I've been with Walton a little more than four years. The last job I did was the (Kansas City International Airport) rental car facility, a $67 million job. Technically, I'm a Kansas City employee, but I have chosen (and) been asked to stay here in Springfield. I packed my family up in Kansas City and moved them here. Before I came to Walton, I worked for a company, MW Builders, in Kansas City that did a lot of work out-of-state (on) Marriott Hotels, Residence Inns and I did a large condo in Norwalk, Conn.
Tell us about Walton's team on the $65 million Midfield Terminal at Springfield-Branson National Airport.
I have a project administrator, Karen Jones, a project engineer, Carrie Shires, and an assistant project manager, Andy Hood. I have a general superintendent, Norris Cornell, a superintendent, Scott Brown, another superintendent, Clay Alexander, and an assistant superintendent, Cody Elliott, and an intern, Lucas Schutte. Norris is in charge of the field, and I'm in charge of the office operations. At the same time, as project manager, I'm responsible, ultimately, for making sure the field works (and everyone) has the information they need. Our entire staff meets once a week (and so does) project management staff and superintendents and my staff (on-site) ... and we meet once a week with all of our subcontractors. We have 32 subcontractors and probably another four suppliers.
What challenges come with managing a construction job as large as the $117 million Midfield Terminal?
The biggest challenge is ... that you have to find all the right team members and get them geared up and ready to go. The second challenge is finding the correct subcontractors. For Springfield, this was a large job, and one thing that we struggled with was finding enough manpower. We had quality subs, but it was just that there weren't enough people - drywallers, painters, concrete guys - for a job this size.
With all the parties involved in the terminal job, how do you stay organized?
It goes back to our team members. The biggest role in my job is, "How well do you manage people?" You can be the greatest accountant or the greatest construction guy, but if you don't know how to manage people, you're not really good at anything. The biggest part is managing individual characteristics. Every job we set up with Walton (has) a responsibility matrix, and (it) tells each person's role.
What's it like to come to the end of such an extensive project?
Whenever you work two years on a job, it's a great relief to come to the end. But at the same time, you're finishing up all the relationships you've made with your subcontractors, suppliers, the owner, the architect, and your own team members. And that's probably the toughest part of a long job. ... The team will ultimately disband and get assigned to different jobs.
Who's responsible for finding jobs for Walton's crews?
We have a marketing person, Gloria Roling, for the Springfield division ... but it's the philosophy that it's up to each person, not just the project manager on the job, but everybody, to get another job. It's as simple as, "I heard someone talking to me in the grocery store about a new office building." We take that lead, and we run with it.
Even though the airport terminal isn't pursuing LEED certification, are there green techniques used in the project?
Absolutely. The HVAC system is one and the daylighting that's used. The (proximity of the terminal) as it relates to public transportation. The roof ... is white to reflect heat.
Tell us about your family.
My wife, Aimee, and I are both Oklahoma State graduates and grew up in Bartlesville, Okla., more or less. We have a 4-year-old, Kyle, and a 5-year-old, Colby.
Why did you decide to stay in Springfield?
It's a smaller community. I lived for six years in Kansas City, and the 1.5 million neighbors we had were a little more than we liked.Interview by Features Editor Maria Hoover.
This installment of Springfield Business Journal’s Architects & Engineers Project Report showcases 26 endeavors by area design and engineering professionals.
