How To Find Construction Project Leads

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How to Find Construction Project Leads

I have been dying to do another blog on this because I’ve talked about different frameworks before, and now in this blog I get to focus on a specific framework that I absolutely love. Having worked in both massive general contractor environments and small contractor settings, I’ve seen two very different approaches. Today, I’ll share those two frameworks with you.

What Really Gets You the Next Project?

For a long time, I thought landing your next project came down to one main factor. But now I know it’s really a combination of four.

  1. Project Delivery:

How you deliver the project matters a lot. We’re not just building a project; we’re interviewing for the next. Clients want to know you can deliver results and provide an experience they value.

In some regions, like the Midwest, Southeast, and parts of Canada, repeat business is common. But in places like the Northeast, California, or Arizona, even if you do great work, politics or selection methods might still keep you out. Regardless, delivery always impacts your ability to get future work.

  1. A Great Team:

Having the right team is just as important. I’ve been part of interviews for major projects, and the teams that win are always dynamic, connected, and high-functioning. When clients sense dysfunction or risk, they walk away. But when the team has strong energy and synergy, they’re much more likely to win.

  1. Relationships:

Being on preferred contractor lists, public lists, or job order contracts helps, but nothing beats real relationships. The most effective project executives, VPs, and business development leaders are constantly out there connecting with potential clients, building trust, and treating them well whether or not there’s an active project.

Proposals and interviews matter, but they’re a small percentage compared to the weight of relationships and team strength.

  1. Marketing Strategy – The Marcus Sheridan Method:

For medium-sized contractors, small firms, and subcontractors, the They Ask, You Answer method by Marcus Sheridan is a game-changer. I first heard him at a Dirt World conference, and his framework pulls inbound marketing concepts together in a powerful way.

Here’s the essence:

  • Brainstorm all the questions clients ask before buying.
  • Research how people actually type those questions into Google, YouTube, or AI tools.
  • Create blogs, posts, and resources that answer those questions directly.

When clients find answers on your site, they trust you. If they can’t find information, pricing, comparisons, or explanations, they get annoyed and leave. By openly answering questions (even ones about competitors), you position yourself as the trusted partner.

This strategy works alongside repeat business and relationship-building, funneling leads straight to you.

Key Resources

If you’re interested in diving deeper, here are four books I highly recommend:

  1. They Ask, You Answer – Marcus Sheridan.
  2. YouTube Optimization – Nate Woodbury (available on Amazon).
  3. The Power of Moments – Chip & Dan Heath.
  4. Getting Naked – Patrick Lencioni (don’t Google this with image search on!).

Together, these resources will help you understand marketing, customer service, and relationship-building at a much deeper level.

Lead Generation Without Cold Calling

One common question I get is: “How do I get more construction work without cold calling?”
The answer: follow the They Ask, You Answer model and focus on real relationships. Serve your clients, give freely, and position yourself as the go-to resource.

What Gets You Called Back?

Simple: make your client’s life easier. If working with you is a headache, they won’t return, no matter how good the final product was. But if you remove friction, bring good energy, and deliver without constant conflict, they’ll call you again.

Building Long-Term Relationships

The principle here is simple: give, give, give. Not to get something back, just to give. Support your clients, your industry, and your community. When your brand is known for generosity and service, people will seek you out for work.

Key Takeaway

Winning more construction projects isn’t just about proposals or cold calls, it comes down to how you deliver your projects, the strength of your team, the relationships you build, and using strategies like Marcus Sheridan’s They Ask, You Answer to attract clients through trust and value.

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

 

 

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More Great Topics

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Stop Undervaluing Work & Respect the Small Projects

In this blog, we’re diving into two critical concepts for lean construction companies, stop working prices down and smaller does not mean easier.

Recently, while pricing a large data center and then a smaller one, I noticed a common misconception: smaller projects are often assumed to be easier. In reality, that couldn’t be further from the truth. Large projects have repeatable phases, more buffers, and the ability to recover from mistakes. Smaller projects often come with smaller teams, fewer resources, and more context switching. The pace is faster, the risks are concentrated, and the pressure is higher. Having worked on projects ranging from $200,000 to $2 billion, I can confirm: smaller does not mean easier. Respect every project, no matter its size, and don’t underestimate the teams handling them.

