This Construction CEO Says AI Will DESTROY Construction Software

What does it take to build a successful commercial or industrial painting company in today's construction market?In this episode of Construction CEO, Jonathan Cor sits down with two experienced painting contractors: Kevin Robbins, CEO of A&K Painting Company in Charlotte, North Carolina, and Sam Scaturro, President and Co-Owner of Alpine Painting and Sandblasting Contractors in Paterson, New Jersey.A&K Painting was founded in 1994 and specializes in commercial painting, new construction, and maintenance. Alpine Painting is a second-generation, family-owned business with more than 50 years of experience and six divisions spanning commercial painting, industrial coatings, flooring, sandblasting, welding, and fireproofing.Despite operating in different markets and pursuing different types of projects, Kevin and Sam face many of the same challenges: finding qualified people, developing field leaders, protecting margins, and building companies that can grow sustainably.In this conversation, we discuss why recruiting and retaining talent has become one of the biggest responsibilities of construction executives, how both companies are developing their next generation of field leaders, and why company culture can be more valuable than simply offering higher compensation.Sam shares how Alpine has invested in dedicated talent acquisition and training positions, created a career ladder tied to employee development and compensation, and built internal training programs to help employees advance.Kevin explains why A&K is focused on expanding regionally, how the company evaluates general contractor relationships, and why its maintenance division plays an important role in protecting the business against fluctuations in new construction.We also explore the differences between union and merit shop contracting, the growing influence of private equity in specialty construction, succession planning, and the responsibility owners feel toward the employees who helped build their companies.Kevin and Sam share their perspectives on the challenges facing finishing trades, including compressed schedules, project delays, documentation, and getting paid for additional work.Finally, we discuss the growth of data center construction, the opportunities it presents for specialty contractors, and how artificial intelligence could reshape the construction industry.Although this conversation focuses on commercial and industrial painting, the lessons apply to general contractors, subcontractors, and construction executives across the industry.Learn more about A&K Painting Company:https://www.akpainting.comLearn more about Alpine Painting and Sandblasting Contractors:https://www.alpinepainting.comConnect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Kevin Robbins wanted nothing to do with the painting industry, despite growing up in a family of painting contractors.Today, he's the CEO of A&K Painting Company, a commercial and industrial painting contractor based in Charlotte, North Carolina.Founded by his brother in 1994 with $500 and a borrowed van, A&K began as a residential painting business before Kevin joined in 1998 and helped transition the company entirely into commercial construction.After leaving A&K to spend nearly eight years at PPG, Kevin returned in 2010 as President and 50% owner, helping navigate the aftermath of the financial crisis and build the systems, relationships, and leadership team necessary for long-term growth.In this episode of Construction CEO, Kevin shares his journey from wanting to avoid the family trade to becoming a construction business owner, why he recently separated the CEO and President roles, and how implementing EOS transformed accountability and leadership at A&K.We discuss the challenges of transitioning from residential to commercial construction, why estimating should be treated as a sales function, how to identify the right general contractors to work with, and why building a strong leadership team requires putting the right people in the right seats.Kevin also shares how a peer group of fellow construction executives has influenced his leadership, helped him navigate difficult decisions, and provided critical support during COVID.We then explore his perspective on artificial intelligence and construction technology, including how A&K is integrating AI into its operations, why he believes contractors should rethink their software costs, and whether AI could disrupt established construction software platforms.Finally, Kevin discusses A&K's expansion into new markets, the importance of preserving company culture, and why rising financing costs could slow commercial construction activity.This conversation covers entrepreneurship, leadership, business systems, AI, construction technology, and the realities of growing a commercial contracting company.Learn more about A&K Painting Company:https://akpainting.comConnect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

