After we completed the due diligence package, which addressed design development, the schedule for building your animal hospital moved into the post-development phase. Frankly, this process is very detailed, and the paperwork can seem overwhelming. However, by working with Davie Construction Co., this seemingly tedious set of requirements is handled comprehensively and seamlessly based on our extensive experience. Overlooking even the most innocuous detail can result in delays and additional costs that many G.C.s without our specialized knowledge have realized. No one would want to collect all the documents required for permitting without a seasoned team leading the way!

Every community has a different set of directions for submitting construction documents to obtain relevant permits. We are very familiar with the variances in this documentation and understand exactly what is needed to secure permits as quickly and successfully as possible. We start by determining which zoning and building requirements will be enforced in the governing municipality. This guides our preparation of the packet.

Our research also includes collaboration with local fire marshals to anticipate their requirements. Specific documents will include:

• Appendix B (the code summary of the project)
• Preparation of model energy code requirements & com-check
• O.T.  Permits for encroachments, setbacks, and driveways
• State stormwater permits for stormwater and erosion control
• State permit for demo of buildings on site
• Abatement of asbestos, oil tanks, and or hazardous materials

We will submit the full package in the requested format, whether electronically, in hard copy, or in both.

After submittal to the governing officials for building and code review on a new building, most municipalities will review the site and civil D.W.G.s (“drawing,” a file format that contains 2D and 3D vector used to create detailed designs for buildings) first, then release the plans for building a code review. The building and code review typically takes 6 to 16 weeks. Once the package of documents is approved, and any comments addressed, the site permit can be released. This clear timeline allows you to plan accordingly and be prepared for the next steps in the process.

Simultaneously with the zoning and permit package submittal, we put the drawing package out for bid. This is a public bid with a four-week deadline for offers. The civil package seeks bids for erosion control, stormwater, grading, utilities, landscape, and final grading.

The building package addresses footings, foundation, slab, framing, masonry, and concrete work. Once we have received the packages back, we can determine the final construction cost. Given our experience and knowledge of the idiosyncrasies of building veterinary hospitals, this cost generally varies by, at most, a few percentage points from the initial budget. At this point, depending on your loan type and the lender, we can work with them to help facilitate the closing of your loan.

The post Veterinary Development 101: Post Design Development appeared first on Davie Construction.

Our previous blog ended with the schematic design process, during which we spent about a month meeting with the doctor and architect weekly to complete a preliminary floor plan. The time and focus spent during this phase are crucial to ensuring our next steps are progressive and prepare us for the intensive research necessary for the project’s success.

Our Due Diligence package is the next step in a carefully arranged system developed over decades of building clinics of all sizes for busy dental professionals nationwide. This proprietary system, crafted by our experienced team, has consistently proven to streamline the building process and prevent unforeseen schedule or budget challenges.

The Geotechnical Review, a comprehensive process, involves testing four core samples of the building pad and two or three of the parking lot. We perform a study of the seasonal high-water table. Our Phase 1 environmental study may be followed by a Phase 2. Abatement follows, testing for asbestos and soil conditions. A survey finalizes the review as we mark boundaries, recording topography and elevations, setbacks, and easements.

The eight-week Architecture Review follows, with the first week focused on the Reflected Ceiling Plan integrating ceiling heights, types, and acoustic requirements. The second week brings the Electrical and Data Layout planning, which covers basic receptacle layout (outlets and switches), data layout, and diagnostic equipment placement like Dental X-ray & PANO or any other specialty equipment. Weeks three and four are dedicated to reviewing cabinetry and millwork, ensuring every detail is considered, with the last three weeks used for creating door and finish schedules.

The structural review is scheduled for week three and addresses the footing, steel infrastructure, trusses, and load calculation designs. During weeks three to eight, the Mechanical, Electrical, and Plumbing (MEP) systems are also analyzed. For Mechanical, this entails the supply and return layout, HVAC unit sizing, and specifications. Installing a split-unit or rooftop unit will involve referencing the local building codes.

The electrical part of the review includes a riser diagram, panel schedule, electrical plan, and lighting plan. Plumbing concerns include drainage isometrics, domestic water plan, plumbing schedule, and med-gas plan.