The second concept is stop working prices down. Negotiating a fair price is one thing; manipulating or pressuring someone to reduce their value is another and it’s detrimental to long term relationships.

I recently worked with a client where our services saved them millions of dollars, yet they asked if we could reduce our $90,000 price. Even though their budget could accommodate it, I refused to undervalue the work. Once the scope is clear and the value is understood, the price is the price. Pushing further is slimy, dishonest, and ultimately harms the service provider and the industry. Proper negotiation is about win-win outcomes, not cutting someone’s value.

The principle applies across every type of service or vendor. Whether it’s a legal specialist, an insurance provider, or a trade partner, pay them what they’re worth if the data and scope justify it. Remember, most project managers and executives have no real skin in the game they’re insulated from the consequences of undervaluing others. But for the people doing the work, this has real impact. Treating your team and partners with respect is not only ethical it’s smart business.

Key Takeaway

Smaller projects are not necessarily easier they often require more effort, tighter coordination, and faster decision making than larger ones. Additionally, true lean leadership means respecting the value of service providers, clarify scope and negotiate fairly, but avoid manipulative tactics to force prices down. Pay people what they’re worth to build trust, sustain partnerships, and elevate the entire construction experience.

By internalizing these principles, construction leaders can elevate their projects, respect their teams, and create better outcomes for everyone involved.

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

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Lean Principles from the Rules of Flow, Feat. Dr. Efrat Goldratt-Ashlag

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Creating Flow and Win Win in Construction Insights from Dr. Efrat Goldratt-Aschlag

In this blog, we had the privilege of speaking with Dr. Efrat Goldratt-Aschlag, co-author of Goldratt’s Rules of Flow and daughter of Dr. Eliyahu Goldratt, the creator of the Theory of Constraints. With her background in organizational psychology, she brings powerful insights on how construction can eliminate inefficiencies, reduce burnout, and create win-win results for both workers and organizations.

The Mission

Dr. Goldratt’s mission is simple yet profound: create environments where both the organization and the individual succeed. Too often, leaders believe that if the company thrives, employees must sacrifice or vice versa. But the truth is the opposite: long-term success requires that both are aligned.

Why Multitasking is Killing Construction

One of the most eye-opening discussions centered on multitasking. In construction, it’s common to keep multiple work fronts open to “show progress.” But this actually creates the opposite result:

  • Longer durations: Tasks take 2–3x longer when switching between work fronts.
  • Burnout and fatigue: Constant context switching drains focus and energy.
  • Errors and rework: Rushing between fronts lowers quality.

Instead, crews must limit open work fronts and focus on completing zones before opening new ones. Flow, not frenzy, drives speed.

The Power of Full Kit

Another key concept is full kit ensuring crews have everything they need before starting work. That means not just materials, but also tools, equipment, permissions, layouts, and clear plans. When full kits are missing, crews get stuck, work fronts multiply, and projects stall. With discipline, full kits prevent rework, delays, and wasted motion.

Gates: Controlling Handoffs

To support flow, Dr. Goldratt recommends implementing gates at critical handoffs. At each gate, an expert verifies that the receiving crew has a full kit before work begins. This prevents unfinished work from being pushed downstream and keeps projects moving smoothly.

Real World Proof

These principles aren’t theory they’ve been applied globally with remarkable results. A U.S. high-rise turned its schedule around by limiting work fronts and focusing on flow. In Japan, after a devastating disaster, the Department of Infrastructure rebuilt a dam in 2–3 months instead of 2–3 years by applying the Theory of Constraints.

Training and Growth

Dr. Goldratt also emphasized that training must build expertise. People are motivated to grow, and when organizations invest in deepening skills, they reduce bottlenecks, empower teams, and improve flow. Personal growth aligns with organizational growth another example of win-win.

Key Takeaway

Construction doesn’t need more rushing, pushing, or panic. Real speed and reliability come from limiting multitasking, providing full kits, enforcing gates, and investing in expertise. When people and organizations grow together, both win and projects thrive.

