An Answer to Questions

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

Using AI and Lean Methods to Improve Construction Projects

Construction is changing faster than ever, and technology is at the center of that transformation. Recently, I had the chance to reflect on updates in our own work, respond to a listener’s message, and share thoughts on how artificial intelligence and lean systems are shaping the future of our industry.

It is an exciting time. Between publishing new book updates, developing training programs like the SuperPM bootcamp, recording video series for students, and planning new one-day builder huddle events, the momentum continues to grow. Each of these efforts is part of a bigger mission: to equip workers and leaders with practical tools that elevate their projects and their careers.

One listener who manages wastewater treatment plant construction sent thoughtful questions about how AI and lean systems fit into real project workflows. His curiosity reflects a growing awareness that construction leaders cannot afford to ignore technology. I want to share those questions and my reflections here because they represent the conversations happening across the industry right now.

The first question was about AI in takeoffs, documents, RFIs, submittals, and meeting notes. The answer is that AI is already here in these areas. For takeoffs, estimating platforms are emerging that accelerate quantity calculations. Some are even experimenting with bid analysis tools that aggregate proposal data, though they still need refinement. Document management is a tougher nut to crack, but RFIs and submittals are areas where AI shines. Drafting RFIs, generating submittal registers, and tracking responses can be done more quickly and consistently with AI support. Meeting notes are another area where AI provides tremendous value. Automatic transcription and summarization save hours, but I caution that critical items should still be handwritten or personally documented. Writing things down programs not only the AI but also our own minds.

When asked what AI programs I use, my go-to remains ChatGPT because much of my work is writing. However, our team explores other specialized platforms where needed. Alice Technologies offers AI scheduling, though its reliance on CPM raises concerns about true optimization. PYPE extracts submittal requirements directly from specifications. ProEst provides predictive cost estimating. NPlan analyzes past project schedules to forecast risks. Evercam tracks equipment and productivity through site cameras, and OpenSpace captures 360-degree site reality. Each of these platforms addresses specific challenges, and having an AI consultant on our team has accelerated adoption.

We have also experimented with chatbots trained on my own content to answer questions as if I were in the room. Even AI avatars have been tested, though current visuals are not convincing enough to replace authentic video. The technology is promising but still maturing.

The listener also asked about lean methods, specifically first planner, takt, and last planner systems. These are powerful tools when used in the right context. First planner is for high-level project planning, where the direction and sequencing of work are determined. Takt provides the rhythm and flow that allow teams to move together smoothly through zones of work. Last planner involves the trade partners directly, making sure the people doing the work commit to the plan and continuously adjust it. These systems complement one another and provide a structure where everyone sees the path forward.

Another question was about handling roadblocks. Should they be prioritized, logged, or integrated into the schedule? In my experience, roadblocks are better visualized than hidden in lists. Expanded 3D maps on the wall allow teams to physically mark barriers with red magnets or stickers, making problems visible to everyone. Once visible, they can be solved quickly. While some people prefer logs or schedules, the danger is that roadblocks end up deprioritized and ignored until they become critical. Clearing the path early and often is far more effective than overthinking which ones matter most.

All of these conversations point back to a bigger truth. Technology like AI is only as effective as the systems and culture it supports. Lean methods provide the structure, and AI accelerates the execution. Together they help us plan better, respond faster, and reduce waste. But at the end of the day, success still depends on leadership, discipline, and collaboration.

Construction has always been about people building together. Tools will change, but the principles remain. Protect finished work, plan with clarity, engage your team, and clear the way for progress. Whether through AI platforms, lean production systems, or better visualization of roadblocks, the goal is the same: make construction more predictable, more collaborative, and more rewarding.

On we go.

Key Takeaway
AI tools and lean systems are transforming construction, but they only work when paired with strong leadership and a culture of collaboration. Visibility, planning, and rapid problem solving remain the heart of project success.