Week two also includes a comprehensive review of the building’s exterior areas, including erosion control, stormwater management, and plans for grading, utilities, landscaping, parking, and outdoor lighting.

As with any endeavor involving a significant financial investment, comprehensive due diligence also requires a time investment. Our eight-week intensive Due Diligence Package delivers an inestimable ROI.

The post Dental Development 101: Specialized Due Diligence & Design Development appeared first on Davie Construction.

The Connection Continues
“I was honored that Carl asked me to accept this position when he decided to step away from management’s day-to-day activities to focus on enriching client relationships, attracting new business, and serving as an ambassador for Davie across the southeast in his CEO role. We have worked side-by-side for 27 years, sharing the challenges and successes of building Davie Construction into a $100 million-plus company, “she said. “He believed it was my time to take on the leadership responsibilities, and I had clear objectives for the company’s growth. We have always been friends and business partners and continue to talk every day. His input is invaluable.”

Confirming a Culture of Caring
Janet admits that her previous days as a CFO have become longer as president, but she is energized by the opportunity to steer the company’s future. “I love this company and the Davie family. It’s been a privilege to be part of the three decades of growth started by Carl in 1993. The success is completely attributable to the people on our team. Our focus on family attracts the very best people. They are loyal and hardworking and appreciate that we prioritize their families. My growth plans include strengthening our core values in the years ahead, continuing our caring culture and devotion to the Golden Rule, no matter how big our team becomes,” she said. “Our clients recognize and respect how these values guide our company and demonstrate this with their incomparable level of repeat business.”

Strategic Leadership Development
The first 100 days of Janet’s presidency involved much listening, learning, and identifying ways to empower team members at every level. “We are building an organizational structure for the future,” she said. “This involves strategic change to anticipate how the next generation of leaders will succeed. I am helping our executive vice presidents prepare themselves for higher positions. Promoting from within is a Davie tradition that fuels our team’s commitment and rewards personal and professional growth. We want to ensure that all our team members are motivated and acknowledged for their improvement and hard work.

Anticipating Industry Trends
Janet is optimistic in her analysis of the construction industry’s prospects through the end of the year. “We serve such a wide range of sectors that a slowdown in one area is balanced by growth in another,” she said. “Interest rates continue to impact private sector development, and navigating labor costs and the shortage of qualified employees are still challenges. But we are blessed to be in such a high-growth region, in a state that focuses on attracting business,” she said.

Inspiring the Next Generation
Janet doesn’t see herself breaking any glass ceilings as president of a construction company. Still, she is pleased by the number of women on the Davie team and actively encourages others to consider the industry as a career choice. “This is truly an equal opportunity profession with many areas to attract dedicated, hardworking young people. Open your mind to the possibilities,” she said.  Janet enjoys mentoring team members and, as the mother of two successful adult children, offers sage advice to those beginning their careers. “Life is a book, and each chapter of your life is a journey. There will be some happy times and sad times. You will learn a lot along the way that will shape you. Ultimately, you will find yourself where God knew you would be all along. Stop worrying and enjoy the ride.”

Away from the Office
When Janet isn’t working, she relaxes by playing pickleball, entertaining, and spending time with friends and family. She and her husband, Craig, have a real estate business, which is one of her passions. A proud Country Girl, Janet’s favorite musician is Eric Church.

The post The First 100+ Days appeared first on Davie Construction.

Our previous blog ended with the schematic design process, during which we spent about a month meeting with the doctor and architect weekly to complete a preliminary floor plan. The time and focus spent during this phase are crucial to ensuring our next steps are progressive, and we are ready to engage in intensive research to ensure the project’s success.

Our Due Diligence package is the next step in a carefully arranged system developed over decades of building clinics of all sizes for busy veterinarians nationwide. It is a proprietary system that has proven to streamline the building process each time and avoid any unforeseen schedule or budget challenges.

The Geotechnical Review involves testing four core samples of the building pad and two or three of the parking lot. We will perform a study of the seasonal high-water table. Our Phase 1 environmental study will ensure and may be followed by a Phase 2. Abatement follows, testing for asbestos and soil conditions. A survey finalizes the review as we mark boundaries, recording topography and elevations, setbacks, and easements.