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

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Leadership & Personal Development, Feat. Leandris Weeden, CM-Lean, LCI-CPC

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Leadership, Growth, and Authentic Influence in Construction

Leadership in construction is more than holding a title. It is about influence, authenticity, and the ability to connect with people on a personal level. In my conversation with Leandris Weeden, a lean practitioner with years of experience in healthcare construction, we explored leadership, personal development, and the power of failing forward.

Leandris began by describing his introduction to lean construction back in 2014. At that time, he was working at Cincinnati Children’s Hospital and exposed to practices like pull planning, daily huddles, and weekly work plans. At first, he did not know where these tools came from, but later he realized they were rooted in Toyota’s lean practices and the Last Planner System. This curiosity sparked his deeper dive into lean construction, setting him on a path of continuous learning.

When I asked him what message he wanted to share with the industry, his response was clear: do not be afraid to fail. Failure, he said, is the first attempt in learning. In construction and in life, we often fear mistakes, yet those mistakes are what allow us to grow. If we can fail iteratively and learn from each step, then we can build momentum and confidence.

We then discussed leadership. Leandris uses John Maxwell’s definition of leadership: influence, nothing more, nothing less. The challenge lies in how influence is earned. Too often, people rely on artificial authority tied to titles or positions. Authentic leadership, however, comes from who you are and how you build trust. People will only follow you because they want to, not because they are forced to.

He emphasized that authentic leadership begins with getting to know people. Beyond the job site, you need to connect with workers as individuals, learn their stories, and build trust. He shared a powerful example from a project in Miami, where he worked with a Cuban crew. By learning how to make Cuban coffee and serving it daily, he built bonds with the team. That simple act of cultural connection created trust, respect, and buy-in far beyond what authority alone could achieve.

Trust, he reminded us, is the foundation of any high-performing team. Without it, there can be no healthy conflict, accountability, or results. Building trust requires personal effort, humility, and the willingness to serve others.

We also talked about personal development. According to Leandris, who you are matters more than what you do. Leaders are remembered not for their tasks but for their character. He stressed the importance of intentionally growing through habits like daily reading. His personal practice is reading at least 30 minutes every morning, which helps him become a better version of himself each day.

This kind of consistent investment in personal growth separates strong leaders from average ones. Instead of spending hours scrolling on social media, he invests time in developing character, which benefits his career, his family, and his community.

He described the importance of having a gain mindset rather than a gap mindset. A gap mindset compares you to an ideal or image you may never reach, which is discouraging. A gain mindset compares you only to your past self, focusing on progress and growth over time. This is how leaders evolve from success to significance, moving beyond personal achievement to positively impacting others.

As our conversation wrapped up, I asked about his vision for the future. He explained that he sees life as a journey rather than a series of destinations. His goal is to continue evolving, giving back to young professionals, and using his unique abilities to help others grow. Whether through operations, consulting, or mentoring, his mission is to create positive influence in the industry and in people’s lives.

He left us with a memorable challenge. In life and in construction, you must decide if you want to be part of the mediocre many or the fantastic few. Becoming part of the fantastic few requires intentional growth, authentic leadership, and the courage to fail forward.

Key Takeaway

Authentic leadership is rooted in who you are, not what title you hold. Growth comes from intentional habits, building trust, and having the courage to fail forward.

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

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Tools Don’t Cost Money!

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Tools Do Not Cost You Money, They Make You Money

We often fall into the trap of thinking tools are an expense, when in reality they are one of the strongest investments we can make. A drill, a computer, a piece of software, or even training for your team does not cost money. It makes money. Tools unlock productivity, reduce mistakes, speed up delivery, and keep people safe.

Think about it. If a carpenter spends $150 on a drill, that drill allows them to deliver tens or hundreds of thousands of dollars’ worth of work. It is not a cost, it is a multiplier. The same is true for consulting, software, preplanning efforts, or scheduling support. Too often, leaders in construction hesitate to spend a few thousand dollars upfront and then lose millions of dollars downstream because of preventable delays, poor planning, or missed opportunities.