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 12 Causes of Project Failure

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

The 12 Causes of Project Failure and How to Avoid Them

Construction projects often fail not because of one major misstep but due to a collection of preventable causes. Adam Beane has done an excellent job of outlining twelve key reasons projects stumble, and I want to share his insights while encouraging you to check out his work. These causes are not abstract theories. They show up every day on real projects, and the sooner we learn to address them, the more consistently we can deliver successful outcomes.

Before diving in, I want to share one of the builder’s codes that always applies: never yield ground. It is far easier to protect what you already have than to retake it once lost. In construction, this means guarding completed areas, maintaining stable operations, and producing quality work the first time. Rework is expensive, disruptive, and avoidable when we take this principle seriously. Protecting floors, cleaning spaces, posting clear signage, and setting strong expectations are practical ways to hold ground.

Now, let’s turn to the twelve causes of project failure identified by Adam Beane.

The first is lack of planning. Projects rarely go wrong halfway through; they start wrong. Without careful planning at the right ratio of effort, everything downstream suffers. In my own book, Elevating Preconstruction Planning, we emphasized this, and while an updated version is on its way, the message remains: planning is the foundation of success.

Second is poor leadership at the project manager or superintendent level. These two roles are critical in the United States and function like a two-person leadership team. If either is inexperienced, closed-minded, or unwilling to collaborate, the project falters. Owners know this, which is why they often ask who the leaders will be before awarding a job. Strong, open, capable leadership must come first.

Third are project changes, often in the form of scope creep or poor planning during design. Phased design packages and incomplete preconstruction efforts cause constant shifts during execution, destabilizing teams and eroding confidence. While design-build and CM at Risk have many strengths, they also carry risks of frequent design changes if not managed properly.

Fourth is poor scheduling. Traditional critical path method scheduling often sets teams up for failure. Modern approaches like takt planning, Last Planner, and Kanban provide the reliability and flow that complex projects demand. Without the right scheduling system, chaos is inevitable.

Fifth is the skill level of the team. Having the right people in the right seats is non-negotiable. On projects I have led, I deliberately stacked the deck with experienced, trained individuals I trusted. Teams succeed when competence and collaboration are built in from the start.

Sixth is management support. This comes in two forms: the organizational systems that provide scheduling, quality, and surveying tools, and the commitment from higher-level management—both within the contractor’s organization and the owner’s side—to support doing the right thing. Without this backing, teams fight uphill battles.

Seventh is funding. Underfunding projects leads to compromised planning, weakened general conditions, and reduced preconstruction effort. All of these combine to create a shaky foundation.

Eighth is cost containment. Staying within budget is about more than just subcontracts. It involves protecting contingencies and ensuring all codes and scopes remain financially stable throughout the project.

Ninth is resources. Projects require the right trades, equipment, and environmental support. Access to labor, power, communications, water, and drainage can all become make-or-break issues. Calling people resources diminishes their expertise, but without the right subject matter experts and tools, projects fail.

Tenth is information management. Construction thrives on real-time updates. Whether through Bluebeam, Procore, or other platforms, information must flow quickly, especially when design or financial approvals are in play. Lagging updates cause rework, frustration, and costly errors.

Eleventh is incentives. The way contracts and budgets are structured dictates behavior. Lump sum contracts may encourage hoarding, while toxic agreements create adversarial relationships. On the other hand, integrated agreements with aligned incentives encourage collaboration but can stall decision-making if not balanced correctly. Incentives drive behavior, and misaligned ones drive dysfunction.

Twelfth is the lack of continuous risk analysis. Speed and efficiency come not from pushing teams harder but from removing obstacles before they appear. Proactive risk identification keeps projects on track and prevents delays from compounding into crises.

These twelve causes outline why projects stumble and, more importantly, how leaders can prevent failure. They remind us that leadership, planning, resources, and trust are what make or break construction. By studying and applying these lessons, we can deliver projects that succeed more often, with fewer frustrations for everyone involved.

On we go.

Key Takeaway
Projects rarely fail from one major error but from a combination of preventable issues. Strong leadership, solid planning, real-time information, and aligned incentives are the foundation for success.

