Transformative Tech: Eliminating Construction Silos with Day 2+, Part 2
What is Day 2+? Join Executive Chairman of STOBG, Jim Donaghy, SVP of Technical Operations, Steve Neeson, and Structure Tone New York’s Director of Special Projects, Marc DeLuca as they explore how this cutting-edge platform will transform the construction process, the roles of project team members, and the way CMs collaborate with clients and partners. (Part 2 of 2)
Stephen NeesonSenior VP, Technical Operations, STO Building Group
James DonaghyExecutive Chairman, STO Building Group
Marc DeLucaDirector of Special Projects, Structure Tone New York
Welcome to Building Conversations, a construction podcast powered by the STO Building Group, and Part 2 of our Day 2+ podcast. Once again, join senior vice president of technical operations at STOBG, Steve Neeson, executive chairman, Jim Donaghy and Structure Tone New York’s director of special projects, Marc DeLuca as they dive into the dynamic solutions the Day2+ platform offers—including a reduction in the client’s total cost of ownership, and streamlining the roles of superintendents and project managers, and expanding the subcontractors line of sight to back log. For more information about Day 2+, you can visit their website, daytwoplus.comGo to https://www.daytwoplus.com/, or contact STOBG’s own technical operations specialist, Steve Neeson.
Steve Neeson (01:05):
Thank you. So, Marc, just to move, move on to sort of real time. Today, where we’re at, this platform seems perfect for the special projects group. Have you used Day 2+ yet? Do we have some work under our feet that we can point to where we’re starting with this? And maybe just give us a little case study of how we’re leveraging it right now?
Marc DeLuca (02:31):
Sure. Yeah, we have utilized Day 2+ in a few scenarios. They were successes. The team did a great job executing. You know, we still need to provide, and we’ve talked about this in depth, we operationally still need to execute these jobs, but we’re leveraging a type of technology here that can really make us so much more effective with resources, you know, and being able to reduce time spent working on some of these administrative tasks that we do, no matter what size of the project. So, for instance, in a case study we did, we were able to turn around pricing in a much more effective timeline that worked for our client. They needed something done right away. And in terms of the resources and down to the subcontractor level, you know, what they needed to get on-site in terms of knowing when staff was there, knowing when work was completed, being able to take pictures in real time and, you know, ball in court, checking certain scenarios in terms of construction manager approval, client approval, subcontractor foreman, or supervisor approvals, really organizing the entire process step by step and taking something that could probably take much longer than a day.
Marc DeLuca (02:45):
Um, you know, and, and taking it, you know, utmost percentage down.
Jim Donaghy (02:50):
Steve, I started my career in project management as an area manager for the New York Structure Tone office, and they didn’t call it anything special back then, but it was 42nd Street to 57th, 5th Avenue, all the way west. And I had quite a few supers and small projects active, and it was a 24/7 schedule. I was in my 20s. I didn’t mind working all the extra hours, but I remember uniquely how paper intensive, administrative intensive it was. Quite often, to be frank, it’s 20 years later, I’m sure nobody, I can’t get in trouble now saying it, but I can’t tell you how much work got put in place without all the appropriate paperwork being on time. We had to do a lot of catch up, and it was just the nature of the business, the nature of the beast at the time.
Jim Donaghy (03:30):
But you had your subs you could rely on. You knew who they were, they were on speed dial. They showed up for you and because of that responsiveness and that commitment that they showed, they continued to get those small projects time and time again from me and from others. But when you think about today, when I walk jobsites with our supers, our PM teams, I listen to their conversations. I’m in their meetings on occasion. I listen to the type of conversations taking place. I’m going to tell you it’s 50% of their time is affected in some way or fashion through the slow, disparate communication systems we use today. It’s shocking to me. It’s an easy number to say out of the gate on day one, 20% of their time, superintendents and PMs in particular, but I would say PMs and supers mostly out of the four core team members on small projects, it’s the superintendent that has the most hours on those projects.