I shared a story recently that illustrates this perfectly. A company invested in Elevate consulting services. Over two years, they spent a few hundred thousand dollars with us. As a result, their gross profit increased by millions. The return on investment was massive. Consulting did not cost them money. It made them money.

The same principle applies to how we view project budgets. Once a budget is set, especially with a lump sum or guaranteed maximum price contract, there is no way to grow that budget. At best, you can protect it. The water is already in the bucket. Managing the budget means plugging leaks, but it will not add more water. You cannot plug holes with water. You plug holes with planning, resources, and proper execution. That is where tools, training, and preparation come in.

For example, implementing Takt planning, using visual systems, and equipping your teams with the right technology ensures projects finish on time and within budget. These efforts prevent crashes, avoid costly change orders, protect contingency, and build client trust. Even more importantly, they protect careers and families by reducing stress, long hours, and burnout.

This is why I say tools, consulting, and training are not costs. They are revenue generators. If you run a taxi company, the car is not a cost. It is the source of your income. If you run an airline, the airplane is not a cost. It is your business engine. In construction, the same is true. Equipment, planning, and training make you money.

Too many companies hesitate over small investments. Should we buy a second monitor for our project managers? Should we invest in consulting? Should we bring superintendents into preconstruction earlier? Should we purchase the right scheduling software? The hesitation often costs far more than the investment itself. Passing up these opportunities is like refusing to spend $40,000 when it could generate $3 million in return. No reasonable person would turn down that kind of investment, but construction companies do it every day.

I want to leave you with this challenge. Rethink how you see tools, training, and consulting. They are not money leaving your account. They are multipliers that allow you to plug leaks, prevent problems, and unlock profit. The companies who thrive are not the ones who pinch pennies. They are the ones who invest strategically in the things that will give them leverage. Tools do not cost you money. They make you money.

Key Takeaway

Tools, training, and consulting are not expenses. They are powerful investments that prevent losses, create flow, and multiply profits.

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

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Diggers & Dirt

Read 4 min

Diggers and Dirt: The Secret to Effective Leadership

There is a big difference between leaders who skim the surface and those who dig deep. In construction, the ability to dig, to probe, and to uncover what is really going on in a project is what separates successful organizations from those that flounder.

I was speaking recently with a potential client about organizational structure. We discussed how project managers and superintendents typically manage three projects, sometimes five at most, and report up to project executives or project directors. Those executives in turn report to directors of operations or integrators who support the COO. The problem arises when these leaders are spread too thin. Once they take on too much, they become ineffective.

But there is another trap even more damaging: putting optimists in key leadership positions. I once worked with a general superintendent who, when reviewing a troubled project with unsuitable soil and repeated flooding, brushed everything off with hopeful statements like, “It should be fine this time.” Despite evidence to the contrary, he refused to dig into the data. That mindset ended his career in that role.

This is why I say that in these senior positions, you must have diggers. Diggers are people who refuse to settle for surface-level answers. They ask tough questions. They verify claims. They demand to see the data. When someone says the budget is fine, a digger asks to see the projections. When someone says the schedule is on track, a digger wants to see the plan, the sequencing, and the risks.

Leaders who are only optimists tend to passively encourage without solving problems. But leaders who dig model accountability. They show project managers and superintendents what it means to hold teams responsible for performance. Without that, organizations drift into mediocrity.

The digger is only half the equation, though. The other half is dirt. Dirt represents the actual information: the schedule, the zone maps, the logistics plans, the risk and opportunity registers, the procurement logs, and the financial projections. Dirt is the raw material that diggers need to find the truth. Without dirt, even the best leader cannot dig.

I once used the analogy of our family dog. She has the instinct to bury her bone, but if she does not have real dirt, she injures herself trying to bury it in a blanket. Leaders are the same way. You can have someone who naturally digs, but without data and visual systems, their efforts go nowhere and even cause harm.

When organizations lack detailed schedules, proper financial forecasts, procurement logs, and risk registers, they deprive their leaders of dirt. Without that dirt, leaders cannot dig, and the organization is left blind. The result is a cycle of surprises, roadblocks, and firefighting that destroys flow.

