August 2025 - Page 14 of 25 - Elevate Constructionist

New To Oil & Gas? How To Transition Into Heavy Industrial As A Superintendent

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

Read 7 min

Transitioning from Commercial to Heavy Industrial as a Superintendent

Introduction:

New to oil and gas? Wondering how to transition into heavy industrial construction as a superintendent? This blog is for you.

I get this question all the time, and it’s a great one. If you’re a commercial superintendent thinking about moving into industrial work, there are some big differences you’ll want to understand. Having worked on both sides, I’ll share advice that will help you bridge the gap. Add your own insights to mine, and you’ll have a roadmap to succeed in this new environment.

Commercial vs. Industrial Construction:

In many ways, commercial and industrial construction share similarities, scheduling systems, project management tools, and best practices. But the way projects unfold is different.

Commercial projects lean on zoning and flow through geographic areas with multiple trade partners.
Industrial projects, especially in oil and gas, are system-driven: tanks, piping, skids, hydronics, and heavy equipment dominate the workflow.

Understanding this distinction, zones vs. systems is the first step in making the transition.

Path of Construction:

Commercial Path: Typically, zone-focused. For example, on a multi-story building, you’ll break a floor into zones, flow trades through each, and coordinate around site logistics.
Industrial Path: Driven by systems. Construction often follows flow diagrams and one-line diagrams, sequencing installations (like tanks, skids, and piping assemblies) based on how systems tie together.

Both worlds rely on a path of construction, but the focus shifts dramatically from zones to systems.

Strategic Prefabrication:

Commercial: Prefabrication is used strategically often for bottlenecks like underground electrical feeds, overhead MEP racks, or corridor assemblies.
Industrial: Prefabrication is the default. Entire projects are modeled, prefabricated, and delivered in spools or kits of parts (think LEGO or IKEA).

This is where advanced work packaging (AWP) comes in, design, engineering, and construction packages flow seamlessly into prefabricated assemblies ready for installation.

Engineers Take the Lead:

In commercial work, architects and structural engineers often dominate. In industrial work, MEP and process engineers take center stage.

To succeed, you’ll need strong knowledge of:

Mechanical.
Electrical.
Plumbing.
Fire protection.
Process piping.

Industrial superintendents essentially become MEP superintendents, focusing less on aesthetics and more on functional systems that power facilities.

Safety Compliance: A Higher Bar

Industrial environments are inherently more dangerous than most commercial jobsites. Hazards are severe often life-threatening.

That means:

Zero tolerance for unsafe behaviors.
Strict adherence to safety protocols.
A culture where safety is non-negotiable.

This isn’t optional, it’s survival.

Quality Assurance & Commissioning:

In commercial work, a mistake might affect appearance. In industrial work, a mistake could compromise an entire system.

QC is critical: Systems must be pressure-tested, verified, and functional.
Commissioning is the endgame: Industrial projects aren’t about building structures, they’re about delivering fully operational systems. Every pipe, skid, tank, and electrical line must tie into a working whole.

As a superintendent, you’ll need to move beyond an assembly mindset and adopt a systems mindset.

Final Thoughts:

Transitioning from commercial to industrial construction is a challenge but one worth taking. You’ll dive into systems, prefabrication, commissioning, and advanced safety practices.

The good news? If you’re up for the challenge, you’ll thrive. Industrial projects are rewarding, complex, and impactful.

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

The Hating Period

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 5 min

The Hating Period & Why Questions Keep Us Safe

I hope you’re doing well and loving life out there. I want to share a quick but important concept that’s been on my mind lately: the habit of asking questions, and what I call “the hating period.”

If you know me, you know my philosophy: questions keep us safe. The more questions you ask, the more information you uncover, and the fewer surprises you’ll face later. Early in any new effort, I reach out for help, get feedback often, and lean on experienced people for insight. That is not weakness, that is the process.

I have found that the people who ask questions until they can confidently give a speech on the topic end up spotting gaps that would have otherwise caused trouble. Just the other day, walking around a project site, I kept peppering one of our power experts with questions about temporary power setups. Not only did he enjoy sharing his expertise, but I walked away with five key action items that will make the project run smoother.

