still carries real weight.

My Story: Why I Loved Being Called a Field Engineer

Let me share a personal story. There was a journeyman carpenter I deeply admired. I knew his whole family, and one day he said, “Jason, you’re an engineer, come help me build this bunk bed.”

Of course, I wasn’t a real engineer, but that comment appealed to my ego. And you know what? I was good at putting things together. I’d done field engineering, I followed drawings well, and I had experience with everything from IKEA sets to complex layout systems on job sites.

That comment didn’t just stroke my ego; it made me want to be better. That’s the power of the title “engineer” as an aspirational title.

Field Engineers Act Like Engineers: Here’s How

If you ask ChatGPT or Google, “What does an engineer do?” the answers usually include:

Solving problems.
Designing systems.
Drafting plans.
Working with others to execute their vision.

And guess what? Field engineers do all of that:

They design control networks, layout plans, logistics systems, and means and methods.
They coordinate drawings, including creating and interpreting lift drawings.
They solve field problems with inventiveness and technical skill.
They work hand-in-hand with the craft and foremen to execute plans with precision.

They may not have a stamp or PE license, but they’re definitely engineering solutions in the real world.

Field Engineers Apply Scientific and Mathematical Principles:

Field engineers constantly use engineering concepts:

Traverse calculations.
Coordinate geometry.
Quantities and trending.
Surveying principles.
Formulas and spreadsheets.

The Field Engineering Methods Manual (Construction Surveying and Layout by Wesley Crawford) is filled with math, not just step-by-step how-tos. It’s real technical content.

I’ve personally created spreadsheets for radial staking, as-built points, and level loops. Every one of those uses real engineering calculations.

Field Engineers Are Inventors Too:

I remember one project where we were replacing a loading dock. The elevated portion required a ton of formwork so I proposed using foam blocks instead.

Sourced the foam.
Checked it with the structural engineer.
Ran the calculations.
Developed a fastening method without damaging a post-tension deck.
Helped weigh down and install the system.

It worked. The structural engineer said he’d never seen that exact method before.

That’s what I mean when I say field engineers invent. They find practical, cost-effective, and safe ways to solve problems on-site.

So… Are They Professional Engineers?

No.
But should we still call them engineers?

Yes. Absolutely.

Why?

Because it’s an aspirational title. It pushes people to act professionally, apply science, and serve the team. Field engineers are doers, problem-solvers, and leaders in training. They deserve respect, support, and recognition.

Final Thoughts:

So, to wrap it up:

Are field engineers licensed engineers? No.
Do they do engineer work? Yes.
Should we keep using the title? 100% yes.

If you’re a field or project engineer or if you work with one, be proud of the title. Embrace the responsibility, the problem-solving, and the growth.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Is Field Engineer A Good Job?

Posted on June 18, 2025June 18, 2025 by Danny Jiménez⁩

Read 8 min

Is Field Engineering a Good Job? Here’s What You Should Know

Is field engineering a good job? That’s a question I get all the time and, in this blog, I’ll walk you through nine reasons why it absolutely is. I’ll also share some personal stories that I hope give you a better sense of just how rewarding this career path can be.

My Experience as a Field Engineer:

I’ve been in this field for years, four years working as a field engineer, seven years training others in the role, and running more than 20 boot camps to help shape the next generation. I’m also helping to rewrite the go-to industry reference: Construction Surveying and Layout.

Let me take you back to when I first stepped into this world. I came from a small commercial construction company and suddenly found myself on a massive prison project with Hensel Phelps. This was big-time construction, lots of concrete, heavy equipment, and cutting-edge layout tools like total stations and AutoCAD.

Everything about the job made me feel like I was part of something important: the roar of diesel engines, the hum of activity, the rush of riding in a Kawasaki mule from one end of the site to the other. Even snapping layout lines gave me a sense of professional pride. I loved it.

And honestly? I still miss it. Many people who move into management say the same thing—those were some of the best days of their careers.

So, Is It a Good Job?

Let’s break it down.