If you want to learn more we have:

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On we go

Micromanagement as a Myth

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 8 min

Micromanagement Myths in Construction

Micromanagement is often portrayed as one of the most toxic behaviors in the workplace. Scroll through social media and you will find endless lists describing micromanaging bosses as hawks, control freaks, or nitpickers. While there are kernels of truth in those complaints, the reality is more complex. In construction and leadership, many of the things labeled as micromanagement are actually parts of effective training, accountability, and team development.

When someone is learning a new role, it is natural and necessary for leaders to be closely involved. Training often follows the edge method: explain, demonstrate, guide, and enable. Early on, explaining and demonstrating can look like micromanagement, but it is actually coaching. As the individual gains competence, guiding and enabling allow them to earn autonomy. Expecting full freedom before mastering the basics is unrealistic and unfair.

Take the “boss hawk” example. Leaders who check in constantly may be seen as controlling, but in the forming and storming stages of team development, short iterations and frequent feedback are essential. If those check-ins continue once the employee is fully competent, then it becomes unhealthy. But early on, the intention is to build trust, not to suffocate.

The same applies to the so-called control freak who double-checks work. If a new team member has not yet developed their own quality control process, it is the leader’s responsibility to step in. Double-checking every detail is frustrating only when applied to seasoned professionals who have proven themselves. For new employees, it is simply smart oversight.

Another myth is that meetings automatically mean inefficiency. In construction, collaboration is the equivalent of two workers holding both ends of a rebar bundle to tie it together. That is a meeting. For teams working in offices or remotely, meetings are how collaboration happens. Productive meetings solve problems before they spiral into rework. Dismissing them as unnecessary is a misunderstanding of how effective teams coordinate.

Even nitpicking has its place. In marketing, publishing, or communicating with clients, attention to detail can prevent costly errors. Checking fonts, spelling, and formatting may feel excessive, but in reality it saves embarrassment and strengthens trust. The problem is not precision itself, but when it is applied in areas where it does not add value.

There are, of course, behaviors that cross the line. Leaders who steal ideas or take credit for team efforts damage trust and credibility. Likewise, managers who never allow autonomy, even when employees are proven and capable, create frustration. But those situations are less common than people think.

The truth is that most complaints about micromanagement come from people who are not yet ready for the freedom they demand. They mistake coaching, training, and accountability for control. Real micromanagement is rare. What is far more common is a lack of trust, communication, and accountability on both sides.

Instead of playing games or responding with sarcasm, employees should focus on building trust with their managers by delivering quality work, communicating proactively, and being transparent. Leaders, on the other hand, must know when to transition from close involvement to empowerment. Healthy organizations are built on connection, vulnerability, and mutual accountability, not adversarial relationships.

This is why the workplace should feel like a family. Dismissing the idea of family at work reveals a lack of genuine care for people. A healthy family provides accountability, love, correction, and support. Bringing that same mindset into the workplace is what creates great teams.

Micromanagement is not the epidemic people claim it to be. The real epidemic is disengagement, mistrust, and the refusal to connect authentically. Strong leaders step in when needed, back off when it is time, and always focus on helping their people succeed.

On we go.

Key Takeaway
Micromanagement is often misunderstood. True leaders balance guidance and autonomy, while employees must build trust and accountability instead of mistaking coaching for control.

If you want to learn more we have:

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On we go

Logistics, Feat. Mark Story

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 9 min

The Power of Logistics in Construction

Logistics is one of the most underestimated yet vital aspects of construction. Many people think logistics simply means managing deliveries, but in reality it touches every part of the project from planning temporary roads to creating safe walkways for hundreds of workers. Done well, logistics enables smooth production. Done poorly, it creates constant chaos.

Mark Story and I discussed how logistics must scale with the size of the project but never remain stagnant. A logistics plan created on day one cannot simply stay in place for eighteen months. As construction progresses from excavation to concrete to finishes, the plan has to evolve. This includes fences, lay down yards, haul routes, and even restrooms and break areas. Everything should adapt to meet the project’s current phase.