The eight-week Architecture Review follows, with the first week focused on the Reflected Ceiling Plan integrating ceiling heights, types, and acoustic requirements. The second week brings the Electrical and Data Layout planning, which covers basic receptacle layout (outlets and switches), data layout, and diagnostic equipment placement like CT, MRI, or any other specialty equipment. Weeks three and four are dedicated to reviewing cabinetry and millwork, with the last three weeks used for creating door and finish schedules.

The structural review is scheduled for week three and addresses the designs of footing, steel infrastructure, trusses, and load calculations. During weeks three to eight, the Mechanical, Electrical, and Plumbing (MEP)systems are also analyzed. For Mechanical, this entails the supply and return layout, HVAC unit sizing, and specifications. The decision to install a split-unit or rooftop unit will involve referencing the local building codes to determine if an Energy Recovery Ventilator (ERV) is required.

The electrical part of the review includes a riser diagram, panel schedule, electrical plan, and lighting plan. Plumbing concerns include drainage isometrics, domestic water plan, plumbing schedule, and med-gas plan.

Week two also includes a comprehensive review of the building’s exterior areas, including erosion control, stormwater management, and plans for grading, utilities, landscaping, parking, and outdoor lighting.

As with any endeavor involving a significant financial investment, comprehensive due diligence also requires a time investment. Our eight-week intensive Due Diligence Package delivers an inestimable ROI.

You can contact me at:
Office Direct: (336) 940-6679
Mobile: (336) 466-8726
fchapman@davieconstruction.com

The post Veterinary Development 101: Specialized Due Diligence & Design Development appeared first on Davie Construction.

When you decide to make your dream of opening a practice a reality, we recommend contacting us immediately! Once you have selected the site, you might find it more logical to reach out to us as a general contractor specializing in Medical/Dental construction. But if there is one piece of advice I would give every aspiring owner, it is to include us at the beginning of your planning process. The insight we provide, based on decades of experience and a proven track record, will help you avoid bad decisions that could cost significant time and money.

Location, Location, Location
It’s easy to get seduced by a seemingly perfect location, but there are many variables to consider besides an emotional attraction. Of course, we listen when a doctor tells us where they want to establish their practice. However, we’ll research the area and provide our analysis of its viability and potential for success to support their decision or indicate a need for reconsideration.

We’ll assess the saturation level of the area as determined by the number of homes in a three-to-five-mile radius of the proposed location, the median household income within, the number of existing dental practices in the area, and the number of associates at those practices. The equation for a successful business requires 1200 – 1500 clients.

Infrastructure Requirements
Most lease spaces don’t meet the requirements of a veterinary practice or animal hospital without some upfit included in the start-up costs. These are some of the requirements we tend to look at on site:

·     Electrical capacity: a minimum of 200-amps to support Panoramic X-ray ( (which uses 40-60 amps), surgical lighting, and specialty lighting.
·     HVAC system: 250 square feet per ton is necessary,
·     Plumbing: chair delivery systems, air, vac, water, power, data.

Partner with a Realtor Who Specializes
As a GC specializing in medical construction, we can recommend buyer agents or realtors in your area with experience helping medical practices of all types identify the most appropriate facilities. Their job is to find the best price per foot based on the negotiated allowances you set for your project. Once the contract is signed, the next step is developing a schematic design.

The Schematic Design Process
We have a system for working with clients that focuses on sufficient planning time, collaborative coordination with other experts, and open communication regarding any areas of concern. We start by working with the doctor and architect on a floor plan that takes about three weeks to develop. Each week, we schedule an hour-long virtual meeting.

·     Week 1, we complete a planning matrix questionnaire.
·     Week 2, we review the matrix and create an initial floor plan.
·     Week 3, we make revisions and finalize the preliminary floor plan.

This manifestation of the ‘measure twice, cut once’ construction approach ensures we have had time to explore options, solve problems, and develop a comprehensive plan to guide our next steps.

The post Dental Development 101: Location, Partnership, & Schematic Design Process appeared first on Davie Construction.