On the other hand, when leaders have both diggers and dirt, remarkable things happen. A digger with accurate data sees problems early. They bring the team together to solve issues before they become crises. They model accountability and teach their direct reports to lead with rigor instead of wishful thinking.

This is why I emphasize that project executives, directors, and integrators must be diggers, and their organizations must provide dirt. Together, diggers and dirt create clarity, consistency, and confidence in execution. Without both, projects struggle and organizations stall.

If you are building your leadership team, look for diggers. Look for those who ask questions until they uncover the truth, who are not satisfied with surface answers, and who can model accountability with respect. Then equip them with dirt: the schedules, the plans, the metrics, and the systems that give them something to dig into.

With diggers and dirt working together, projects flow, teams align, and organizations thrive.

Key Takeaway
Successful construction organizations require both diggers and dirt. Leaders must dig relentlessly for the truth, and organizations must provide the schedules, projections, and data that allow them to uncover it.

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

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Attack, attack, and attack some more-personally

Read 5 min

Attack, Attack, and Attack Some More

One of the biggest mistakes I see in our industry and in life is waiting for perfection before starting. We think once we know everything, once we have the perfect plan, then we’ll take action. But here’s the truth: nothing worthwhile gets perfected before it is started. Progress happens when you attack, attack, and attack some more.

I have lived this principle many times. When I first learned lean with my project team, we did not know everything about daily huddles or weekly work plans. We just started. We created the space, implemented huddles, and built culture. Was it perfect? Absolutely not. But the act of starting and iterating made all the difference.

Each project after that, we layered on more: better visuals, more robust systems, full use of tact and last planner, worker huddles, engineering processes, and preconstruction structuring. Every project became stronger because we were willing to begin before we had mastery.

That same principle shaped the integrated production control system. The first version was just an outline in a notebook. Then we tested it in boot camps, where it evolved into games, Miro boards, Canva graphics, a training manual, and eventually the full-blown system we have today. If we had waited until it was perfect, it would never have been born. By version 7, it was useful. By version 15, it was remarkable. Today, it is the backbone of our super PM bootcamps.

The same story applies to our tact control boards. The first twelve iterations were rough. They sucked. But each draft improved. Today, the boards are polished tools with magnets, formatting, and structure that project teams rave about. And we are still improving them every time we use them.

This willingness to draft, fail, and improve is not weakness. It is the essence of progress. Paul Akers showed this brilliantly when he reimagined the airline boarding pass. His first versions were clunky, but after many iterations and asking for feedback again and again, he created a version that could change the travel experience for millions.

In our work with prefabrication, we have seen this firsthand. A team drafts a plan, tests it, and then adjusts it. The initial version is not the final answer. It is the starting point that allows improvement.

Here’s the lesson: nothing will ever be right the first time. You will not master pull planning on your first attempt. You will not create the perfect logistics plan in version one. You will not design the perfect huddle space or meeting format without first trying it and realizing what does not work.

Iteration is the path to excellence. The first draft might be ugly. The second draft will be less ugly. By the fifth or seventh, you are close. By the fifteenth, you are leading the industry. But none of that happens without the courage to start and to suck at it in the beginning.

Kate’s journey with graphics is a perfect example. Her first hundred attempts were rough. But now, through practice and persistence, she creates industry-leading visuals that elevate our books, websites, and training materials. The quality you see today is built on the back of hundreds of drafts that nobody sees anymore.

The same goes for our websites, our books, and our guides. The first versions were terrible. But they existed. And because they existed, we had something to improve. Today, those resources are world class.

If you are holding back from implementing lean, tact, pull planning, or any system because you think you need more training or more confidence, stop. The only way to gain confidence is to act. The only way to learn is to start. The only way to succeed is to attack, attack, and attack some more.

When safety and compliance are at stake, yes, be deliberate and precise. But when it comes to creative systems, collaboration, and continuous improvement, perfection is the enemy of progress.

