When I joined Legacy Construction, I was coming from running my own company. I understood responsibility, problem-solving, customers, and what it takes to get the work done. 

But I also knew I wanted to grow. 

I joined Legacy to improve my own skills while helping build and grow a company I believed in. Today, sitting in the VP of Operations seat has challenged me and helped me grow more than I expected. 

And we’re still just getting started. 

More Than Managing Projects 

At Legacy, VP of Operations means being involved. 

I’m responsible for project managing multiple jobs while overseeing daily operations across our projects-from field labor crews to superintendents and PMs. My job is to help keep operations running smoothly and efficiently while constantly looking ahead. 

What problem is coming next? What decision needs to be made? Does a superintendent need support? Does a PM need guidance? Is something happening today that could affect us three weeks from now? 

A big part of my job is also teaching. 

As a fast-growing company, we have superintendents and PMs who are newer to their positions. I don’t just want to give them answers. I want to help them understand how to find the answer and why we’re making the decision. 

That’s important to me because I strive to be a leader, not a boss. 

There’s a big difference. 

A boss can tell someone what to do. A leader is willing to get involved, teach, listen, help solve the problem, and develop the people around them. I don’t want people working for me just because of a title. I want to earn their respect through how I work alongside them and how I lead. 

If Legacy is going to become the company we believe it can be, we have to build leaders-not just employees.

Growth Comes With Pressure 

One of the hardest parts of my job is staying organized. 

Legacy moves fast. Things can change weekly or even daily. Projects move, schedules change, employees need guidance, clients need answers, and unexpected problems happen in the field. 

We use tools like Procore to manage schedules, budgets, and project information. Personally, I’m also constantly working on getting more of my to-dos out of my head and into a system. 

That’s part of growth. 

You don’t reach a leadership position and suddenly have everything figured out. The company is growing, our team is growing, and I’m growing with it. 

The position can be stressful and time-consuming, but I wouldn’t give it up. I live off this kind of stuff. 

Problem-Solving Is Part of Construction 

Some of the toughest projects are the ones with tight timelines and decisions that haven’t been made. 

The schedule doesn’t stop just because you don’t have every answer. 

When problems come up, I’ll talk to the guys in the field, study the plans, do the research, and get second or third opinions when needed. 

We do whatever it takes to understand the problem and find the best solution. 

To me, that’s a major part of operations: don’t panic about the problem. Get the right people involved and figure out how to solve it. 

Relationships, Accountability and Quality 

Construction is a relationship business. 

Our relationships with employees, subcontractors, clients, and our communities are some of the most important things we have. 

You can build a great building, but people will also remember how you treated them while you built it. 

That’s where our core values come in. 

Accountability to me means holding our people and our projects to those values. It’s being transparent and honest, especially when something doesn’t go according to plan. 

We’re not trying to build Legacy just to stack money or chase the next contract. 

We’re building relationships and trust throughout our communities, and we’re trying to deliver the best-quality project our clients have ever received.

Quality is a key word for us. 

We want to grow into a large, self-sustaining construction company capable of taking on projects of all sizes-no job too big or too small-without ever losing the quality and values that got us there. 

Always Stay Hungry 

The growth I’ve experienced in this position has been incredible. 

My patience, organization, communication, construction knowledge, and leadership have all grown. 

I joined Legacy to help grow the company, but I also joined because I wanted to further my own skills and knowledge. This position has done more than that in every way. 

If someone younger in construction told me they wanted to eventually move into an operations leadership role, my advice would be simple: 

Be patient. Learn everything you can. Soak up information like a sponge. Always be willing, and always stay hungry. 

And when you eventually get the title, remember that the title doesn’t make you a leader. How you treat people does. 

More Than a Construction Company 

I want Legacy Construction to be known for three things: our core values, our quality, and the relationships we’ve created. 

We do outreach and donation work because the communities we build in matter to us. We want our employees to know they’re part of something bigger, and we want our clients to know that  when Legacy puts its name on a project, we’re going to care about the finished product. 

Legacy is more than a construction company. 

It’s a family striving to deliver the highest-quality work we can to our clients and our  communities. 

We’re growing. We’re learning. We’re building better systems and developing better leaders. And we’re building something we plan to be proud of for a long time.