Here is the second part of the equation: the hating period. Whenever a new idea comes up, it is natural to dislike it at first. That is healthy. You do not have to reject it completely, but you should challenge it, be curious, poke holes, and ask “what about this?” and “why do we need it?” If it is a good idea, you will eventually understand it better, maybe even fall in love with it, and execute it in the best possible way.

The opposite habit, blind optimism and rubber-stamping everything, is dangerous. Wishful thinking without tough questions leads to preventable mistakes. In construction, where so much is new and complex, the ability to challenge an idea, even for just five minutes, is a game-changer.

So here is my challenge to you: hate the idea for five minutes, ask five questions, and see what you learn. That curiosity will keep you safer, make you sharper, and ultimately help you deliver better results every single time.

On we go.

Key Takeaway:

Do not blindly accept ideas. Give yourself permission to “hate” them briefly, ask at least five questions, and uncover what you do not know. In construction and in life, that habit will protect you from costly mistakes.

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:

On we go

AIA Contract Documents, Feat. Luke Diorio

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Understanding Risk and AIA Contract Documents: My Conversation with Luke Diorio

In this episode, I sit down with Luke Diorio, Senior Vice President of Partnerships and Strategy at AIA Contract Documents, to talk about something that’s absolutely central to the success of every project: managing risk. We dive into Luke’s background and explore how AIA’s contract solutions help professionals create clear, effective agreements that protect everyone involved.

Luke brings years of experience from consulting, association leadership, and strategic product development. At AIA Contract Documents, his focus is on delivering value through industry-standard contracts, agreements, and forms designed to manage risk across the life of a project.

The Importance of Risk Management

Luke made a great point: risk isn’t just a business term, it’s a reality we face in every area of life. In construction, managing risk means anticipating challenges, protecting people and materials, and making sure contracts are crystal clear.

AIA Contract Documents has been the industry standard for over 140 years. It started under the American Institute of Architects and now operates as a private business, with AIA still a key stakeholder. This shift allows them to be more agile and commercially focused while maintaining AIA’s strong industry leadership.

Katina: AIA’s New Contract Management Platform

One of the most exciting things we discussed was Katina, AIA Contract Documents’ new platform. Katina replaces the old ACD 5 system with something much more collaborative and intuitive. It helps project teams focus on the most important contract items, get them in front of decision makers faster, and address risks early.

For project managers, Katina allows them to act as the first line of review, flagging key issues and passing only the unresolved ones to legal or risk management. This saves time, avoids bottlenecks, and keeps projects moving forward.

Flexibility and Customization

AIA’s contracts aren’t rigid templates, they’re starting points. With a subscription, you can customize them for your project’s needs. That might mean adding Takt Planning into the schedule or adjusting clauses to address unique project risks.

Luke reminded me that contracting isn’t about “filling in the blanks.” It’s about thinking through terms like bonds, retainage, warranties, and delivery methods. Every choice shifts the balance of risk, and the right decisions can mean the difference between smooth progress and costly disputes.

Lessons from the Field

Luke has seen AIA contracts used on everything from small home renovations to massive projects like the Caesars Superdome. No matter the size, the same principles of risk management apply and that’s what makes these tools so versatile and valuable.

A Challenge to the Industry

Luke left us with a challenge: take risk management seriously. The most successful projects distribute risk fairly, rather than piling it onto one side. This balanced approach builds trust, encourages collaboration, and leads to better outcomes for everyone.

Key Takeaway:

Risk is part of every project, but the right tools, processes, and mindset can keep it under control. Contracts aren’t just paperwork, they’re a critical part of delivering safe, successful, and profitable projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Treated Like A Subcontractor

Posted on August 15, 2025August 16, 2025 by Danny Jiménez⁩

Read 6 min

Stop Treating Subcontractors Like Second Class Citizens

Recently, I caught myself saying something I regret. I told a prospective partner that they were treating me like a subcontractor. The person immediately responded, “I didn’t mean to do that.” At first, it might sound like a harmless exchange, but here is the problem. My comment implied that it is normal to treat subcontractors badly, and their response accepted that premise as true. Both are wrong, and this mindset is one of the most toxic habits in our industry.