You’re Connected to the Physical Work:

If you love building, this is your jam. You’re not just managing; you’re physically part of the process.

Precision Feels Like Art:

Something as simple as snapping chalk lines on a deck becomes deeply satisfying when done with care. There’s pride in getting it right. I once used baby powder and clear coat to avoid staining concrete, those kinds of clever workarounds feel like craftsmanship.

You See the Project Take Shape:

Unlike many management roles, field engineering lets you witness and influence every phase of construction. You’re hands-on from start to finish.

You Become a Problem Solver:

You’re not just solving problems, you’re preventing them. You dig into drawings, chase down every detail, and build the habit of thinking like a “honey badger,” tackling anything that comes your way.

You Collaborate with the Best:

You’re shoulder-to-shoulder with the trades and supers. You learn from them, work with them, and become part of the team in the most rewarding way.

You Master the Drawings and Specs:

If you’re creating lift drawings, you’ll develop a deep understanding of the design. You’ll become what we call a “master builder.”

You Build Leadership Skills:

You’re not just learning technical skills, you’re learning how to lead. You’re visualizing the work, staying organized, and building the foundation to become a PM or superintendent.

You Take Ownership:

This job teaches accountability and pride in your work. You’re not just doing tasks, you’re owning your scope. That builds confidence and a builder’s mindset.

It Pays Off in the Long Run:

It’s a rewarding job financially and professionally. It sets you up for nearly any future path in construction and few other roles provide that kind of launchpad.

A Word of Caution:

Don’t let the pride in your work turn into arrogance. Stay humble. Stay curious. Even if you’ve been doing it for years, keep learning.

Final Thoughts:

Yes, field engineering is an incredible job. It’s tough. It’s technical. But it’s also one of the most satisfying roles you can have in construction. If you’re considering it, I encourage you to give it your all, you won’t regret it.

If you want to learn more we have:

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What Is The Field Engineer Job Description?

Posted on June 17, 2025June 17, 2025 by Danny Jiménez⁩

Read 8 min

The Ultimate Field Engineer Job Description Explained

What does a field engineer actually do? It’s a question I get asked all the time. In this blog, I’m going to walk you through the real duties and responsibilities of a field engineer so you’ll know exactly what should be in the job description.

If construction companies would go back to emphasizing proper field engineering they wouldn’t just produce a new generation of outstanding superintendents; they’d also return to builder basics. And when that happens, everything runs smoother on every single project.

If you’re ready to get back to what works, let’s dive in.

Layout and Survey:

Many people assume layout and survey work only applies if you self-perform. And no, you don’t have to become a surveyor but learning layout teaches your brain how to think like a builder.

Level loops, total stations, and chaining distances don’t just build technical skill they build spatial intelligence. You start thinking in X, Y, and Z coordinates and eventually, as a superintendent, you’ll think in X, Y, Z, and T (time). That’s a four-dimensional mindset every great builder needs.

Quality Control (QC) & Verification:

Why do we set up primary, secondary, and working control? Because they form the foundation of quality. We verify wall locations, elevation heights, embed placements, dowel projections, and column plumbness. All of this ensures precision in the field. It’s one of the field engineer’s core duties.

Lift Drawings & RFIs:

Lift drawings bring together key details from architectural, structural, mechanical, and shop drawings consolidating them into one coordinated plan for a specific area of work. This helps the builder:

Understand the scope.
Identify and fix issues early.
Support field coordination and QC.

Without lift drawings, how would you know where embeds or sleeves go? Or how far dowels should protrude from a wall? Lift drawings are essential for field accuracy.

Trade Work Preparation:

Field engineers enable trade partners by providing clear layout and accurate lift drawings. This preparation ensures trades have the tools, materials, and information they need. It’s not just logistics it’s leadership.

Solving Field Issues:

I’ve built projects both with and without field engineers. Without them? The experience is miserable. Superintendents are overburdened with follow-ups, RFIs, and paperwork. Quality suffers. Mistakes multiply. And contingency budgets evaporate.