Jim Donaghy (04:21):
So we studied this in our CMIC system. We went back through the last thousand jobs, closed under a million dollars, and studied the amount of hours for superintendents on those jobs. On average jobs in the $250,000 size and below, we’re running at about 20 hours per job. My belief strongly, we’ve tested this to a degree, is that you’re going to see the 20 hour estimated per week for the super go down to 15 hours on average, a 25% savings is going to be what happens immediately because they are not chasing, looking, trying to go to their email to find information, to share, leaving people off the communication, sending out old information, or mistakenly sending out an old version of a drawing. And you don’t have to repeat the conversation when somebody misses a walkthrough or misses a meeting, it’s all being done in the system.
Jim Donaghy (05:10):
So, 20-25% on day one, more like 30 and more percent savings on the hour spent per week by a super on a small job. Then also the estimator role, any super that looks at this tool and sees what’s in it are going to say, I don’t need the estimator as many hours. In fact, it takes away from my productivity if I have to repeat everything for the change, you know, whether it’s change orders or the budgeting. They want the estimator to stay involved for quality control reasons, also just to have the expertise. But they want to run the estimating process, the workflow themselves. So, we’re seeing the estimating number drop as well on a weekly basis. And the same for the accounting, because things like invoicing is being done automatically generated through the system. So, the project manager role is also going to be reduced, but it’s really the, I start with the super. The cost of the technology is paid for by these core four, time being reduced on a weekly basis. And that’s the kind of the miracle here, is that a far better tool is available to our industry, to us now, and is paid for by the reduction in the time spent wasted with these other disparate systems,
Steve Neeson (06:14):
Which is a lot of the discussion about how this impacts us. I’d like to take a minute just talk about the who it impacts. Marc, I think we had a great dialogue yesterday just sort of warming up for this, is how do we really see the role of the superintendent evolving in this nature?
Marc DeLuca (06:33):
Yeah, no, great question. And I think by the use of the technology, the role of a superintendent in this platform is going to change. What that ends up becoming is more of a hybrid role, you know, a person or a resource that has experience in not only the estimating side, the operational side, and really running an account, an account leader, really somebody who’s a doer looking for that next opportunity and taking ownership of executing, pricing, budgeting, be that go-to guy for this account, and it really opens up an opportunity for somebody that’s not really just worried about the operational execution, but they’re living this. They’re a partner to the client, they’re adding value upstream, and they’re really part of the team. That changes the game in what a super, you know, has been for me throughout my career, especially people wanting more and taking on more, and really taking that ownership to the next level on these accounts that, you know, we’re really going to be targeting with this platform.
Jim Donaghy (07:28):
I would add to that, that the role of the PM changes, and I would call it a “PM light.” The “super Super,” you know, certainly Marc just addressed that they take on more, the workflow allows them to be more engaged in the spectrum of work required, but the PM role as well. Now, this is not about reducing the amount of PMs and supers we have. It’s about expanding their ability to deliver more revenue in a single year. Likewise, as we work, there are less errors, there’s more profitability opportunity in the lump sum general conditions we have, performing and delivering those jobs at a lower cost basis. So, it’s kind of an exciting transformation for the super, for the PM—P M light. And I think in the end, you’re going to see the team itself generating more revenue and kind of having a bigger classification in a company like ours where they’re really delivering a bottom line for the business that’s highly notable across our company anyway.
Marc DeLuca (08:24):
Yeah, I think it’s important to note, our superintendents today are extremely busy people. They have a lot of tasks at hand and this really helps that administrative burden. And so, I think it’s a huge lift off of their back there that, you know, in my team’s day-to-day now, it would really be something that that changes the game for them.
Jim Donaghy (08:43):
Steve, it’s not out of the question to say that this enterprise that we’re talking about, launching a new service line for a company like ours, it’s going to create a new business line for quite a few contractors. And really this new value being created I think is going to be stunning to some CFOs on the corporate side.