Too often, subcontractors, what I prefer to call trade partners, are treated as if they are less important. They get short, transactional communication. Calls are ignored. Messages are buried in contract language like “per your contract” or “as discussed in the timeline.” There is little human connection, no sense of partnership, and certainly no genuine relationship.

I used to be on the GC side for years, so I did not fully realize how common and damaging this behavior was until I started consulting. Now, I see it everywhere. Even excellent teams who praise our work sometimes still fall into the habit of sending cold, contractual messages that strip away respect and humanity. It is discouraging, and it has to change.

Being a true trade partner means much more than using friendlier terminology. It means actually building a relationship, treating people with dignity, and creating a safe, supportive work environment. It means signing fair contracts, providing help when needed, returning phone calls, and looking out for each other’s success. It means being available to talk through challenges instead of hiding behind formal paperwork.

I met an electrician here in Phoenix who made his policy clear. If a GC will not give him 30 minutes to meet face to face, he will not bid for their job. That is the standard we should be striving for, one where human connection and mutual respect are non negotiable.

The phrase “treating me like a subcontractor” should never mean treating someone poorly. In a healthy industry, it should mean treating someone like a valued partner, the same way a high end restaurant treats a welcomed guest.

Key Takeaway:

Subcontractors are not second class citizens. If we call them trade partners, we must mean it by building trust, communicating openly, and treating them with the same respect and care we would want for ourselves.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

We All Have Problems – The Question Is If We Address Them Early or Late

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Problems: Solve Them Early or Pay the Price Later

In our projects, problems are inevitable. The real question is whether we deal with them early, when they are manageable, or wait until they become expensive, time consuming crises.

Right now at Lean Built, we are in the middle of an exciting phase. Switch gear shop drawings are in progress, the surveyor is lined up, bids are coming in from early release trade partners, and we are about to do bid leveling. We have also signed our first MSA, which is a big milestone for a new construction company. As part of our preparation, we are reviewing every single drawing in the documents to make sure the team has exactly what they need.

This review process reminds me of planning charrettes I experienced in the past. These sessions involved gathering everyone together, brainstorming openly, identifying issues, and assigning action items. Going through drawings in detail always reveals something that needs attention, from procurement log updates to required permissions. Addressing these early prevents them from becoming bigger problems later.

For example, on our current project we are tracking the permanent power feed. We have also flagged insurance requirements and the release of certain trade partners to secure procurement. This might make us seem overly cautious, but in reality it is productive paranoia, staying ahead to avoid being caught off guard.

Another example is steel procurement. We chose to go out to bid early, which turned out to be the right call. A couple of trade partners dropped out the day before bids were due. While that was frustrating, our early action gave us the time to find another contractor without delaying the project.

Unfortunately, some people believe in “strategic waiting” which means holding off until all information is in before acting. I have never seen this help. You end up discovering the same problems later, but with far less time to respond, and the end date rarely changes to accommodate those delays. That means long hours, weekend work, and unnecessary stress for the team.

The reality is, none of us are perfect. Whether you see it as being poorly evolved primates or fallen man and woman, we will make mistakes and miss things. The solution is not to pretend we can avoid errors, but to actively seek out problems early. Make problems finding part of every meeting. Bring them to the surface, prevent what you can, and solve the rest before they spiral out of control.

The bottom line is simple. Problems are guaranteed. The choice is whether you deal with them early, when they are easier to manage, or late, when they can derail your project.

Key Takeaway:

Every project will have problems. The difference between success and failure is whether you find and address them early when they are manageable, or late when they become costly and disruptive.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Don’t Be Afraid of the 2-day Takt Time

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Two-Day Takt Time: Why It Works and Why You Shouldn’t Fear It

We have been seeing more and more trade partners ask to move from a three-day takt time to a two-day takt time. This is exciting because it can speed up overall throughput and help us recover lost time on projects. However, I have noticed that this shift sometimes creates hesitation, especially from superintendents who worry about whether the logistics can keep up. Concerns about forklifts, material deliveries, scrap removal, and general site support are common.