But with field engineers, everyone has support. Supers can focus on managing and planning work while engineers tackle RFIs, layout issues, and details. This division of labor is critical for project success.

Assist with Inspections:

Even if you don’t self-perform, you still need field engineers for:

Concrete pre-placement inspections.
In-wall and overhead inspections.
Punch lists and commissioning.
Field QC checks.

They should be side-by-side with supers during these inspections, reinforcing quality and catching errors before they escalate.

Pre-construction Planning:

At companies like Hensel Phelps, field engineers are on site before the job starts. They help set primary control, develop lift drawing templates, and prepare scopes for the trades. Their involvement in pre-construction sets the tone for the entire project.

Material Tracking & Placement:

Getting materials delivered is one thing. Getting them to the right place is another. Field engineers assist with tracking deliveries, coordinating locations, and minimizing re-handling. They’re key to logistical success.

Safety & Observations:

While not as experienced as supers, field engineers are the front-line safety presence. They help perform safety observations, inspect conditions, and flag issues. I personally learned more about safety in my time as a field engineer than anywhere else.

Documentation & Reporting:

Yes, field engineers also handle daily reports, documentation, and logs. Whether handwritten or digital, this communication is vital. And as a petty side note please use block letters in all caps. Legibility matters!

Conclusion: Field Engineers Are Builders in Training

These ten responsibilities define the field engineer job description. If you want your construction team to perform at its highest level, field engineers must be properly trained and empowered.

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How To Become A Field Engineer

Posted on June 17, 2025June 17, 2025 by Danny Jiménez⁩

Read 6 min

How to Become a Field Engineer: A Proven Pathway

Becoming a field engineer isn’t just a job title it’s a gateway to an incredible career in construction. In this blog, I’m going to share how I became a field engineer, what I learned along the way, and how you can do it too.

My Journey into Field Engineering:

I started young, 13 and a half, working concrete jobs in Southern California. Eventually, I joined Hensel Phelps through a connection my dad had and became a cement mason. When a shoulder injury sidelined me from physical work, I was given a chance to assist the field engineering crews. That’s where I discovered my passion.

I went all-in: bought a computer, learned AutoCAD on my own, and taught myself how to create lift drawings. That hustle paid off. I moved up to field engineer, then lead field engineer, and eventually created the field engineering training program still used at Hensel Phelps.

But I’ll be honest, I hit a wall. I started failing in my lead role until I revisited the fundamentals. I studied Construction Surveying and Layout by Wesley Crawford eight times. That foundation turned everything around.

The Best Way to Get In:

Want to become a field engineer? Here are a few solid entry points:

College education (not always required, but helps).
Internships (even short ones open doors).
Craft roles like laborer, carpenter, or cement finisher.

Once you’re in, start learning and practicing layout tools: total stations, levels, robotic instruments, GPS, and especially lift drawings. This hands-on experience is crucial.

Recommended Resources:

I strongly recommend studying the first eight chapters of the Field Engineering Methods Manual (Version 3). If you’re using Version 4 (coming soon), focus on the first book. You’ll learn essential principles like:

Three-wire leveling.
Direct and reverse shots.
Chaining distances.
Running traverses and level loops.

And if you want to go further, begin mastering software like Revit, AutoCAD, Civil 3D, Tekla, or SketchUp for lift drawings. Being able to draw what you plan to build is a game changer.

Connect With the Craft:

The best field engineers build trust and relationships with the craft. Get in the trenches. Ask questions. Learn from foremen and tradespeople. This connection will make you a better engineer and a better builder.

Practice Until It’s Second Nature:

Once you’ve got the fundamentals, keep pushing:

Practice grid and profile leveling.
Learn to close loops and perform trigonometric leveling.
Memorize key layout steps and apply them in the field.

The goal? Become an applied field engineer, someone who knows the full process from establishing primary control all the way to layout and QC.

Key Takeaway:

You don’t just learn field engineering, you live it. Get in, study hard, connect with the people doing the work, and keep practicing. The fundamentals will set you apart.

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