Mark shared an example from his experience at Berkeley Law School. Early on, a lane of parking and sidewalk became the laydown yard and access point for cranes and pump trucks. As the project advanced and site conditions shifted, the team had to purchase parking on the opposite side of the street and secure permits for lane closures. Without those adjustments, buses and traffic would have collided with pump trucks and cranes. That is the reality of logistics planning, it is about anticipating change before it creates accidents and delays.

A strong logistics plan is also about clarity and communication. When the plan is updated consistently and presented visually, it allows everyone from workers to truck drivers to know exactly where to go. Inconsistent or cluttered plans create confusion, so breaking information into multiple, simpler maps, one for deliveries, another for walkways and restrooms, makes it easier for people to follow. Multilingual signage and straightforward directions are equally important so that everyone on the site can understand them.

One of the biggest mistakes in logistics is treating it as only the receipt of deliveries. True logistics covers two stages. The first is receiving materials from the truck at the jobsite. The second is moving those materials safely and efficiently to the work zones where trades can use them. Both stages require clear coordination. A procurement log may track when materials arrive, but the logistics plan ensures that cranes, forklifts, and hoists are in place to move them to the right spot without wasted effort.

Mark emphasized how essential it is to make jobsites easy for truck drivers to navigate. Drivers often face unclear signage, closed lanes, or directions that conflict with GPS. Many of them arrive after being ignored or dismissed at multiple stops, only to be met with frustration on site. Instead, we should treat drivers as partners. Providing clear maps, designated queuing areas, and even QR codes with routes reduces confusion and builds goodwill. When drivers know exactly where to go and when they will be unloaded, they not only stay safe but also deliver materials on time, helping the project run smoothly.

Another key insight is the connection between logistics and customer experience. If deliveries are mishandled and end up at the wrong dock or blocking access for owners and visitors, it damages relationships and trust. Top executives should not have to call a superintendent about misplaced shipments. Respecting the customer means planning logistics to prevent disruptions long before they happen.

Planning itself is what ties all of this together. Planning is only necessary when multiple elements must intersect. Construction is built on these intersections, trades, deliveries, inspections, and sequences all colliding. That is why logistics cannot be improvised. Working backward from the end goal, such as commissioning a building, helps establish the right sequence for steel, concrete, and site work. Logistics is about anticipating those intersections so the project can flow.

Ultimately, logistics planning is about making life easier for everyone on the project. Workers need safe walkways. Truck drivers need clear instructions. Trades need flat, powered, and organized laydown areas where prefabrication can occur. Owners need their campuses and roads accessible. The best logistics plans consider all of these needs, remain flexible, and are updated regularly.

By giving logistics the attention it deserves, we transform it from a source of daily firefighting into a powerful enabler of productivity and safety. Planning with the end in mind ensures that deliveries, equipment, and people arrive exactly where they need to be at the right time. That is what allows great projects to succeed.

On we go,

Key Takeaway
Logistics is more than deliveries. It is an evolving plan that makes work safer, smoother, and more predictable when updated clearly and consistently.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Bringing the PM & Super together, Feat. Nic Parish

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 10 min

Building Stronger Partnerships Between Project Managers and Superintendents

One of the most important dynamics on any construction project is the relationship between the project manager and the superintendent. These two roles hold immense responsibility. When they are aligned, projects flow smoothly and problems get solved quickly. When they are disconnected, tension builds, stress increases, and both sides end up blaming one another.

In my conversation with Nick Parrish, CEO of the Burns Group and leader of Burnster Construction, we explored what it really takes to create strong partnerships between project managers and superintendents. Nick described how these roles are often thought of as two players on the same team. They own the project together, but they hold different responsibilities. The key is not only recognizing that partnership but also finding practical ways to strengthen it.

Nick shared common frustrations that each role voices in the field. Superintendents sometimes view project managers as “office help” who only push schedules without understanding real-world conditions. They may complain about not getting the resources or materials they need. On the other hand, project managers often feel left in the dark, saying superintendents do not communicate enough or fail to provide input on schedules and procurement. Both sides end up reinforcing the other’s frustrations, creating a cycle of misalignment.