When you decide to make your dream of opening a practice a reality, we recommend contacting us immediately! Once you have selected the site, you might find it more logical to reach out to us as a general contractor specializing in veterinary construction. But if there is one piece of advice I would give every aspiring owner, it is to include us at the beginning of your planning process. The insight we provide, based on decades of experience and a proven track record, will help you avoid bad decisions that could cost significant time and money.

Location, Location, Location
It’s easy to get seduced by a seemingly perfect location, but there are many variables to consider besides an emotional attraction. Of course, we listen when a doctor tells us where they want to establish their practice. However, we’ll research the area and provide our analysis of its viability and potential for success to support their decision or indicate a need for reconsideration.

We’ll assess the saturation level of the area as determined by the number of homes in a three-to-five-mile radius of the proposed location, the median household income within, the number of existing veterinary practices in the area, and the number of associates at those practices. The equation for a successful business requires 2,500 clients per doctor, with every additional associate requiring approximately 1,500 more clients or an average generated revenue of $500K.

Infrastructure Requirements
Most lease spaces don’t meet the requirements of a veterinary practice or animal hospital without some upfit included in the start-up costs. These are some of the requirements we tend to look at on site:

• Electrical capacity: a minimum of 300-amps to support an X-ray (which uses 125 amps), surgical lighting, and specialty lighting.
• HVAC system: 250 square feet per ton is necessary, and most municipalities require ERVs (Energy Recovery Ventilators) to be used.
• Plumbing: hair interceptors for the main septic lines and washing areas.

Partner with a Realtor Who Specializes
As a GC specializing in veterinary construction, we can recommend buyer agents or realtors in your area with experience helping medical practices of all types identify the most appropriate facilities. Their job is to find the best price per foot based on the negotiated allowances you set for your project. Once the contract is signed, the next step is developing a schematic design.

The Schematic Design Process
We have a system for working with clients that focuses on sufficient planning time, collaborative coordination with other experts, and open communication regarding any areas of concern. We start by working with the doctor and architect on a floor plan that takes about three weeks to develop. Each week, we schedule an hour-long virtual meeting.

• Week 1, we complete a planning matrix questionnaire.
• Week 2, we review the matrix and create an initial floor plan.
• Week 3, we make revisions to and finalize the preliminary floor plan.

This manifestation of the ‘measure twice, cut once’ construction approach ensures we have had time to explore options, solve problems, and develop a comprehensive plan to guide our next steps.

Are you ready to take the next step?

You can contact me at:

Office Direct: (336) 940-6679
Mobile: (336) 466-8726
fchapman@davieconstruction.com

The post Veterinary Development 101: Location, Infrastructure, Schematic Design appeared first on Davie Construction.

Carl Carney, President and Chief Executive Officer of Davie Construction Co., announced that he has stepped away from management’s day-to-day activities to focus on marketing, relationship building, and special projects. Former Chief Financial Officer Janet Sheppard was named President, and Controller John Fallaw is now CFO.

Carl, who will maintain the roles of CEO and Founder, said, “Since joining us in 1997, Janet’s extensive financial expertise and incomparable organizational management skills have directly influenced our increase in revenue from $1M to over $100M. As CFO, her commitment to placing our clients’ interests first has guided her work with our legal, accounting, banking, subcontractor, and developer partners. As President, she will assume the top management, long-term planning, and development responsibilities required to drive our growth across the Southeast.”

Carl plans to serve as an ambassador for Davie Construction, representing the company’s interests at sponsorship events, construction conventions, and market segment conferences. “I look forward to enriching relationships with our current clients and collaborating with our development team to build new relationships and affiliations. I will also be focusing on my current business ventures.”

According to Carl, Janet’s ascendance to the presidency is a strategic transition. “I am grateful that Janet has agreed to lead our company into the future, as our partnership created and drives our significant growth throughout the years. With every decision and policy, Janet has set the standard for our fundamental corporate values of Integrity, Vision, Technology, and Teamwork. Guided by her deep-seated Christian beliefs and steadfast moral compass, Janet is unswerving in her honesty, truthfulness, and professionalism. Her imagination and vision will continue to inspire our growth. Janet’s interest in technology and systems improvement ensures that we continue introducing tools and processes that will make us more efficient while enhancing the quality of our work and service to our clients. She is a world-class Construction Industry leader.”