Steve Neeson (09:01):
So, in the realm of value added. So, we’re delivering service in a very different way and expanding our relationship baseline with customers. So, we’ve talked about the value proposition and more portfolio or asset group management. So how do we see that really taking hold in the way we’re conducting relationships with our customers and who we’re servicing and what’s the right kind of target element for the kinds of clients that this really adds the greatest value to? And what kind of value is it giving them?
Jim Donaghy (09:33):
You know, we’re going to see the clients with the larger density workload be the ones that are going to jump first. Those who have a campus who really want to understand who’s on my campus today, where are they exactly right this very second. That could also go for a retailer who says, who’s in my store? They’re in the store in the middle of the night, you know, can I trust this person? Or can we all just relax? Knowing this tool is so digital oriented, it’s leaving digital thumbprints on everything that the workers will touch. You can physically on the screen see who is in your facility and see them move on the drawing from place to place based on your access rates. But the amount of knowledge being shared here, transparency on the geo-tracking component to the software is really changing the game from that point of view.
Jim Donaghy (10:23):
And who’s going to benefit the most? Probably clients with a density to their workload. Clients who don’t want to continue hiring experts at this kind of workload, they want those experts to be on our side. And we’re able to bring subcontractors further into the fold performance-wise, possibly give subcontractors the opportunity to, instead of just working three locations for a client, can we bring you to the fifth, sixth, seventh, eighth, 10th location with this client? Because I’d rather work with the subcontractors who have performed well, and we see the scorecard and encourage them by showing them a longer forward-looking look into the backlog of work, get them excited about participating at an even higher level with this client. Because there’s much more transparency up and downstream, uh, from the participants. We, in some cases won’t even be involved. We’ll be in the system, but the client can go direct, subcontractors can communicate direct. It’s not about us. It’s about the team producing something very different than what we’ve done in the past where it’s kind of a handoff. It’s a telephone game from one to the next, to the next, to the next. This is different. This is, everybody’s in a virtual room providing services on a real-time basis, and it’s based on performance and metrics. So that’s the difference.
Steve Neeson (11:36):
So, with that transparency, one of the other topics we’ve talked about is optics into the consistency of information. So, we talked a little bit about the, the intelligence built into this platform and the history that it gathers and gains. So, could we talk a little bit about sort of cost modeling and how it really improves certainty to the point of unit price models where everybody can leverage those types of things so you know what things are going to cost across different types of jobs?
Marc DeLuca (12:06):
Yeah, I mean, I can just give you a today scenario, right? A request comes in for a job, a client says, Hey, I need that wall painted in the next few days, can you get that done for me? Today, we know what it costs. We go to the painter to get a proposal, it might take a couple days to get that proposal. Once we get the proposal, we write it up and we give it to the client for approval. With the use of this technology and this platform, there should be no reason why for the other thousands of walls we’ve painted, you know, probably that month, why can’t we just utilize what’s there, that data, the power of that data to say that’s what that wall cost on this date. It’s the same cost. There’s no reason why that client can’t have that price, you know, with a huge reduction in time. It’s less cost, it’s less estimating time, and ultimately there’s huge value there.
Steve Neeson (12:53):
And they can slice and dice over time what types of parameters go into the service they’re looking to be provided. So, as they scope things out and make a request, they can say, I’m looking for a six inch water valve to be replaced. And those metrics pop up right on their dashboard that says, Hey, for that job X it’s going to cost $562. And they can say, click, you know, let’s get moving. And then the availability of some resource, whether it’s the subcontractor is available to perform that work. So, can we talk a little bit about sort of that interactive and engagement where it’s almost like a self-service and self-made service point of view?