Do not wait. Do not hide behind excuses. Do not let fear of failure stop you from beginning. The first draft will not be the last draft. The important thing is that there is a draft. Because once you have something to review, something to test, and something to iterate on, you are on the path to excellence.

So whether it is your first pull plan, your first huddle, your first logistics board, your first sign, or your first schedule, do it. Fail. Learn. Do it again. By the time you reach version seven, you will be amazed at how far you have come. And by version fifteen, you will have something remarkable that sets you apart from everyone else.

Attack, attack, and attack some more. That is how you build mastery, transform teams, and elevate your work.

Key Takeaway
Excellence does not come from waiting until you are ready. It comes from starting before you are ready, being willing to fail, and improving relentlessly. The courage to attack, attack, and attack some more creates the path to mastery.

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

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More Field Engineering Steps – Field Engineering Series

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The work of a builder or field engineer becomes clearer as the steps progress. Once the basics are in place, the focus shifts to maintaining tools, mastering software, and building the control systems that will guide construction.

Step 17 is all about creating and following a testing and calibration schedule. Just as projects need permitting and schedules to stay on track, equipment needs regular calibration. Field engineers should schedule testing and servicing for tribrachs, automatic levels, and total stations. Keeping equipment accurate prevents costly mistakes and builds habits that shape a career.

Step 18 focuses on getting the computer and applications ready. Too many companies make the mistake of giving new builders only an iPad. A computer is non-negotiable for real construction work. Builders need AutoCAD, Revit, Google SketchUp, Excel, and the rest of the office suite. They also need tools like WhatsApp for communication, Canva for visuals, and project management platforms. Miro can be added later for collaboration. The key is having a reliable computer set up with the right programs from day one.

Step 19 is learning AutoCAD. This can be done through professional training, LinkedIn Learning, or YouTube channels such as Lean Survey with Brandon Montero. Field engineers use AutoCAD to finalize primary and secondary control plans, overlay traverses, and input survey data. Teams that master AutoCAD early gain an edge in precision and confidence.

Step 20 is reading the rest of the field engineering methods manual. Earlier steps introduced the first eight chapters, but full competence requires reading the entire book. Understanding survey and control techniques in detail prepares engineers to handle real-world challenges in the field.

Step 21 shifts into reconciling the basis of bearings, the design benchmark, and the building coordinates. These elements explain how the site was surveyed and how the project was designed. Engineers should pull civil drawings, trace information, and understand how everything ties together. Step 22 then takes this into the field, where engineers survey the basis of bearings and design benchmarks, either by checking distances, tying into property lines, or creating a traverse.

Step 23 is designing primary control points. These are permanent points that surround the site and guide the entire project. Once installed, step 24 requires traversing the primary control to measure distances and angles with precision. This step produces a closure and assigns accurate coordinates to every primary control point. Step 25 adds level looping from the design benchmark to establish elevations for each point. With traversing and leveling complete, the engineer now has a reliable X, Y, and Z for the project.

Step 26 is creating a formal primary control plan. By overlaying traverses in AutoCAD, labeling the new coordinates, and printing a polished drawing, the engineer creates a reference that the entire team can trust.

Step 27 moves to secondary control, which is semi-permanent and tied to the building itself. These points align with grid lines and are offset to avoid disruption. Secondary control connects directly to the primary network and prepares the project for detailed layout.

Step 28 introduces working control. Unlike primary and secondary, working control is temporary and specific to building components such as walls, columns, or elevator pits. It is laid out, used during construction, and then discarded. This flexibility makes it possible to keep pace with the project’s progress.

Step 29 is the introduction of the chain. Builders at this stage move beyond flimsy tapes to certified steel calibrated chains with tensioners. These ensure precise parallel distance measurements on slabs and grids. Using the chain consistently raises accuracy, reduces rework, and reinforces the professional standard of field engineering.

By completing steps 17 through 29, field engineers position themselves to support projects with accuracy, discipline, and technical competence. The habits built here carry through every stage of a construction career.

Key Takeaway

Field engineers build consistency by mastering habits, tools, and controls. From calibration schedules to control networks, every step lays the foundation for accuracy and clarity in construction.