A Winston-Salem native, Janet is a role model for professional and community involvement. Her participation in construction industry organizations includes serving as past President and board member for the Construction Financial Management Association (CFMA), a long-time member of the Associated General Contractors of America (AGC), and an active supporter of the Piedmont chapter of the National Association of Women in Construction (NAWIC). She was awarded her bachelor’s degree in accounting and business management by the North Carolina State University and has been a licensed CPA for over 30 years. Before joining Davie Construction, Janet was Chief Financial Officer for LeBauer HealthCare in Greensboro, NC, and Account Manager for Meadowbrook Healthcare.

Janet serves her community in many leadership roles, contributing her time and resources to guide multiple health care, church, and school activities. Davie Construction’s extensive philanthropic efforts are a direct result of her commitment to making our community a better place for all who live and work in Davie County and the Piedmont Triad.

Janet and her husband, Craig, a retired financial professional with the City of Winston-Salem, have two grown children, Caitlin and Caleb. They are members of the Olivet Moravian Church and enjoy traveling and visiting the beach in their leisure time.

Controller John Fallaw, promoted to Janet’s previous position of CFO, has worked closely with her for two years. He oversees Davie Construction’s accounting operations and helps manage the daily accounting functions, IT processes, budgeting, human resources, and communications between project manager teams and accounting. John earned his bachelor’s degrees in business administration and economics from Presbyterian College in Clinton, SC, and holds a Master of Accountancy from Clemson University. He is a Certified Public Accountant.

The post Davie Construction Co. Announces Management Team Reorganization appeared first on Davie Construction.

Throughout 2023, there were many moments when I was humbled by the thought of reaching our 30th Anniversary. This significant milestone was not a personal achievement but required the unwavering support of many dedicated individuals. We experienced that last three decades of success through the hard work and dedication of current and past team members, their families, and our subcontractors. I benefited from the wisdom of consistently engaged partners like our banker, attorney, and accountant. All helped build the reputation that has earned us the loyalty of our valued clients. All share our commitment to improving the lives of those we work with and for and the communities we live and play in.

The Moments Within the Milestone
I experienced a powerfully emotional moment last August when I looked into the crowd, preparing to welcome everyone to our 30th Anniversary Celebration at Davie County Community Park. I saw the faces of those who had been by my side throughout this journey. I felt gratitude and nostalgia as memories flashed before me. I recognized all our team members and their families, several representing more than one generation. They are the past, present, and future of our company. I also had a moment of sadness as I imagined the faces of those no longer with us, silently acknowledging them for their contributions and knowing we wouldn’t be here without them.

I was so pleased that our extended family traveled to celebrate with us, sharing funny stories with Teddy and our children about the challenges of the early days. Many evenings, we’d pack the kids in the van with a movie playing in the back to keep them busy while we checked on jobs after hours. They grew up with respect for hard work because it was expected of them as soon as they were old enough to lend a hand. My late parents were there in spirit as Teddy reminded me how proud they would have been of us reaching this milestone.

Learning the Hard Way
While we celebrated this milestone joyfully, it was also a time to reflect on the obstacles. Initially, times were hard. After several years in the field, I came into my leadership position before taking on the roles of estimator, project manager, and anything else that needed to be done. Our management system is a patchwork quilt taken from other organizations, selected, and adapted to create a culture customized to our mission and business philosophy. We tried to treat our subcontractors and suppliers like we would like to be treated. We made it a point to pay our subs/suppliers on time. I was responsible for not only our Davie Construction Family but the families of all our steady partners on the many jobs. There were serious challenges along the way. We experienced some painful lessons learned early on: “What doesn’t kill you makes you stronger.” I have been asked many times what it takes to make it to three decades in our business; my answer is simple: “Learn how to duck.” Early in my career, I took many direct punches, but over time, we learned how to avoid the sting of those punches. Eventually, you learn to duck and get out of the way. As difficult as those early days were, they provided an education that has proved to be invaluable.