Jim Donaghy (13:32):
Yeah, just to go to the AI side of this for a moment and where this brings the client and our industry for that matter, those who adopt this platform with companies like STO Building Group, and quite frankly, any contractor that works alongside as a partner with them, you’re going to be closer to true construction, usable construction AI than anyone else that’s using the disparate systems that are out there. So, there’s no doubt that if you’re a healthcare client, and this has been on your campus for the past year or two or beyond, you’re going to be able to speak into the system. It’s got a microphone enabled Chat GPT type of tool in this today. So, it works now where you can speak in and say, you know, gimme a proposal for new outlets in my ER room and give the room number and it’s going to know the past pricing.
Jim Donaghy (14:18):
It’s going to know who the subs were. You can ask for who are my busiest subcontractors today in this facility? Or what’s the schedule for building an ER room or a waiting room? And it’s going to have all that, all those data points are there and the Chat GPT users out there that know what I’m talking about, when the data is gathered correctly and stored correctly and retrievable in the way that AI is going to want it to be, you can use voice enabled commands. And I think it’s going to limit sometimes the client team calling us, which is fine because we still need to be called for quite a few other things. In fact, we’ll expand our services and our availability to our clients. But clients are going to have much more control over how they use their facility and generate their own pricing, generate their own scheduling, and get answers to lots of questions they have without having to go to people. They’re just going to talk into their machine.
Steve Neeson (15:18):
So, the ability for clients to not only see all this information real time, right, and then communicate in a way that is consistent in however they like their business to be conducted, right? So, they control the domain and how they want to engage and what their rules of engagement are. So, it’s that flexible. So, can you maybe just share a little bit how you see this taking that client experience to a different level? I’m sort of going off script here a little bit because we’ve talked about, you know, STO Building Group and our family of companies prides ourselves on longstanding relationships. How does this really extend that relationship piece?
Jim Donaghy (15:58):
Yeah, Marc can comment here as well, but we’ve been talking for decades about when we finish a headquarter space that we seem to walk away, and I don’t mean literally want to walk away but we get distracted by other projects. Clients might even go quiet for a couple of months, and then there’s a disconnect. And it’s really an ongoing physical live conversation that has taken place in the past where we stayed on board finishing day two work, looking for other moves, adds, and changes, but it seems to die out and the interest drops and we don’t have a forward looking view into the workload. We’re not brought into the fold. But likewise, we haven’t asked to be in that fold. We maybe didn’t even know how to be involved in the ongoing facilities, construction services, needs. This changes that game entirely where we are starting the conversation with, can you show us your past history for your ongoing operations?
Jim Donaghy (16:50):
And then we we’re able to build our team accordingly. This tool then allows us to have a different, new conversation with the client that we built the facility, we’ve downloaded all the as-builts, all the owner manuals into the system. So, it’s ready, all the assets have been QR coded, everything’s kind of positioned and ready for any day to move, a change, design evolution for your space, which most clients are hiring designers to stay on board after the fact to make sure the space is being utilized in the way it was intended. Well, we ought to be there too, in a proactive manner, but we ought to be there with KPIs in showing them that we can benchmark using this data, much more intelligent system that we can show that the total cost of ownership is going to go down over time. The success rate on performing activities start and finish is going up. Accidents are going down, cost has gone down. The amount of head count required has gone down, the usable data has gone up. So, lots of benefits and that’s what I find most exciting here.
Marc DeLuca (17:47):
Yeah, I think just to add to that, you know, and Jim mentioned it, I don’t think anybody knows a space better than the person who built it. Knowing where things are, it’s always a conversation in today’s world of making sure the engineer’s in the mix and talking about where VAVs are, where things that need to be serviced. This technology allows you to, you know, through the history of the as-builts, place that into the technology, really understanding what your service or your lifecycle is of that asset or you know, that equipment and really being ahead of the game. At year eight, maybe reminding the team and saying, this piece of equipment may need to be serviced, renewed, maybe six months into it. And we’re there, we’re taking that lift off of somebody. Again, through the leveraging of this technology and reminding people that these things need to be done to have your space operate as efficient and as effective as it was designed to.