In one recent situation, the team faced permitting and weather delays. Our lean tech team suggested moving to a two-day takt time instead of a three-day takt time. This would not just get the project back on track but actually put it 13 days ahead of schedule. The benefits were clear, yet hesitation remained.

Typically, I teach that three- to five-day takt times are a good starting point for teams new to the takt production system, while two- and one-day takt times work well for teams with more experience. In Germany, shorter takt times are common. What I did not expect was the level of fear that sometimes comes with the idea of shortening the cycle.

It is normal to be a little nervous, but here is the reality. The choice is not between a three-day and a two-day takt time. The choice is between a two-day takt time or a crash landing at the end of the project. Would you rather deal with aggressive but achievable pacing or face trade stacking, missed deadlines, and weekend work? A two-day takt time is a possible plan. It is challenging but doable with intentionality, teamwork, and discipline.

Changing this mindset is important. A project’s plan should not be dictated by one person’s comfort level but should be a decision made by the entire project team and trade partners. If fear of change could lead to schedule failure later, it is worth having the hard conversation now and making the right call.

We are moving toward faster takt times. At Lean Built, we started our first project knowing we could complete it with a three-day takt time, but we already have a path to two days and we are taking it. With the right buffers and planning, it is not just possible, it is better for the project and everyone involved.

Key Takeaway: Two-day takt times are not something to fear. They are a proven way to recover schedules, avoid chaotic endings, and finish strong without burning out crews.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Pre-kit, Not Same-kit

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Pre-Kit, Not Same Kit: A Lean Construction Mindset Shift

In this blog, I’m going to talk about the importance of pre-kit, not the same kit, and why this shift in thinking can transform how we plan and execute work.

We’ve discussed the concept of pre-kitting before. Pre-kitting means you do not start a task until you are ready to finish it. That means having all the tools, materials, equipment, labor, permissions, and information required to accomplish the task from start to finish.

The key point is that it is not pre-kit to just start. It is a pre-kit to start, do it, and finish it.

What Pre-Kit Really Means

In Lean Construction terms, we talk about working in a single process flow: plan, build, finish. Your kit should be prepared for all three of those stages. At Lean Built, our work package effort and trade partner preparation process (TP3) help teams achieve this.

As we move through buyout, preparatory meetings, inspections, and follow-up steps, we collect the information for the work package. By the end, we use a checklist of 17 key items to confirm whether we have a complete kit. If something is missing by the time we get past the look-ahead and weekly work plan, that is a roadblock and a red flag.

Why Same Kit Does Not Work

I grew up in a world of strict inspections and checklists with the Army Corps of Engineers, government quality control programs, and manufacturer startup lists. While these had value, they often became stale. Reusing the same checklist repeatedly without updating it turns it into the same kit rather than a true pre-kit.

Same kits are often walls of text, outdated, and generic. Human nature means that people stop actively processing them, and they lose their effectiveness. Pre-kitting, on the other hand, means creating a fresh, useful, frictionless set of instructions and resources for this specific job.

Designing a Useful Pre-Kit

When I design work packages, I use Canva to make them as clear, visual, and engaging as possible. The goal is to create information that trade partners will actually want to use. This means minimal text, lots of visuals, and custom-tailored content.

It is not about dumbing things down. It is about matching the format to how crews prefer to work. Many skilled tradespeople want to be hands-on, not spend time wading through unnecessary text. So we give them exactly what they need, in the way they want to see it.

The Bottom Line

Pre-kit means preparing the right information, in the right way, for the right job. It is about tailoring and refreshing content, not just reusing outdated checklists. If everyone on the crew starts with a true pre-kit, they are equipped to plan, build, and finish without unnecessary delays or mistakes.

Key Takeaway
True pre-kitting is about readiness to finish, not just readiness to start. Outdated, generic same kits slow projects down, while tailored, visual, and specific pre-kits empower crews to execute work efficiently and without roadblocks.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How To Show-up Like an A-hole PM

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

How to Be an A-Hole Project Manager in Construction (and Why You Shouldn’t)

I’m going to talk about how to be an a-hole project manager in construction.

Let me be clear from the start: I love project managers. The reason for this blog is because I’ve seen destructive behaviors repeated in our industry over and over again, and I want us to spot them, call them out, and stop them. The tone here is tongue-in-cheek. I’m giving you a “how-to” list for being an a-hole so that you can do the opposite.