Building a Winning Team
The construction industry has changed significantly over the past three decades. What was once a male-dominated community ruled by testosterone and rough attitudes has become kinder and gentler through the benefit of diversity. Construction professionals must be thoughtful and intentional in conducting themselves. It is a wonderful career path that provides extensive opportunities for those who prefer working outside to leather shoes on the carpet. There is such a sense of accomplishment in building something tangible and lasting that you can see, ouch, and experience others’ enjoyment in your hard work. We seek team members who share our principles and never compromise. As my father-in-law told me many years ago you build your reputation every day based on your integrity and your word. It’s never one instance, one job, one month, or one-quarter year; it’s a long-term body of work that has built the Davie Construction reputation, and our team must prioritize that approach.

I have always looked for competitive people who perhaps played team sports and have a passion for winning. Procrastination is unacceptable in this business. Our team members are proactive and take issues head-on. They must be coachable, accepting direction as opportunities to improve. Construction is a 24/7 business. We don’t watch the clock. The job ends once the punch list is complete. We can get a 98.5% on a project, but we’ll lose a customer during that close-out stage if we fail to finish strong. We are all judged on how we finish!

Maintaining Our Edge
In the early days, I consumed every management book and tape I could get my hands on. I still do, but now I’m listening to podcasts. Jack Welch, one of the most well-known and highly regarded national corporate leaders, was a profound influence. I follow his example of servant leadership, firmly based on ethical and caring behavior, prioritizing team members’ growth, well-being, and empowerment. My job is to create a culture that allows our employees to be successful while ensuring our customers get the best possible return on their investment in facilities.

We invest in our employees with continuing education, including participation in our industry’s most influential annual conference. We nurture promotion from within and offer many team-
building opportunities. We help create support systems so new hires can learn how to represent Davie Construction as relationship builders in professional social situations.

Caring for Our Community
We love our Triad community; we work here, and most of us also live here. We’ve been honored to complete many projects in the surrounding area. We’re committed to supporting our neighbors through the generous contribution of time, resources, and funding. This Christmas, we celebrated our fifth year of collecting Toys for Tots, and thanks to the initiative of one of our team members, we also hosted a gift drive for the Children’s Home. We sponsor activities supporting arts, sports, philanthropic, civic, school, and church organizations. We generate donations to a scholarship fund that honors my mother, a former schoolteacher in South Carolina. We founded the Davie Construction Scholarship Fund to provide financial aid to the children of team members whose applications present them as exceptional. Cassidy Nichols won this year, which was particularly meaningful as her father, Tony, a beloved team member, passed away shortly after she received the scholarship.

Cherishing Our Clients
During our early days, I was the hunter and gatherer for Davie Construction. We earned our reputation and our growing list of clients by the quality of our work and the reliability of our word. We always do our best. We “Hang the Light” to solve problems. We “Sharpen the Saw” to consistently improve our processes and decrease waste, specifically regarding our clients’ time and resources. We are always willing to find more and better ways to serve our clients. When they expand into new regions, so do we. Qualified as a General Contractor in 18 states, we make it convenient for clients across the Southeast to work with us. We have hired field superintendents who live in the remote regions we serve. Meeting our client’s needs has yielded a high percentage of repeat clients. There is no higher form of appreciation to us than to become the builder of choice for our regional clients.

I was adamant about building our reputation across many industries from the start. I knew over the years that economic trends would force the contraction of specific sectors. I wanted enough work to honor my commitment to my team and sustain manageable growth. As a result, we specialize in a wide range of areas, including health care (senior living, medical, dental, veterinary), financial services, multi-family, higher education, retail, and industrial. While consumer behavior and work habits have brought a decrease in retail and office buildings, we’re ready when they come back!

The Future’s So Bright
I look to the next thirty years with excitement and optimism. We won’t change our commitment to providing our clients with the highest level of service, exceeding their expectations, and earning their business for the next job and the next. We won’t change the type of people we select to join our team. We encourage honest, hardworking professionals who value their coworkers and uphold our reputation in every client engagement. We won’t change our commitment to our community, expanding our support to new areas where our contracts take us. We will continue to invest in technology, processes, and systems to benefit our clients and team.

We look forward to celebrating the next milestone that awaits us!

The post Looking Back and Forward After Thirty Years appeared first on Davie Construction.