Steve Neeson (18:39):
How do you think this positively impacts relationships with our subcontractors? You know, so we’ve been talking a little bit about the client side. What about the subcontractor side? How does this, how does this bring them into the same, you know, into the picture?
Marc DeLuca (18:51):
Yeah, it’s a great question. And I think some of the challenges that we have today are the same challenges that we see downstream with our subcontractors from, you know, they start from square one too, in terms of pricing. Yes, they know what it costs. They have the relationships with suppliers, but they have those inefficiencies as well. And I think from a management and a labor management perspective and a resourcing perspective, being able to utilize, as Jim mentioned, the geo-tracking when people check in, check out of a jobs, really labor management, seeing where trades are and being able to really get a full seven, eight hour day out of a trade, maybe out of a plumber. If we’re working on floor four and on floor five, you know, on that same day, you know, something else needs to be done instead of going home after one to two hours because there’s no more work that day, really organizing their operation and being efficient in the fact that there’s four to six, eight different tasks in a building on this one given day.
Marc DeLuca (19:47):
Why not utilize all four to five tasks? It’s efficient for everybody from the trade to the subcontractor, from the construction manager, all the way up to the client. So, I think it provides value across the value chain there. But you know, it certainly helps our subcontractors.
Jim Donaghy (10:01):
Imagine being a subcontractor where if you don’t even have the advanced data systems that we all know today, you really need to run your business more efficiently. This is that out of the gate for them. Those who have some data, they’re going to see this as a more holistic end-to-end type of solution for them to run their project, working alongside Structure Tone or any of our entities in STO Building Group. But imagine, in this tool today we have Gantt charting that the PM still provides. And inside the Gantt chart activities, the subcontractors, there’s a module for them to go into the Gantt chart, develop their own more detailed schedule for them to use. So, their workforce comes to the site every day, clicks in, clicks out of the activity that they’re working on. At the end of the day, they slide the little button on the screen that says percent complete.
Jim Donaghy (20:44):
They take a picture or video that’s kicking in and generating their invoice. It’s automated. So, they’re going to view this as more certainty around their schedule, so I can get in and get out of the job safely and effectively and efficiently based on my estimate. They’re also going to then see cashflow as much more certain, because when I click, my cash gets generated. Because it’s going to be an automated system. And this is going to also allow clients to put their cash in this system and pay their subs as they go if they configure the system to work that way. But the more the client aligns themselves with the subs being paid quickly, they’re going to see benefits cost-wise, the subs are going to love that. So, this tool actually eliminates the need in our industry for a fast pay agreement, because this actually automates fast pay all in itself. There’s no agreement needed. So, I think cashflow’s going to be a big benefit.
Marc DeLuca (21:35):
Yeah, the administrative lift on the subcontractor side is definitely going to diminish through the automation and the use of the technology. One step further, quickly was the scheduling in this, you know, in today’s world, one expert – an electrician knows their trade probably better than us. So, sometimes the phone calls are made, we ask how long do you think this task is going to take? But utilizing Day 2+ and the platform here, the electrician is actually going to put in how long that task is going to take him with our oversight, making sure that we agree with that and it fits into the overall project schedule. But that’s a huge change for us because someone’s buying into that, they’re actually putting that in there.
Marc DeLuca (22:15):
And we’ve had in-depth conversations just internally about how can we take that further even from a procurement perspective. And, you know, light fixtures is a, is a big topic of conversation all the time. That when the, when the lights are approved in the platform, you know, where does that extend to, how far down the supply chain do we see into that in terms of where the lights are, if the lights need to be on-site on July 21st, then we’re checking in two, three weeks in advance, to continue that follow up and that takes a huge lift off of what we rely on our subcontractors today and layers of our team as well, of making sure things are staying on track.