After getting fired from a company he helped grow to more than $8 million in revenue, Keone Padilla found himself starting over with almost nothing.He sold his house, moved into an RV, and scraped together $10,000 to start Pacific Northwest Traffic Control and Supply in 2022.Four years later, the company has nearly 90 employees, multiple locations across Washington State, and is projecting $14 million in annual revenue for 2026.In this episode of Construction CEO, Keone shares how he went from being fired and struggling to make ends meet to building one of the region's growing traffic control businesses.We discuss his early days learning sales by visiting dozens of contractors every day, the influence of his former mentor and father-in-law, and the difficult transition from being an employee to becoming a business owner.Keone opens up about the financial realities of starting a construction company, including losing money despite generating $585,000 in first-year revenue, struggling to collect payments, and learning how to build the systems and team necessary to scale.We also explore his approach to customer service, why he invested in lean processes early, and how he's using branding, media, and community involvement to differentiate his company in a competitive industry.Beyond the business, Keone shares the responsibility of protecting workers and motorists in active construction zones, including a serious highway accident that reinforced why safety can never be compromised.This conversation covers entrepreneurship, resilience, leadership, rapid growth, and what it takes to build a construction business from the ground up.Learn more about Pacific Northwest Traffic Control and Supply:https://pnwtrafficsupply.comConnect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

What happens when subcontractors finish their work but wait years to get paid?In the first Construction CEO Roundtable, Jonathan Core sits down with three subcontracting executives to discuss one of the construction industry's biggest challenges: getting paid.Joining the conversation are Joe Kiser, President of Herzog Glass; Melissa Rossi, CEO of Division 9; and Rob Scott, CEO of Scott Coatings. All three are involved with the American Subcontractors Association (ASA) of Washington.Throughout the conversation, they share stories of retainage being withheld for four to six years, hundreds of thousands of dollars tied up in unpaid work, and the difficult decisions contractors face when protecting their businesses means risking relationships or walking away from projects.We discuss why subcontractors often end up financing construction projects, how change orders and payment terms affect cash flow, what separates great general contractors from difficult ones, and why subcontractors must take greater responsibility for understanding and negotiating their contracts.We also explore Washington's 2023 retainage reform and 2024 prompt payment legislation, the role of industry associations in driving change, and what contractors across the country can learn from these efforts.Whether you're a subcontractor, general contractor, or construction executive, this conversation offers a candid look at the financial pressures, power dynamics, and relationships shaping the construction industry.Learn more about the American Subcontractors Association:https://www.asaonline.com/Connect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Mike Crain never planned to work in commercial flooring, let alone start his own flooring company.After graduating from Arizona State University with a construction management degree, Mike began his career working for a commercial general contractor. But when the 2008 financial crisis hit, he was laid off with his first child on the way.Needing a job, Mike reluctantly entered the flooring industry. What he thought would be a temporary stop became a career spanning more than a decade.Today, Mike is the President and Co-Founder of United Contract Flooring, a commercial flooring contractor based in Auburn, Washington.In this episode of Construction CEO, Mike shares the unexpected path that led him into subcontracting, why he eventually decided to start his own company, and what the first three years of building United have actually looked like.We discuss the challenges of starting a subcontracting business, winning major contracts without an established company track record, and why Mike believes relationships matter more than chasing every bid.Mike also shares how his approach to competition has changed, why growing too quickly can hurt a young construction company, and how he's building a business that attracts ambitious construction management professionals.We also explore the realities of Washington's commercial construction market, the importance of choosing the right customers, and Mike's vision for expanding United into additional market segments.Learn more about United Contract Flooring:https://unitedcf.netConnect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

