Competition is a constant in the ever-evolving world of construction. It’s fundamental to the bottom line, creates a quality product, invites the best talent and—to be frank—it’s exciting to compete. And it’s even more exciting to be the winner.
So, how are winners in the contracting community utilizing competition to their advantage, both in their day-to-day operations and in their drive to be the best in their market segments? A group of Associated Builders and Contractors 2025 Top Performer contractors—members which build the most enduring, innovative, high-quality construction projects in the country—answer that very question.
“We set ourselves apart from the competition because of price and values, like safety, quality, personalization and our hands-on approach to projects,” said Sam Craig, vice president and owner of Craig & Heidt, a civil contractor in Houston that performs earthwork, paving and drainage in the public works, petrochemical and refining industries. “Our clients know the value in choosing us over a competitor.”
Jonathan Wolf, president of Tecta America Zero, says he takes a calculated approach to competition as he runs his commercial roofing and steel metal company out of Cincinnati. Tecta is a wholly owned subsidiary of Tecta America Corp., which owns approximately 50 other similar companies nationwide.
“Improvement is continual,” Wolf said. “When competing, it is important to focus a significant portion of your energy on just a few major changes at a time.”
Shane Kirkpatrick, president of GROUP Contractors in Baton Rouge, Louisiana, says competition in the industrial segment is about embracing changes in the market, in technology and in the workforce. “If you bury your head and refuse to accept the changing environment, you will be left behind.” The full-service civil contractor does work along the Gulf Coast.
Dina Kimble, president and CEO of Royal Electric Company in Sacramento, California, says she focuses on ways to continuously improve her company’s culture, strategy, structure and systems to execute work in a way that positively impacts the project, client, team and the other trades. Royal is the sixth largest certified woman-owned specialty contractor in the nation, installing electrical systems in education, medical and commercial buildings.
What do all of these Top Performers have in common? They all agree ABC has increased their competitiveness and adaptability in the marketplace with tools like ABC’s STEP Safety Management System®, ABC’s Accredited Quality Contractor recognition, workforce development, upskilling programs, leadership courses, technology updates, networking, economic outlook data and more.
Chris Carter, safety director for veteran-owned Sevan Multi-Site Solutions Inc. in St. Petersburg, Florida, says his commercial and institutional construction company has “utilized STEP since becoming a member, leveraging it to shape and enhance our safety program.”
In all of these conversations, five key topics emerged that threaded the needle of competition and how these companies’ strategies are putting them ahead of the curve—both today and in the years to come.
Long-term strategies are just as important to competition as the short-term ones.
Royal’s strategy is to build people who are inspired to grow in their careers, as well as build relationships that add value to clients, the company and community—which in turn provides Royal with opportunities to build projects they are proud of.
“This people-first approach to our strategy is what builds our capability to scale across multiple regions,” Kimble says. “Ensuring current and future leaders all understand the importance of our strong culture to the success of our strategy will result in a company that lasts several generations from now. Construction will always be a people business.”
Relationships, agreed Wolf, are key to both long and short-term successes in construction. “Profitable work is driven by relationships and not low bid,” he says, pointing to Tecta’s approach to hiring. “People enjoy working with people they like and trust. My life motto: always hire good people.”
GROUP is also intentionally investing in new employees so they can gain the experience necessary to lead into the future, Kirkpatrick says. “We need to keep our organization nimble enough to embrace the new workforce and work environment.”
In the long term, Sevan focuses on its core strengths, proactively supporting its clients’ evolving needs, continuously upskilling its workforce and prioritizing technology. According to Carter, short-term strategies for Sevan focus on continuing to strengthen what will remain constant about the industry: safety and employee protections, upskilling the workforce, collaboration and teamwork.
The Craig & Heidt team is currently transitioning from third to fourth generation as Craig’s two sons take over. This long-term strategy will propel the 40-year ABC member into the future and his sons will create even more successes, says Craig.
The importance of health and safety will continue to grow for competitive firms.
“Safety will always be at the forefront of construction and will continue to expand and improve,” Craig says.
Health and safety are engrained in GROUP’s culture, planning and execution, placed at the forefront of everything the nearly 30-year ABC member does. Kirkpatrick says his company is creating and implementing more solutions that better employees’ mental health.
Carter agrees. “There will also be a greater focus on mental health, with regulations expanding to address stress, fatigue and overall wellbeing, acknowledging their crucial impact on workplace safety,” said the Sevan safety director. “On-demand education platforms will provide instant access to safety guidelines and training, empowering workers to stay informed and compliant. These advancements will collectively make construction sites safer, more efficient and better equipped to handle the challenges of the future.”
Carter also anticipates significant advancements in construction health and safety, driven by technology and evolving regulations. AI will play a key role in analyzing data from past incidents to predict and prevent potential risks, allowing for proactive safety measures. He predicts that wearables like smart helmets and vests will become as commonplace as hard hats, offering real-time monitoring of worker health and safety.
The way you upskill and invest in your people goes hand in hand with competitiveness.
“We want and hire people who want to excel,” Wolf says, pointing to workforce development as a major player in shaping the workforce. “Tecta upskills the people with the right motivation and attitude.”
Per Kimble, a diverse workforce is key to Royal, and the industry must adapt to focus on the whole being of its employees. She went on to say that increasing the percentage of women and diverse individuals in construction could easily fill all open positions, and the growing influence of Gen Z in the workforce also mandates a different approach to leadership in the industry.
“Royal’s company culture values unique experiences and perspectives—where people of all backgrounds feel like they belong—and creates environments that allow people to live and work authentically,” she says.
Kirkpatrick said the industry cannot rely on higher education or other institutions to grow the industry and that companies know what the needs are. “It is imperative to get our next generation of workers upskilled and ready.”
“We’ve got to rework our thinking on workforce, and it starts in the schools and with the parents,” said Craig. “We’ve got to get young people to want to go into construction, to realize their career dreams. Construction is a good career, not just a job, and shifting that mindset is a long-term project requiring calculated steps.”
Technology and innovation are nonnegotiable when it comes to staying in front of the competition and keeping employees safe.
Wolf points to wearable technologies like smart helmets and vests as innovative ways to monitor vital signs, alerting managers of potential risks in real time. Tecta, an ABC member since 2008, deploys these technologies on its jobsites. Wolf points to the ‘trust but verify’ motto when considering a new piece of technology.
“Remember, the newest is not always best; tried and true is sometimes the better option,” Wolf says. “While an open mind is important, it is easy to get enamored by the shiny object, so be cautious and selective.”
Craig and Carter both say the advancement of innovative tools such as artificial intelligence, robotics, drones and micro-mechanics makes construction jobs safer, more efficient and more productive. And the bonus? They create a better experience for the workforce.
Kimble agrees. “Technology will be the way we multiply the impact each worker has on building our projects through greater efficiency in how we execute our work,” she says. “Firms that embrace technology and innovation will better attract Gen Z workers who believe it’s critical to their success at work.”
“Get into politics or get out of business” is an accurate motto for competition and the future of the industry.
Wolf says the political climate in the United States requires legislative and regulatory support for merit shop contractors, which make up the overwhelming majority of the industry.
Craig points to political awareness, both at the local and national level, as vital to competitiveness in the marketplace. One priority for his team—and his political involvement as an ABC member—is legislation that promotes fair and open competition at the local and national level.
“GROUP is engaged in local and national politics to ensure the construction industry is supported by our elected officials,” Kirkpatrick says. “Thanks to ABC, free enterprise and the merit shop philosophy are continually defended.”