Jim Donaghy (22:53):
Growing up in the business, I can’t tell you how many countless hours the foreman for the various trades would come onto the site to check in to see where the progress of the site was before they shipped their men or increased the man loading. And, you know, this eliminates that. There’s going to be a trust built by the users of this tool. This is not large construction workflow here that, you know, I know that quite a few large projects, project managers are hesitant to share the exact accuracy of the jobsite schedule with their subs. This is different. We all depend on teamwork and trust on these much more fast-track,
Marc DeLuca (23:26):
Jim Donaghy (23:27):
Yeah, project planning where you want the subs to see the status of the project, so they actually time their manpower. Exactly right. They don’t miss their manpower by hours of the day, or even by one head count, because it’s that short and sweet their time that they get to go in. And as far as a window goes, think about how much inefficiency they budget in their price.
Steve Neeson (23:46):
Yeah. So, it’s a very comprehensive universe that we’re creating here, right?
Jim Donaghy (23:52):
We’re activating a marketplace to work differently, create a different value, but there’s a win win win factor. This is not one group who’s going to get the big win, and everybody suffers. As a result, the better performers are going to rise up. I hope the revenues are going to expand the value across the, you know, the start to finish process is going to be there for everybody, but we’re activating a marketplace here.
Steve Neeson (24:14):
So, back to the sort of adoption challenge. So, you’ve had direct experience with this Marc with subcontractors, with clients, with facilities management teams. So, from a user ability perspective, it’s a very comprehensive tool. How easy is it to use?
Marc DeLuca (24:32):
So, from my perspective, the seat I sit in, the experience on it is very seamless, very easy to use. And I would just say from what I’ve heard in talking to, let’s start with subcontractors. Many of these subs that I’m talking to are asking for this tool. They continue to ask about this, follow up on when are we’re bringing this, when are we going to get this a little bit more engaged. Where are we at with it? Because for them, I think it’s a game changer for their business as well. And really organizing their organizations to be able to continue to provide scalability on if they can only handle five to ten maintenance jobs at any given time, there’s no reason why this technology can’t really get them to be a bit more effective. And taking on maybe, you know, 10 more with what you know is part of this platform.
Steve Neeson (25:19):
Excellent. So, if we roll in sort of summary level discussion, we’ve talked about a lot of different facets about this. And if we were to point to sort of like the top benefits in implementing this platform, what are we capturing as sort of let’s say the top three notions that really changes the game here.
Jim Donaghy (25:44):
Right out of the gate, he biggest benefit game changing, value-add here is the multi-tenant side where everybody is signing in, they’re trained, they’re using what I would tell you, as Marc said, a very user interface friendly, user interface tool. In most cases it’ll be teammates using the mobile device. And we’re in there together, keystroking the data at all levels. And the data is then reused across the spectrum. Instead of being redundantly reentered or rolled up in some other report, it’s accurately distributed to where it needs to be a hundred percent of the time. So that feature is the biggest game change. If you look at the Procores and the Sages and the CMICs and, you know, those 10, 20 others out there, they’re all trying to accomplish this. Autodesk.
Jim Donaghy (26:43):
They’re not there and they’re all working on it. We’ve now done it on our own. We can download data into this tool, we can upload our data to their tool. So, it’s not like this is going to limit anybody, but we have accomplished something the software industry hasn’t been able to do on their own. But that’s not so shocking when you look at the best tools in the market today that are built by contractors. I would also tell you just the transparency factor and the pushing decision making for the client. One of the biggest challenges in our industry is getting decisions in a timely manner. It’s hard to get decisions in a timely manner when you haven’t provided the data to the client to make decisions. This now changes that, and clients, consultants, even subcontractors can be remote, which is the new world order in terms of flex work that will not slow down working together in this platform.