This tension makes sense if we look at it through the lens of human needs. People are driven by significance, certainty, variety, and connection. In construction, the environment can push both project managers and superintendents into survival mode. Contracts pit trades against one another, procurement systems break down, and both roles carry the stress of enormous responsibility. Without systems of connection and support, it is natural for them to protect their own significance by blaming the other.

But there is a better way. Just as a healthy marriage relies on communication and partnership, so does the PM-superintendent relationship. When the bond is weak, both sides can quickly start to see each other as enemies instead of partners. When the bond is strong, they tackle challenges together as a unified team.

So how do we create that bond? First, it requires a mindset shift. Every person on the project should be viewed as a customer. Just like Paul Akers once described cleaning an airplane restroom to protect the resource he valued, project managers and superintendents should see each other as assets who enable success. When a superintendent sees the PM not as “office help” but as someone who brings resources to the job, gratitude and cooperation replace blame. When a project manager sees the superintendent not as a complainer but as the person who makes everything come together in the field, the relationship deepens.

Second, we must improve communication systems. The old model of a superintendent keeping everything in their head no longer works. Everything must be visual and transparent. Schedules, procurement logs, delivery schedules, roadblocks, day plans, and weekly work should all be visible on the wall for the whole team to see. When communication is visual, blame disappears because the facts are out in the open.

Alongside visual systems, consistent personal connection is essential. Requiring superintendents and project managers to have lunch together every week may sound simple, but it builds trust and belonging. These conversations strengthen the bond so that when stress arises, they see each other as allies instead of adversaries. Daily or weekly huddles are another powerful tool. By checking in regularly, both roles can identify, discuss, and solve problems together before they spiral.

Nick and I also discussed how these principles align with frameworks like Maslow’s hierarchy of needs. When PMs and supers feel safe, connected, and respected, they can grow together and reach higher levels of mastery. Over time, they form a powerful duo capable of building remarkable projects while maintaining satisfaction in their work.

I like to think of it this way. The project manager’s role is to bring all the pieces to the jobsite, like delivering a full kit of Amazon packages. The superintendent’s role is to put those pieces together, orchestrating the trades into a cohesive team. Another perspective is that the project manager reads the client’s mind and feeds the project, while the superintendent sees the future. The superintendent uses tools like look ahead plans, weekly work plans, contract drawings, and field walks as a crystal ball to anticipate needs. When one role feeds the project and the other sees the future, everything falls into rhythm.

Of course, there will be rare cases where personalities simply clash and separation is necessary. But in nearly every situation, project managers and superintendents can succeed when they build connections, make communication visual, and commit to working as one team. The reward is not only smoother projects but also a stronger sense of fulfillment in their craft.

On we go.

Key Takeaway
Strong partnerships between project managers and superintendents are built on trust, communication, and visual systems that make every problem a shared problem.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How To Calculate Profit In Construction Project

Posted on September 16, 2025September 16, 2025 by Danny Jiménez⁩

Read 7 min

How to Calculate Profit in a Construction Project

In this blog, I’m going to walk you through some of the most common questions we’ve been getting about calculating profit in construction. My goal is to give you a perspective that makes the process clear, practical, and easy to understand. If you’ve ever thought, “I just want a high-level breakdown I can actually use,” then stay with us on this blog.

A Helpful Analogy

One of my favorite ways to explain profit tracking is through Monopoly.

When I used to play Monopoly with my kids, I kept my money neatly stacked, properties organized, and risks in mind. My kids, on the other hand, had money and cards scattered everywhere. The result? I always won. Why? Because I always knew exactly how much money I had, where it was coming from, and what risks were ahead.

Running a construction project is no different. You need to know:

How much money you have now.
Where more money will come from.
What risks could impact your bottom line.

Construction really is Monopoly in real life, if you can’t see the whole game, you’ll lose profit.

Projection Sheet Details

This is where your projection sheet comes in. It’s the tool that gives you complete visibility. Here’s what it should show:

Overall project budget.
Total subcontractor budgets.
% of buyout completed.
% of buyout remaining.
% of buyout contingency remaining.
Contractor contingency.
Owner contingency.
Labor, equipment, and insurance gains.
Self-perform profit (if applicable).
Contractor fee.
Gross profit (all gains + fee – overruns/risks).
Corporate overhead charges.
Project-level expenses (taxes, bonuses, etc.).
Net profit.