The A-Hole Playbook

Bully the trades. Treat them as inferior, throw your GC weight around, and make them feel like second-class humans.
Force cost reductions. Ignore the reality of their need to stay in business. Deny change orders, slash bids, and squeeze them until payroll hurts.
Play manipulative negotiation games. Twist “Never Split the Difference” into a win-lose weapon.
Be rude and disrespectful. Send curt, cold emails without even using their name. Make them dread seeing your messages.
Use abusive practices. Leverage bad systems like retainage, flawed contracts, and CPM scheduling to your advantage.
Blame others. Make sure mistakes land on the PE, the super, the designer, anyone but you.
Micromanage everything. Constantly check on work that isn’t due yet, eroding trust and morale.
Withhold information. Keep drawings and updates to yourself, then act surprised when things go wrong.
Set unrealistic deadlines. Demand the impossible, then use failure as ammunition.
Ignore safety. Brush off safety concerns until someone gets hurt, then blame the crew.
Change scope constantly. Shift directions mid-job without warning.
Trash talk trades. Stir up drama between crews and talk about them behind their backs.
Lie about change orders and payments. Hold back money to exert control.
Lead by absence. Show up late, leave early, and only appear to criticize.

If you follow this list, you’ll build resentment, destroy trust, and damage careers, including your own. Sadly, I’ve witnessed each of these behaviors far too often.

Why This Has to Stop

This isn’t just bad leadership. It is toxic to the industry. It erodes relationships, destroys collaboration, and puts projects at risk. My hope is that we can make these behaviors so unacceptable that they disappear from our job sites. Respect for people isn’t optional. It is the foundation of sustainable, high-performing teams.

Key Takeaway

Bad PM habits like bullying, micromanaging, and manipulating trades aren’t just unprofessional. They are industry poison. Learn to spot these behaviors, refuse to tolerate them, and lead with respect instead.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Last 5%

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 7 min

The Last 5% – Why We Struggle to Finish Strong

In this blog, I’m going to talk about the last 5%.

This is something I’ve struggled with personally and something I’ve seen over and over again in our industry. Early in my career, before I learned to keep a to-do list and develop a strong personal organization system, my PM and superintendent would constantly remind me: “Jason, it’s the last 5%.” I was great at starting tasks, but not so great at finishing them completely.

At the time, I didn’t want to hear it. I thought it was nitpicking. But looking back, they were right. I’d leave tools lying around, drawings unmarked, checks undone. I’d stop once the “main” part of the job was done and overlook those final steps that make all the difference.

What is the Last 5%?

The last 5% means:

Putting tools away where they belong
Tidying the drawing after the change is made
Double-checking the measurements
Completing the inspection and documenting it properly
Verifying the submittal is complete and approved
Making sure the day plan actually gets into the worker huddle’s hands

It’s the part of the process that ensures the work is truly complete, not just “good enough for now.”

Why It Matters

In Lean terms, true excellence is plan, build, finish, and the “finish” part has to be 100%. Skipping the last 5% is like leaving a puzzle missing the final piece. From the outside, the job looks nearly done, but it’s incomplete, unpolished, and vulnerable to defects or delays.

The truth is, many of the issues we see on jobsites aren’t because people didn’t start well, they’re because they didn’t finish well. The missing detail becomes a rework item. The unchecked measurement leads to an error in the next phase. The incomplete documentation causes confusion down the line.

How to Build the Habit

Finishing the last 5% is a discipline, and like any discipline, it can be taught and developed:

Personal Organization Systems – Use to-do lists, checklists, and Lean planning boards to make sure tasks are carried through to completion.
Mentoring – Teach newer team members to always think in terms of “plan, build, finish.”
Accountability – Supervisors and foremen should actively look for the last 5% and call it out when it’s missed.
Culture of Completion – Make “the last 5%” a common saying on your site, so everyone understands it’s non-negotiable.