Marc DeLuca (27:27):
Yeah, I think one thing to add for me and in my business today, it really changes our seat at the table and everybody, it really reshuffles the deck that everybody – it’s one team. You’re all sitting on the same side of the table and you know, the subcontractor is just as important as the client, just as important as the construction manager. Everybody’s value, everybody’s information that goes into this system is really what’s going to get a successful project at the end of the day. And giving everybody the same seat in the fact that we need everybody. We’re part of the same team. That camaraderie is there, small projects are extremely important. They’ve always been to the Structure Tone team and STOBG. And I think that just reinforces that here today, that we’re really looking at this, we’re really investing in it, we’re spending time and it’s extremely important to our business. And it always has been, um, as it is today,
Jim Donaghy (28:19):
Steve, 2,500 of our jobs a year are under $5 million. And we do not have a custom-tailored end-to-end software to make that business better for us. Not to mention, if it’s not better for us, then it can’t be that much better for our clients. So, this is game changing for us in that way, we have now really built a tool that puts a focus back on, instead of being in more of a reactionary way that we have been in waiting to be told what to do, we’re proactively going further upstream and asking clients, how do we partner in a three-year window with you? Bring down your total cost of ownership while also expanding what might have been 2,500 jobs could turn into 3,000, you know, 4,000 projects and beyond, with an easier geographic reach because of the virtual builder ability of this tool. And we also believe for us, selflessly speaking, it’s a bigger value. There’s going to be a bigger gross profit margin for us. It’s going to be a better business for us. There’s going to be more certainties created, less errors out there, we’re going to see a better outcome for all the participants. So that’s again, another big thing that happens when we turn the switch on for this.
Steve Neeson (29:25):
That’s a great wrap up point.
Jim Donaghy (29:28):
I would just add that this has not been built solely for STOBG. This was built to be a market-leading solution. This will be in the hands of our clients with and without STOBG. And that’s better for STOBG that the world does take on a new technology that makes our industry better, moves our industry off the bottom of the productivity charts that are out there. I think our industry is going to move back up, when tools like this become more available. It’s going to be in the hands of our competitors, those who understand the benefits here, or have a passion like we do for doing whatever it takes for our clients. It’s not just big jobs at, at STO Building Group. We’re interested in the medium sized jobs. We’re repeat smaller work, the on-call maintenance when we finish our headquarters, we don’t want to leave. We want to stay there for life. Almost an extension of the facility team.
Steve Neeson (30:16):
Yeah. That continuity of relationship is really important. Trust and value.
Jim Donaghy (30:21):
It creates real stickiness for everybody.
Steve Neeson (30:23):
Yeah. Fabulous. Marc, any closing remarks?
Marc DeLuca (30:26):
No, I think it’s just exciting times. I’ve been lucky enough to be a part of this for over a year and I think there’s a really exciting times ahead, as I mentioned, with kind of the reinforcement of the importance of some of this service and maintenance type work and really continuing to build that relationship and strengthen our relationship with a client and ultimately stickiness. As Jim said, it’s been a hot topic of conversation.
Steve Neeson (30:48):
And to see industry needs sort of coming to fruition. We’ve been looking for this stuff for so long. So, it’s a really exciting time to be part of an innovative approach. And again, it’s not about the tech, it’s about the approach to your point, awakening a marketplace and really starting to create something new. It’s really exciting to be part of.
Jim Donaghy (31:06):
Steve, thanks for having us. And also, thanks for what you’re doing at STOBG as really one of a very unique role in the industry as a tech ops leader at a company our size. The value is tremendous. Your 30-year career in construction and now leading the way on figuring out how these tools can be best used and adopted in the operation side is priceless to us. Thank you.
Steve Neeson (31:27):
Yeah, it’s great fun to be part of.
Marc DeLuca (31:28):
Steve Neeson (31:30):
Thanks for listening to Building Conversations. For more episodes like this, you can find us on Spotify, Apple Podcasts, Google Podcasts, Audible, and the STO Building Group website.