From Estimating to Execution on Learnings and Missteps Podcast
Jerry Aliberti • August 2, 2024
From Estimating to Project Execution on the Learnings and Missteps Podcast
Jerry Alberti, founder of ProAccel, recently joined Jesus (Jesse) Hernandez on the Learnings and Missteps Podcast. Jerry shares his incredible journey in the construction world, starting from an estimator to climbing the ladder of success. He introduces us to his 21-year-old 'Bible' of tracked operations and drops amazing nuggets on improving construction operational performance. We dive deep into the crucial connection between estimating and field operations, cross-pollination between roles, and the mindset shifts needed for scaling businesses. Also, Jerry opens up about his entrepreneurial journey, with all the highs and lows, and the pros and cons of running his own consultancy. Tune in, learn and apply these insights to your own ventures!
Check out the full podcast by clicking here.
To book a Free Consultation with Jerry, email jerry@pro-accel.com
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The Challenge In construction, reputation is your currency. It is what keeps the phones ringing, keeps your bids in the mix, and determines who trusts you with the next big project. Yet too many contractors overlook how much their partners shape that reputation. For general contractors, the subcontractors you invite to your jobs are a mirror of your standards. For subcontractors, the general contractors you attach your name to send an equally loud message. The uncomfortable reality is that your partners become an extension of you. If they cut corners, miss deadlines, or operate chaotically, you wear that stain too. Do this often enough and people start questioning your judgment. On the other hand, when you consistently build alongside reliable, disciplined partners, the industry begins to see you differently. Suddenly, you are not just another bidder; you are the company that delivers.
The Challenge One of the most overlooked problems in construction is confusion over who is actually in charge of the project. In smaller companies and on smaller projects, it often falls on the superintendent. They have the field experience, are respected by the crews, and drive the work forward, while the project manager plays a more supporting role. That structure works when the projects are small, but as the company grows and the projects become larger, the cracks start to show. Clients expect the project manager to lead. They want answers on budgets, schedules, and commitments. The word “manager” in the title makes them assume that the person has the authority, and in my years of experience, they should. Meanwhile, the superintendent’s value is in driving the day-to-day in the field and keeping production moving. When the lines between the two are not redefined as a company grows, tension builds. Superintendents who have always “run the job” struggle to let go. Project managers who have always supported now need to step into leadership. The lack of clarity creates a tug of war inside the company.
Welcome to the first edition of The Growth Accelerator. This newsletter is designed for construction owners who are serious about scaling their operations without compromising profit or control. After 22-plus years in the industry, managing hundreds of millions of dollars in projects in the field and leading estimating teams responsible for more than $12 billion in projects, I have seen the patterns that make or break contractors. Each week, I will share insights from the field and boardroom to help you run a stronger, more profitable business. So let’s dive into the first issue topic! I figured I would start with the topic of one of my most viewed LinkedIn posts, which received over 225,000 impressions!