Pair this with your risk and opportunity register, and you’ve got a full Monopoly board. You’ll know how much money you have, how much more you can make, and where your risks lie.

Financial Projection Tips

One rule I like to follow: if risks look like they’ll spill past your contingency and into your profit, that’s a red flag. That’s when you must take immediate action.

Gross profit = project revenue – direct costs (+ gains/fee).
Net profit = gross profit – overhead/expenses.

All of your financial applications should roll up into a single summary sheet so you can truly “play the game.”

FAQs About Profit

Q1: How do I calculate real profit on a project?

Gross profit includes fee, self-perform, equipment, labor, and insurance gains.
Subtract projected risks (beyond contingency).
Then subtract G&A and overhead to get net profit. Track this weekly and make ethical, strategic decisions.

Q2: What factors kill profit after a job starts?
Four main categories:

Estimating mistakes – weak preconstruction planning.
Production loss in the field – often due to CPM instead of Takt systems.
Rework from quality defects – usually caused by rushing, panicking, or poor systems.
Schedule creep/drift – overruns lead to damages and spending your own money.

Q3: How does profit match the estimate?
The estimate shows fee, contingencies, and budgets. But profit also includes labor, equipment, and insurance gains, factors not always visible to the owner. That’s why a projection sheet is essential: it ties everything back together transparently.

The Profit Formula

Here’s the simplified formula:

Net Profit = (Total Budget + Gains + Fee – Risks/Overruns) – Overhead & Expenses

If you can see all of that on one sheet, you’ll know exactly where you stand.

Profit in construction isn’t about waiting until the end to see what’s left over, it’s about playing the game strategically every week with full visibility. Just like Monopoly, the organized player always wins.

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

Random Insights

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

Read 6 min

Three Hard Truths About Construction Leadership

I want to share a few short but impactful topics that have been on my mind lately. They may seem small, but each one can significantly affect how we lead and manage construction projects.

The Plan in Your Head Makes You the Bottleneck

I’ve said this before, but it hit me again: if the plan for the project lives only in the superintendent’s or foreman’s head, they become the bottleneck.
The limiting factor isn’t the slowest trade, a missing material, or a project constraint it’s the person holding the plan. If only one person knows it, the project’s flow and success depend entirely on them. The solution? Make the plan visible and shared so that the entire team can move forward without waiting on one person.

You Can’t Punch Up With Lean

Recently, we spoke with someone passionate about lean construction. They had studied it for years and wanted to bring it into their company. But here’s the problem, their leadership wasn’t on board.
And the truth is this you cannot “punch up” when it comes to lean. Operational excellence and lean practices must come from the top. Leadership has to drive it; otherwise, it won’t scale.
Now, that doesn’t mean you can’t implement lean principles on your project, within your department, or personally. In fact, starting with yourself is the best place. But large scale cultural change only sticks when owners and leaders fully commit.

The Lie of Punch List Crews

I’ve seen companies rely on “punch out crews” or “punchless specialists” to finish work that other teams didn’t complete correctly. The idea is that one group installs, and another comes back later to fix issues or tidy up.
Here’s the problem: this destroys accountability. When crews don’t have to live with the results of their work, there’s no incentive to do it right the first time. It leads to inefficiency, extra steps, and re-mobilization.
The truth is simple: the crew that installs the work should finish the work. Plan it, build it, and finish it no exceptions. That’s how you build accountability and long term quality.

Key Takeaway

Construction leaders must recognize where bottlenecks, misplaced accountability, and unrealistic expectations come from. Share the plan, secure leadership buy in for lean, and ensure that teams own their work from start to finish. These practices build stronger projects, better teams, and a culture of excellence

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

If You Love the Flower, You Love the Pot

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

Read 6 min

How to Truly Support Trade Partners and Individuals

In this blog, I want to share a powerful concept that reshapes how we look at leadership, people, and lean implementation in construction.