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

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Last Field Engineering Steps – Field Engineering Series

Read 5 min

The final steps in the field engineering or builder’s role bring everything together. By this point, the foundation is strong, the drawings are ready, and the field is active. Now it becomes about quality, coordination, and building habits that ensure success as projects move forward.

Step 30 is where the port check process begins. With primary, secondary, and working control already in place, the project is likely in full motion. This is when quality checks come into play. Whether it is verifying masonry walls, checking a concrete placement, or performing general QC, this is where the builder shifts into a rhythm. The process should always follow a cycle of plan, build, and finish. Running around without focus leads to mistakes. Instead, the role of the field engineer is to plan each task, help the crew build it correctly, and then confirm the work is finished according to standards.

Step 31 builds on this by creating quality checklists. These checklists come directly from preconstruction meetings and ensure that nothing is overlooked. They keep teams aligned on expectations and provide accountability for installation standards.

Step 32 introduces features of work boards. Not every task falls into the typical categories of concrete or masonry. For unique scopes like installing an underground tank, visual feature of work boards make a big difference. These boards combine pictures from manufacturer instructions, bullet lists of steps, and clear visuals for the install teams. Whether it is a checklist or a feature of the work board, the point is the same: crews need clarity, and visual communication makes quality repeatable.

Step 33 emphasizes the importance of Revit. While ideally this tool is set up earlier in the process, now is the point where it becomes essential. Revit enables the creation of lift drawings, which are the foundation for field checks and planning. Installing the software, learning the basics, and setting it up properly is a non-negotiable skill for a builder. Training resources are available through platforms like LinkedIn Learning or internal company libraries.

Step 34 is where the first lift drawing comes to life. This drawing must meet lift drawing requirements and be thoroughly checked. Foremen and lead engineers should review it deeply. If it does not come back covered in red notes, the review is not detailed enough. These drawings become living documents that guide construction in the field, so creating them quickly and aligning them with the schedule is key.

Step 35 focuses on writing the first RFI. While project engineers or office engineers may handle this, field engineers benefit from owning the process. Writing RFIs connects directly to the work being installed and builds a deeper understanding of details, requirements, and potential gaps. This habit creates ownership and strengthens communication between the field and the design team.

Step 36 introduces the first trend chart. Tracking production in real time allows superintendents to see progress clearly. Whether it is cubic yards of concrete placed or the volume of excavation completed, data visualized in a chart gives insight into performance. This is a practice every builder should learn, as it strengthens accountability and supports proactive decision-making.

Step 37 shifts focus to vertical control. Once the project goes vertical, it is necessary to design methods for transferring grid lines and elevations from one level to the next. Options include chaining up from tower cranes, using vertical columns, or placing sleeves in decks for layout. This step requires planning, because mistakes at this stage can multiply across multiple floors. Lean survey resources and field engineering manuals provide excellent guidance on how to get this right.

Step 38 expands vertical control into transferring elevations. If elevations are not carried correctly from floor to floor, alignment problems can spread throughout the building. Careful planning and proper methods are critical to avoiding errors that can cost significant time and money.

Step 39 completes the sequence with grid leveling of structural decks. After placements, it is essential to check the floor flatness and document results. Without this step, teams risk needing expensive floor floating later in the project, which can run into hundreds of thousands of dollars. Getting it right the first time is the most cost-effective and efficient approach.

Together, these final steps complete the builder’s sequence. They provide a roadmap for quality, accountability, and consistency in the field. With port checks, checklists, lift drawings, RFIs, trend charts, and vertical controls in place, the builder’s role transitions from setting up systems to maintaining them as construction accelerates upward.

This closes out the field engineering series. These steps will be compiled into a guidebook tied to the field engineering methods manual so teams can use it as a reference. With this foundation, field engineers can approach their work with clarity, confidence, and consistency, helping their projects run smoother and their teams succeed.

Key Takeaway

The final steps of field engineering are about quality, clarity, and control. With proper planning and discipline, builders can ensure consistency as projects rise vertically and gain momentum.

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

Posted in All