Our Culture Cornerstones Quality & Performance Supports Our Teams To Build on Our Promise to Our Clients
MEET THE ALSTON TEAM PROFESSIONALS
ALSTON CONSTRUCTION CULTURE CORNERSTONES Our values & culture define us, guide us in our relationships with our colleagues and clients, and influence our decisions. SAFETY At the core of Alston’s cultural values is safety. We live and breathe health and safety every day: a culture where there are no compromises in safety. PERFORMANCE Alston Construction believes “In order to be successful at Alston Construction, you must enjoy seeing success in others.” We take ownership of performance and learn from our mistakes. QUALITY The foundations for a building in Dallas are different than in Newport Beach. And that makes a difference. But one constant for Alston is quality. Alston has constructed buildings across the country. We’ve forged strong relationships with the subcontractors and suppliers in our communities and know who can deliver on their promises. PEOPLE Our people come first, literally: Alston Construction recruits nationally, and we’re proud to say we retain our employees significantly longer than the industry average.
Alston Construction aligns team processes with our client’s preferred methodology, and we believe our culture cornerstones foster this mentality. Our team unites the early stages of preconstruction and construction to provide our clients with an integrated approach and measurable value. As a trusted partner, we help our clients successfully achieve their program and project goals. Alston’s reputation is greatly dependent on many different things, but at the top of that list is our ability to manage performance on our projects from start to finish. Alston takes pride in developing a comprehensive plan that will produce the results our clients require of us. Execution of the plan is paramount to ensure success. Planning is also vital to manage quality control. Each and every one of us at Alston provide the commitment to quality by utilizing some key basics. One, is to plan in advance for quality dynamics and then provide sufficient oversight to measure and manage qualities levels. Another, is to address and correct deficiencies immediately. And additionally, to document thoroughly throughout the entire construction process. Our goal is always the same, we have to deliver each product per the owners expectations to ensure our reputation is upheld and we continue to be the preferred contractor for our clients. In this brochure, our project management and field team members identified and explained some key work processes that help Alston keep our performance and quality on our projects at the highest level possible.
LISA STILL HOUSTON PROJECT MANAGER Lisa joined the Alston team 3 years ago and has been a part of milestone projects like Amazon HOU8 near Missouri City, TX. HOU8 is one of her favorite projects she has worked on; though the project was very challenging with several design changes throughout the project schedule, it was on time and under budget. She says, “The relationships created on that job, both with Alston and outside, will be long lasting.” Once a collegiate volleyball player, she looks forward to spending time with her husband and children as they begin to navigate the young sports years.
BRIAN PARKER LAS VEGAS SUPERINTENDENT With 6 years of experience at Alston Construction, Brian has worked on multiple, notable projects; however, he loves a challenge and his favorite is the 3G roof top. The team constructed on the top of an existing building that Alston recently completed. Outside of work he loves playing golf and enjoying as much time as possible at his cabin with his wife and 2 dogs.
WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? Getting involved with the design teams by reviewing drawings and providing feedback. Additionally, I try to understand the owners needs and any criteria that may be important them that may not be obvious or included in the documentation. HOW DO YOU ADDRESS AND MITIGATE SAFETY DEFICIENCIES? I try to monitor issues and be proactive when it comes to safety on the job. Each situation has its own level of mitigation depending on the severity. I work to ensure that issues aren’t repetitive. In the case that a safety issue continues with a certain subcontractor, I meet with their safety pros to reinforce our protocols. For serious safety issues, we involve all parties at the highest level, again reinforcing our protocols. Communication and reinforcement is key. Without it, team members become lax and that can lead to serious injuries or worse. HOW DO YOU MANAGE FOR GOOD RELATIONS AND RESPONSE FROM BUILDING INSPECTION OFFICIALS? If I call for an inspection, I need to be ready for it. Building the relationship through readiness and good quality inspections goes a long way. This builds trust as they see we are following the design documents and up to code. WHAT ARE YOUR KEY GOALS RELATIVE TO CUSTOMER RELATIONS? Quality and communication. Delivering on quality and that it’s up to Alston standards. Having high level quality standards ensures that we are also meeting the client’s standards. Turning over the keys and delivering the product that they are expecting is crucial. With communication, I work to let the client know about any challenges that we are facing, so they are aware. It’s important to follow the contract language when it comes to communication. Alerting the client to any contract change orders within the specific contract time frame is imperative. This type of communication is likely handled by the Project Manager, another relationship that ensures the project’s success.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? Timing. Given the current market and risk for price escalations in such small windows, it is more critical than ever to buy the job out early and have communications with your projected subs prior to going to contract. WHAT SPECIAL STEPS ARE TAKEN TO KEEP CUSTOMERS ENGAGED AND PROVIDING IMPORTANT INFORMATION TO KEEP THE PROJECT MOVING FORWARD? Aside from constant communication, weekly meetings or touch bases, I’ve had newer customers who were very appreciative of Alston taking the time to physically walk through the job with them. Either explaining processes or discussing schedules and challenges. These walk through days typically resulted in Alston being provided additional insight as to the customer’s end product vision and allowed for doors to be open to give deadlines or possibility of changes. HOW DO YOU ADDRESS THE DIFFICULTIES ASSURING SUBCONTRACTS ARE EXECUTED? Open communication with your subcontractors. Sending boiler plates or drafts of Exhibit Cs prior to sending for execution to keep the dialogue open. WHAT CHALLENGES TO PROJECT CLOSE OUT REQUIRE YOUR BEST STRATEGY IN ORDER TO FINISH STRONG? Starting this process early, especially on short timeline projects. Communication with your subs in the office and the field are critical to receiving the closeout documents needed. Other side to this is the financials which requires ahead of time strategy with the Owner. Trying to create an agreed upon timeline for ‘last change orders’ or knowing your final billing intentions helps create a smoother end process.
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JOHN KARMANN IRVINE SUPERINTENDENT With over 30 years of experience, John is a superintendent with a strong track record completing multifaceted hospitality, restaurant, school and prison projects, as well as healthcare projects. His favorite Alston project was Ramar Foods because even though there were challenges, he feels, “We have exceeded his expectations in working with their design team in getting the project to the finish line. John loves traveling with his wife and being a high school football coach.
CRAIG CLAFFEY ATLANTA ASSISTANT PROJECT MANAGER Craig has been a part of the Alston team for 5 years and has been a part of many of our milestone projects such as Project Azalea, which is the largest footprint Alston has constructed to date. He enjoys being a part of the onsite team and considers project teams family. Craig, a foodie, loves traveling and finding hidden gem restaurants and stores.
WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? This always starts with a good solid risk methodology, risks that become reality, become issues. So I, start with a good risk plan. You need to track and address issues with a system, otherwise, you are engaging in crisis-management throughout the project. A properly planned project schedule will prevent hold-ups and clashes on the project often caused when the primary important tasks have not been completed. You need to prep the team for potential roadblocks and have a process in place to solve these problems quickly. DURING THE ACTIVE PART OF A PROJECT, NAME SOME OF THE DIFFICULTIES IN KEEPING ON SCHEDULE AND SUBCONTRACTORS ENGAGED? Missed deadlines are one of the most common attribute to a delay in the project. Weekly subcontractor meeting participation is vital to all personnel prioritizing effectively. HOW DO YOU MANAGE FOR GOOD RELATIONS AND RESPONSE FROM BUILDING INSPECTION OFFICIALS? Always stay professional and offer help when able and insure you have an in depth understanding of your plans, documents and insure all details are complete prior to commencing any inspection. This will optimize the inspector’s time onsite; instead of his need to search for deficiencies. Have any addenda available for the inspectors review prior to inspection. WHAT METHODS DO YOU EMPLOY TO REQUIRE SUBCONTRACTOR ACCOUNTABILITY RELATING TO ALL CONSIDERATIONS – I.E. SAFETY, SCHEDULE AND QUALITY? Continued communication throughout the project via weekly subcontractor meetings is vital to all subcontractors remaining focused on their weekly task and projected task as it relates to other subcontractors. Alston provides us with an unlimited amount of tools associated with safety to insure an accident free work environment. Daily walks enable you to address quality and mitigate any deficiencies in a timely manner, as opposed to one large letting them manifest into huge punch lists.