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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