The idea is simple but profound, if you love the flower, you must also love the soil, the water, and the sunlight.

You can’t pluck a flower from its environment and expect it to thrive. Loving the flower means caring about the entire ecosystem that keeps it healthy.

Love Extends to the Environment

This analogy applies beautifully to life and work. If we love our spouses or partners, we’ll also love the things that make them healthy like their independence, rest, free time, and support systems. If we love ourselves, we must also love the environment that sustains us: sleep, balance, health, and breaks.

And in construction, if we love our people our teams, our foremen, and our trade partners we must love the systems and environments that help them succeed.

That means embracing things like:

Clean, organized jobsites
Clear communication and visual planning
Preconstruction meetings
Safety systems
Lean implementation

When you truly care about people, you’ll naturally care about the tools, processes, and environments that help them thrive.

Leadership

Service Over Significance

This principle connects directly to leadership. Too often, leaders are drawn to the significance of their position the corner office, authority, or recognition. But real leadership is about service: creating the conditions for others to succeed.

When leaders prioritize their own significance over service, they become bottlenecks. I’ve seen organizations halt lean implementation because a leader needed control, security, or attention more than they cared about serving their people.

Just like a superintendent holding all the plans in their head can slow a project, a self-serving leader can stop an entire company’s progress.

Elevating Our Mindset

If we love people, we won’t resent lean practices or meetings. We’ll embrace them, because we’ll see them as essential parts of helping others thrive.

Love the people: love the environment that helps them.
Love your trade partners: love the systems that keep them safe and successful.
Love leadership: love serving, not significance.

If we want flowers to bloom, we honor the soil. If we want teams to thrive, we honor the environment that sustains them.

Key Takeaway

True leadership means loving not just the people, but the environments and systems that allow them to thrive. When we shift from significance to service, we create conditions where both individuals and trade partners can flourish.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Patterns That Help

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

Read 6 min

Patterns in Planning, Constraints, and Prefabrication

In this blog, I want to share two patterns that will really help when you’re thinking about planning, along with one key concept related to prefabrication. These ideas came out of recent conversations with Kevin and from feedback during the Foreman Boot Camp in Kelowna, which was a huge success.

Optimizing Crews and Bottlenecks

Joel shared an interesting perspective on ironworking. He explained how erection crews focus on getting steel in the air quickly while secondary crews follow behind to plumb, torque, and finish. This approach avoids slowing down the crane the most expensive resource on site.

It’s a powerful reminder, sometimes it makes sense to structure work in waves, not because of rework or cleanup, but because of resource optimization. Running tasks in parallel without considering bottlenecks can actually hurt production and cost more.

The key is to distinguish between “cleanup crews” fixing mistakes versus specialized crews designed to keep bottlenecks flowing efficiently. That distinction matters.

The Three Major Constraints

Kevin highlighted a brilliant pattern that applies to almost any construction scenario:

Every project faces three primary constraints:

Resources: Can the people, tools, and equipment actually perform the work?
Supply Chain: Are the materials and supplies arriving in time to feed production?
Spatial/Geographical: Is there enough physical space to complete the work effectively?

Balancing these constraints is essential. Over-utilizing resources leads to burnout and chaos. Underutilizing them means wasted time and missed opportunities. The goal is alignment matching work in process to system capacity with the right buffers to keep flow steady.

As Kevin put it, it’s not about limiting work in process. It’s about aligning work and process with the capacity of the system. That shift in perspective makes all the difference.

Prefabrication and Zone Sizes

The discussion also connected to prefabrication. A common question is: how big should your zones be? The answer depends on three things:

Building type (multifamily, laboratory, hospital, etc.)
Level of prefabrication (small unitized elements vs. large prefabricated spools)
Capability of the contractors (experienced with takt time or still learning)

Smaller zones and shorter takt times may work for multifamily projects, while larger, more complex projects may require bigger zones and longer takt times. There’s no one-size-fits-all. The right approach depends on the patterns within the project itself.