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? Identifying any scope gap as early as possible is critical to long term success. Clearly laying out expectations for the project, especially safety, is critical to short term success. Keeping the full project team informed of changes as it transitions from preconstruction to construction teams and people come and go. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? I try to reach out early to critical project team members to set the tone of the project as cooperation as early as possible. Whenever possible when coordination calls are scheduled, emphasizing coordination and cooperation helps a lot. The mindset should be “one team, one fight.” WHAT SPECIAL STEPS ARE TAKEN TO KEEP CUSTOMERS ENGAGED AND PROVIDING IMPORTANT INFORMATION TO KEEP THE PROJECT MOVING FORWARD? Keeping clear and open communication with the customer throughout, and sometimes even seeking their opinion (even when you may not need it) is a great way to keep them engaged. Taking good pictures, and when they can’t make it to site often, a markup of the drawings showing how much is completed for the shell helps them to visualize the site. HOW DO YOU PROMOTE GOOD, COHESIVE FUNCTIONING OF THE ALSTON PROJECT TEAM? Managing morale has the biggest impact to the team’s dynamic in my experience. Talented employees working in the same trailer is a lot different from a team attacking a problem from all sides. Sometimes it is as easy as sharing a cup of coffee in the morning to talk about home, sometimes it’s as fun as a cookout with the team- including some subs too! Bringing little touches of home to the out of town team makes a big difference too, reminding them that they have support and they aren’t alone.
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RED REEDY HOUSTON SENIOR SUPERINTENDENT With over 33 years of industry experience, Red approaches a project as a hands-on superintendent. For example, when he worked on Restaurant Depot in Pasadena, TX, he drove to previous projects in other cities to understand the project’s intricacies. When Red is not on a jobsite, he will be playing golf. In fact, he says he is addicted and has installed a putting green in his back yard and brings his clubs to every site he travels to.
PHILLIP NOBLETT ATLANTA SENIOR SUPERINTENDENT Phillip joined the company in November of 2017. At Alston, he was part of the OFS Optics manufacturing facility project team, and the project was his favorite because, “It was unique due to putting the 5-story equipment towers in place and then building the building around them.” In Phil’s free time, he is riding motorcycles with his wife and working in his woodshop.
WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? When starting a project I like to get an overview of all the players (owner, architect, engineers). Of course I’d like some say in my team and the subs being awarded contracts. In most cases preconstruction does their best to get the blue chippers, but in this day and age, with money tight we do are best to deal with the second string subs. I like to have everyone on the team communicating. It could be ensuring trade partners are on board with contracts, ordering long lead items, meetings with local utility companies and local municipalities. In the field I try to delegate responsibilities to a team members strong suit. WHAT METHODS DO YOU EMPLOY TO REQUIRE SUBCONTRACTOR ACCOUNTABILITY RELATING TO ALL CONSIDERATIONS – I.E. SAFETY, SCHEDULE AND QUALITY? In this day and age trying to keep a project on schedule is more challenging than I’ve seen in the last 33 years. With materials hard to get and manpower seems to be declining, it’s a battle. Having sub meetings weekly and huddles with foreman in the field daily goes a long way in letting the subs know what we need, and let them know we are there to help them as much as we can. WHAT ARE YOUR KEY GOALS RELATIVE TO CUSTOMER RELATIONS? I like keeping the customer updated being it in OAC meetings or just walking the project with them. I listen to their thoughts and concerns of project progress. I like being transparent with the owner so they feel comfortable with the project and the team. HOW DO YOU ADDRESS AND MITIGATE SAFETY DEFICIENCIES? Safety is always going to be an on-going challenge. Fortunately, at Alston, we have a good safety plan with knowledgeable safety managers to answer questions we might have in the field. It’s imperative that trade partners know what we at Alston expect for safety before the start of the project. Safe Start Meetings takes all of the guess work out of what we need from the subs when they start their work. As Superintendents, Assistant Superintendents, and even Projects Managers, it is our job to enforce our safety policy in the field.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? While not necessarily a challenge it is very important to establish a good relationship with the local governing agency, the architects, the engineers, and the owner/developer if possible. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? Start reviewing the drawings as soon as possible and get a general plan of attack, then compare that with the contract schedule. Address any issues found. DURING THE ACTIVE PART OF A PROJECT, NAME SOME OF THE DIFFICULTIES IN KEEPING ON SCHEDULE AND SUBCONTRACTORS ENGAGED? The biggest difficulty is keeping the project ‘flow’ going smoothly. Trying to get every sub started as soon as possible but not so soon that they catch up to subs in front of them. WHAT METHODS DO YOU EMPLOY TO REQUIRE SUBCONTRACTOR ACCOUNTABILITY RELATING TO ALL CONSIDERATIONS – I.E. SAFETY, SCHEDULE AND QUALITY? • Make expectations clear early starting at the preconstruction meetings and safe start meetings. • Go over exhibit E and the subcontractor’s scope of work with them. It’s amazing how often the field supervisors have no idea what the specifics of their scope of work are. • Begin promoting the ‘team’ concept from the beginning. People tend to try harder when they feel like they are part of the team.