A Real-World Example

I’ve been watching a home inspection influencer here in Phoenix, and every video is a masterclass in spotting the last 5% left undone: missing grout, insulation gaps, cracks that weren’t sealed, sloppy finishes. None of these things take much time to fix, but they were skipped. And skipping them undermines the professionalism of the entire job.

If we want to be truly Lean, we need to model the last 5% ourselves, teach it to our teams, and make it part of our identity as builders. Finishing well isn’t just about looking good, it’s about quality, safety, customer trust, and pride in our work.

Key Takeaway

In construction, success isn’t just about starting strong, it’s about finishing completely. The “last 5%” is where quality, safety, and professionalism live, and we must make it a habit to see every task through to the very end.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The “It’s Not That” People

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Beware of the “It’s Not That” People

In this blog, I’m going to cover the “It’s Not That” people.

I’m outside writing this, my wife’s in the office because her computer is down, and the cleaners are here. If you hear birds chirping in the background, that’s why.

Last week, we ran SuperPM Boot Camp with 40 attendees. It was an incredible session, thanks in large part to my co-trainer, Mr. Montero, but also exhausting. The more technical it gets, the more it depends on the instructor staying ahead of the group. I ended up sick and am now nine blogs behind, but I’m catching up.

The Problem with the “It’s Not That” Crowd

This isn’t me being petty, this is about clarity and truth. You’re the only one who can decide what’s true for you, but we all have a responsibility to communicate accurate, clear information. As Brené Brown says, “Clear is kind, unclear is unkind.”

Recently, I’ve noticed a marketing trend where people make big, provocative statements:

“Takt is not about flow, it’s about finding things that will prevent flow.”
“Takt control is not about meetings.”
“Lean is not about tools or processes.”
“Construction software should not depend on Excel.”

But then, if you read further, they end up saying the opposite:

The whole point of finding things that prevent flow is… to protect flow.
Takt control does involve short, focused meetings to manage field flow.
Lean tools and processes should lead to respect for people.
And yes, their software exports to Excel.

This “shock and awe” approach might be good for clicks, but it confuses people and distracts from what’s actually important.

The Real “It’s Not That”

If you hear someone say, “It’s not that,” ask yourself:

Is it a real warning?
Or is it just a sales hook?

For me, the only legitimate “It’s not that” is when something hurts people.

Let’s be clear:

Flow doesn’t hurt people.
Excel doesn’t hurt people.
Tools, systems, processes, if they help people, don’t hurt people.
Short, focused meetings to coordinate work don’t hurt people.
CPM, however, can and does hurt people. It causes overburden, late nights, and unrealistic schedules that burn people out.

That’s why I’ll say “CPM is not the right tool” without hesitation. It’s not about nitpicking, it’s about eliminating systems that consistently disrespect people.

Use the Right Tools for the Right Reasons

We should be able to use any tool, system, or process flow, meetings, Excel, takt, you name it, for the benefit of people. The litmus test is simple:

If it systematically disrespects people, it’s an “It’s Not That.”
If it doesn’t, then use it with common sense and human dignity in mind.

Key Takeaway

Don’t fall for “It’s Not That” statements unless they’re pointing to something that truly harms people. Marketing shock tactics create confusion, focus instead on using tools and processes that protect dignity, promote flow, and respect the humans doing the work.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Hating Period & Why Questions Keep Us Safe

Key Takeaway:

The Importance of Risk Management

Katina: AIA’s New Contract Management Platform

Flexibility and Customization

Lessons from the Field

A Challenge to the Industry

Stop Treating Subcontractors Like Second Class Citizens

Problems: Solve Them Early or Pay the Price Later

Two-Day Takt Time: Why It Works and Why You Shouldn’t Fear It

What Pre-Kit Really Means

Why Same Kit Does Not Work

Designing a Useful Pre-Kit

The Bottom Line

How to Be an A-Hole Project Manager in Construction (and Why You Shouldn’t)

The A-Hole Playbook

Why This Has to Stop

Key Takeaway

What is the Last 5%?

Why It Matters

How to Build the Habit

A Real-World Example

Key Takeaway

Beware of the “It’s Not That” People

The Problem with the “It’s Not That” Crowd

The Real “It’s Not That”

Use the Right Tools for the Right Reasons

Key Takeaway

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