Final Thoughts

Construction is full of variables, but when we look through the lens of patterns—whether in sequencing, constraints, or prefabrication we can make smarter planning decisions. Aligning work with true capacity, respecting constraints, and adapting zone strategies to the project at hand are what elevate outcomes in the field.

Key Takeaway

Great planning in construction comes down to recognizing patterns. By aligning work with capacity, balancing constraints, and tailoring prefabrication strategies, we create flow that drives efficiency and reduces chaos

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The Power of Now

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

Read 9 min

Breaking Free from Ego: Lessons from The Power of Now

I recently finished one of the most important books I have ever read, The Power of Now by Eckhart Tolle. This book has completely reframed how I think about myself, my thoughts, and my role as a leader. When you connect its teachings with the wisdom of thinkers like Simon Sinek, Brené Brown, Tony Robbins, and even practices like box breathing from Mark Divine, everything comes together in a way that makes sense.

The central idea is that our ego is not who we really are. Ego is a false sense of self. It forms when we identify with our thoughts, emotions, possessions, roles, or status and then try to maintain control to protect that identity. Ego is what causes arguments, grudges, wars, and even the everyday frustrations that keep us stuck in negativity.

Think about it. When you argue with your spouse because you feel offended, that is ego. When you get upset and can’t let go of hurt feelings, that is ego. When you worry endlessly about the future or shame yourself about the past, that is ego too. Even large-scale conflict and oppression across the world can be traced back to groups or leaders acting out of ego.

The truth is simple: we are not our thoughts. We exist before and beyond them. If I ask you to think of a red Ferrari, you can do it instantly. But the “you” that noticed that thought was already there before the thought arrived. That awareness is who you truly are, not the endless stream of thoughts your mind generates.

Tolle explains that ego thrives in a few predictable ways. One is through identification with thoughts, constantly narrating a story about who we are and seeking validation. Another is emotional reactivity, which makes us addicted to conflict, drama, and negativity. Ego also pushes us into an insatiable desire for more, more possessions, more recognition, more control. And then there is comparison, competition, and attachment to roles and labels, all of which reinforce the illusion of self-importance.

I found myself reflecting on this while remembering C. S. Lewis’s book The Great Divorce. In it, a man named George arrives at the gates of heaven still chained to his ego, which appears as a giant holding him captive. Every time George becomes present, he grows stronger and the ego weakens. But when he returns to resentment and anger, the ego swells and overpowers him. That story hit me deeply because it describes how ego holds all of us back from freedom.

So how do we move beyond ego? First, we must become aware of it. That means noticing when we are being reactive, judgmental, or fearful and realizing that this is not our true self speaking. Second, we must practice being present. Through breathing exercises, mindfulness, or simply pausing to notice what is real right now, we loosen the ego’s grip. Third, we must let go of comparisons and roles that give us artificial worth and instead find meaning in growth, service, and contribution.

There is a math equation that helps here: happiness equals reality minus expectations. If your reality is at an eight but your expectations are at a ten, the result is negative two, which feels like unhappiness. Ego constantly pushes those expectations higher and higher. But when we adjust our expectations or simply appreciate the reality we already live in, we experience joy.

This practice has transformed my own life. Since I began working on it, I feel more present with my family, more content in the moment, and more at peace with myself. I still stumble, of course, but I know where to return. Each time I step away from ego and back into presence, I feel like I am experiencing heaven on earth.

Ego is what makes us fearful and controlling. It is what fuels anger, division, and destructive behavior. But when we let go of ego and live in the present, we experience freedom. We find joy not in the stories our mind tells, but in the reality of now.

On we go.

Key Takeaway
Ego thrives on fear, comparison, and control, but when we live in the present and let go of those attachments, we experience freedom and joy.

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Using AI and Lean Methods to Improve Construction Projects

The 12 Causes of Project Failure and How to Avoid Them

Micromanagement Myths in Construction

The Power of Logistics in Construction

Building Stronger Partnerships Between Project Managers and Superintendents

Breaking Free from Ego: Lessons from The Power of Now

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