DAVE HERSON SACRAMENTO SENIOR SUPERINTENDENT Dave has been with Alston for just over 5 years. Being named the Carl D. Panattoni Safety Award Recipient, was the highlight of his career. Off of the jobsite, you can find Dave and his wife enjoying a meal and good glass of wine together or working with rescued dogs.
RANDY MOON LAS VEGAS SENIOR PROJECT MANAGER Randy has been with Alston for a little over a year and a half. His favorite project he has been a part of is the South 15 FGH project because of the great team! Outside of work you can find Randy on the golf course, in the gym or building furniture.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? Aligning the design, project management and pre-con team to all be on the same page and looking down range in the same direction. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? At the start of the project, it is crucial that the Project Manager and the Superintendent start pre- planning on “how to build the project.” This helps very much with writing Exhibit C’s and making sure that we minimize scope gap the best we can. WHAT CHALLENGES TO PROJECT CLOSE OUT REQUIRE YOUR BEST STRATEGY IN ORDER TO FINISH STRONG? Since every project is unique, there are always new strategies that need to be used per project. It’s putting a plan in place and making sure items are followed up on to help finish strong. At Alston, we want provide the Owner with a building they are proud of and it allows them to move to the next steps either with tenants or a sale. Other challenges may include: Certificate of Occupancy, Punch lists, O&M’s/As-Builts and late changes either from the Owner or AHJ. HOW DO YOU PROMOTE GOOD, COHESIVE FUNCTIONING OF THE ALSTON PROJECT TEAM? One item I generally state is that a project team succeeds and fails “together.” One person on the team should not be singled out. When there is a success or fail, there is always a good learning opportunity to help make the team stronger and learn from both mistakes and good decisions. HOW DO YOU ADDRESS INITIAL DESIGN CHALLENGES AND PLAN APPROVALS? We address initial design challenges and plan approvals by always keeping an open mind. The solution is out there but it’s a matter of finding it and communicating this properly to the Owner. Plan approvals are always a frustrating part of any project. It is essential to keep the design team accountable for due dates and quickly assess any plan review comments that impact cost or the schedule.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? 1. Client funding 2. Receiving the Notice to Proceed 3. Permits 4. Executed Master Agreement 5. The lag time between the executed Master Agreement and executed subcontracts. The client is typically anxious to get started and they have a difficult time understanding why we don’t have heavy equipment moving the day after the Master Agreement is executed. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? I work closely with my Project Manager by contributing to and reviewing the scope of work for the initial core group of subcontractors and to make sure they have signed contracts. I stay in constant communication with the subs, keeping them appraised of the Notice to Proceed. I make sure all of the required safety documents are submitted for the same group of subs. A Job Hazard Analysis is scheduled with Precon to ensure there are no surprises from local authorities when the project commences. And a logistics plan is created for the site and reviewed with the initial group of subcontractors. HOW DO YOU ADDRESS AND MITIGATE SAFETY DEFICIENCIES? Safe work habits need to be a lifestyle. For all workers, it should be second nature as it is their wellbeing that’s at stake. Unfortunately, that’s not the way it is. It’s my job to make sure everyone understands the importance of working safely. My responsibility is not just to monitor site safety, but it is also the responsibility of everyone that sets foot on our projects. One thing that I stress is to never see an unsafe condition and walk by it. Stop and correct it or call me or your supervisor for help. Never leave an unsafe condition before it is fixed. I also try to keep the All Hands Weekly Safety Meeting topics relevant to the work being performed. If I have to remind a subcontractor of safety deficiency a couple of times, I suggest that item becomes the topic of their weekly Tailgate meeting.