The data center boom is creating enormous opportunities for contractors. But is everyone rushing into the market overlooking the risks?Rory Olson is the CEO of McDonald-Miller Facility Solutions, a mechanical contractor headquartered in SeaTac, Washington, with operations across the Pacific Northwest.Rory joined McDonald-Miller in 2005 as a project manager and spent the next two decades working his way through the business, eventually becoming CEO.In this episode of Construction CEO, Rory shares his journey from mechanical engineering graduate to leading one of the region's established mechanical contracting companies.We discuss why contractors are aggressively pursuing data center projects, how increased competition is affecting margins, and why McDonald-Miller is approaching the market selectively.Rory also explains why he believes every contractor should consider building a service business, how recurring service relationships can create new construction opportunities, and what makes service more resilient during economic downturns.We explore his experience turning around a struggling department, the leadership decisions that changed his career, and how McDonald-Miller approaches succession planning, company culture, and transparency.We also discuss AI adoption in construction, the potential commoditization of commercial service, prefabrication as a response to skilled labor shortages, and his outlook on Seattle's commercial construction market.Learn more about McDonald-Miller:https://www.macmiller.comConnect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Doug Bardin spent 12 years working for a major general contractor that grew to more than $10 billion in annual revenue. He helped establish its Seattle office, built relationships across the commercial construction industry, and developed his career as a project executive.Then he decided to leave and start over.Today, Doug is the Founder of DHC Contracting, a service-disabled veteran-owned general contractor based in Bothell, Washington, focused on commercial tenant improvements and government construction.In this episode of Construction CEO, Doug shares how his experience at West Point and serving as an Army officer shaped his approach to leadership, why he eventually left a major construction company, and what convinced him to start his own.We discuss how the data center boom is changing the construction industry, why larger contractors are competing for smaller projects, and how DHC is building its business around long-term relationships rather than chasing every opportunity.Doug also shares lessons from opening a new regional office, the challenges of starting a construction company from scratch, and why he believes project managers should approach their role as serving the superintendent.We explore his philosophy of delivering exceptional client experiences, developing employees, and building a company that can grow without losing its culture.Connect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Mike Dougherty started his business planting trees with a Mazda pickup truck. Today, he's the CEO of Horizon Contracting Group, a $53 million company employing more than 240 people across British Columbia.But for 11 years, Mike was also working as a firefighter.During that period, Horizon maintained its business but experienced relatively little growth. Everything changed after a fellow firefighter confronted Mike over breakfast and asked him a simple question: “What are you doing?”Mike eventually left the fire service and returned to Horizon full-time in 2019.Since then, the company has expanded into new markets, launched additional business lines, and grown from approximately $19 million to $53 million in annual revenue.In this episode of Construction CEO, Mike shares how he built Horizon from the ground up, the challenges of running a business alongside his father and brother, and why returning to the company changed its trajectory.We discuss Horizon's strategy of combining construction with recurring maintenance services, how diversification helps protect the business during market downturns, and why Mike believes contractors should pay more attention to service revenue.Mike also explains how the company expanded into hydrovac operations, light civil work, and material recycling, while building a culture focused on creating long-term career opportunities.With a goal of reaching $100 million in revenue by 2030, Mike shares what's next for Horizon and how he's thinking about the company's future.Connect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Is Washington becoming a harder place to build a construction business?Ben Faber, President of Faber Construction, believes the state's growing regulatory burden, tax policies, and challenging development environment are changing where contractors and developers choose to invest.And his company is responding by expanding beyond Washington.Faber Construction was founded by Ben's father in 1987. Today, the Lynden-based company employs approximately 185 people and operates across commercial construction, heavy civil, and both public and private projects.In this episode of Construction CEO, Ben shares his perspective on Washington's proposed millionaire's tax, why some clients are deploying capital outside the state, and how Faber is diversifying into Idaho while exploring additional markets.We also discuss the realities of running a second-generation family business alongside his two brothers, how they divided leadership responsibilities, and what they've learned about protecting family relationships while growing a company.Ben explains why Faber pays smaller subcontractors before receiving payment from owners, why the company turns down certain projects to protect its employees, and how its leadership team uses backlog, profitability, and other metrics to navigate an uncertain market.It's a conversation about growth, family business, leadership, and the decisions contractors face when their home market becomes more challenging.Connect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform

Blaze Pattison helped build a construction company from zero to $35 million in revenue in just four years. The company was named Washington's fastest-growing privately owned company in 2019.But behind that growth, cracks were forming in the partnership.As the partners developed different visions for the business and COVID disrupted the commercial construction market, Blaze eventually went out on his own and started over.Today, he's the President of Pacific Building Group, which operates across commercial construction, facilities services, and steel fabrication through Pacific Ironworks.In this episode of Construction CEO, Blaze shares how he built his first company, what he learned from working with business partners, and why he decided to approach his next venture differently.We discuss how his wife helped strengthen the company's financial and operational systems, why Pacific launched multiple business lines, and how small service jobs can lead to much larger construction opportunities.Blaze also shares his approach to hiring, building a startup culture, navigating payroll pressure, and identifying overlooked opportunities in the construction industry.We explore his interest in acquiring smaller specialty contractors, why he believes construction management graduates should learn more accounting, and how he's positioning his businesses for the years ahead.Connect with Jonathan on LinkedIn:https://www.linkedin.com/in/jonathan-cor/About Construction CEO:https://constructionceomedia.comInterested in being a guest? Apply here:https://docs.google.com/forms/d/e/1FAIpQLSfIEXkz8UkBdh-fRjvjnlYlanGSgxjUYev5A1atnnE4EuLtTg/viewform