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TOM VOGT EDISON SENIOR PROJECT MANAGER Tom has worked for Alston for almost 5 years. Tom’s proudest moment in his career is “working with others and watching them grow and succeed.” Outside of work, Tom enjoys being with his family and fly fishing.
WHAT ARE SOME OF THE INITIAL CHALLENGES OF STARTING A PROJECT? Each project is different, but permitting continues to consume the most time. If you can get partial permits or a permit to begin earthwork in advance of a full release it can benefit the project. WHAT KIND OF PREPARATIONS DO YOU UTILIZE TO ASSURE AS STRONG OF A PROJECT START AS POSSIBLE? Site visits in advance of mobilizing, evaluating the logistics and potential challenges, and working with the Project Team to develop a strategy for mobilization, permits, and schedule. HOW DO YOU ADDRESS THE DIFFICULTIES ASSURING SUBCONTRACTS ARE EXECUTED? Communication is the key to getting subcontracts executed. Stay in sync with your Contract Administrator and follow up with the subcontractors as needed. Having transparent conversations with subcontractors about safety, material lead times, schedule/manpower expectations and scope of work in advance of issuing subcontracts. HOW DO YOU PROMOTE GOOD, COHESIVE FUNCTIONING OF THE ALSTON PROJECT TEAM? Communicate to everyone their responsibility, provide opportunities and challenges for everyone to grow including yourself. WHAT CHALLENGES TO PROJECT CLOSE OUT REQUIRE YOUR BEST STRATEGY IN ORDER TO FINISH STRONG? Get out in front of close out documents, start requesting them prior to subcontractors finishing. It’s important to know your client’s expectations so that you can have punch list available areas early. Prior to applying for your Temporary Certificate of Occupancy, understand local requirements and close out open permits.
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MORE ABOUT ALSTON CONSTRUCTION
HISTORY OF OUR FIRM Alston Construction offers general contracting, construction management and design-build experience of industrial, commercial, healthcare, education, retail and government projects. Alston currently has 23 locations in the continental United States giving our team a competitive edge in fostering client, developer and subcontractor relationships. Alston’s overall goal is to provide quality and cost efficient projects that will leave a positive experience. In the past five years, Alston has completed more than $6.5 billion in industrial and manufacturing projects encompassing more than 35 states. This includes thousands of completed projects with contracts from $250,000 to more than $100 million. Alston has achieved substantial revenue growth. Our client list is perhaps the greatest tribute to the professionalism and performance of the company. We are proud to perform work for clients with whom we have developed lasting relationships, deriving roughly 87% of our work from repeat clients. Alston Construction has a market knowledge throughout the country, which allows us to provide our clients with the best building methods and materials available, at a competitive price. $1+ BILLION BACKLOG #43 Top 400 Contractor BY ENR OVER $2B 2022 REVENUE #17 Top Design-Build Contractor BY ENR #31 Top 200 Contractors BY BD+C
OUR NATIONAL FOOTPRINT
TACOMA
BOISE
BOSTON
MIDDLETON
RENO
EDISON ALLENTOWN ALEXANDRIA
NAPA
SACRAMENTO
SAN JOSE
CHICAGO
COLUMBUS
LAS VEGAS
NASHVILLE GREENVILLE
IRVINE
MEMPHIS
PHOENIX
ATLANTA
DALLAS HOUSTON
States in which we have completed projects
SOUTH FLORIDA
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