In the Beginning
My career with Davie Construction Co. dates back as far as I can remember, helping out on weekends and school breaks, first as an enthusiastic kid and then promoted to Construction Laborer at 16 years old. I helped out sparingly during the summers while pursuing my Bachelor of Arts degree in Communication at Wake Forest University, where I had the honor of serving as Football Team Captain for two seasons and Running Back for four. A personal academic highlight while at Wake Forest was completing an intensive Business Management Program at Wake’s School of Business. After graduation, I enhanced my on-the-job training as a Field Coordinator with Rodgers Builders, Inc. in Charlotte. The experience gained from working with this first-class GC prepared me to rejoin Davie Construction as a Project Engineer in August 2021. I was immediately assigned to help finish an ongoing apartment complex project, then begin The Ammons at Asheville Highway multifamily housing project in Knoxville, TN. I moved to Tennessee two weeks after getting married.

Developing the Tennessee Team
Although it was difficult to temporarily leave my new bride in Advance, NC, this was the absolute best project for me to learn how to manage the construction of an 80-unit affordable housing community. I was paired to work under, and eventually alongside, Neil Pardue, a General Superintendent with three decades of experience and a known track record for successfully managing complex construction projects. Neil was already working on another job in Knoxville, so once I was settled in and managing The Ammons project, he bounced back and forth between the two sites, supporting me when the “training wheels” came off. Neil was, and continues to be, a key resource that has fostered my growth in the field.

One of the reasons this was such an excellent project for me is that I got to take part in the process of developing a reliable out-of-state team. This included finding and vetting many local subcontractors, as well as relying on known companies based in North Carolina who we trusted to effectively carry out their scope of work. Over the course of the last couple years, we have built a solid network of construction professionals whose values and work ethic align with our goal of being a trusted contractor in the Tennessee market.

This affordable housing project was partially funded by the City of Knoxville, state entities, and private investors. The regulations, permitting, and inspections processes were complicated, so it was vital that our administrative team correctly prepared all the required documentation and met strict timelines. They have plenty of experience in this area and knocked it out of the park. Onsite, we focused on developing positive relationships with the authority having officials and ensured that the inspections process went smoothly. This process can be difficult for out-of-towner’s, so doing things right the first time went a long way in quickly building their trust.

Creating a Home Away From Home
Upon learning that The Ammons project would take 15 to 18 months to finish, I realized finding a place to live and establishing a life in Knoxville would be necessary. Thankfully, my wife, Victoria, was willing to give up her position with the Wake Forest University Wellbeing Center to join me once we learned I would be having an extended stay in Knoxville. We found ourselves loving all that East Tennessee had to offer. Hiking trails, lakes, and great food stuck out as some of our favorite ways of making Tennessee home for a while. Another Project Superintendent’s wife eventually came to stay as well. The Davie Team spent time together exploring Tennessee and connecting with the local folks who partnered with us on the project. Knoxville is a football town with many activities that help cure any homesickness! Making Knoxville home has proven to be beneficial- We have been awarded additional projects by the same developer, as well as an upcoming project with new local developers.

Hanging the Light on Challenges
Every construction project, no matter how well-planned, will face issues that can impact it’s overall success. In this case, the plans called for demolition of a decrepit motel campus that had become an eyesore and magnet for unsavory activities. The local community was thankful when we demolished the four existing buildings. Still, when we found the asphalt was covered in 20+ year old cracks and water had seeped through to corrupt the soil below, we found ourselves with unanticipated extra steps of site remediation. Two feet of unusable soil was hauled out across the entire site, clean soil was brought in to fill, and we had to regrade the whole property before starting the process of our new construction build.

This time-consuming situation required immediate input from our management team to brainstorm for the most efficient and cost-effective way to go about remediation of the soil. When faced with costly issues that impact a project’s duration or budget, we address them as a team by shining a spotlight on the issue. We call the process of illuminating obstacles to management our “Hang-a-Light” procedure. This is an expedited approach in which the field staff reports an impactful concern to the project manager, who quickly updates the upper management team, including Carl, so that they can leverage their years of experience and arrive at the best solution. Solid communication practices are critical in keeping a project on schedule and within budget, whether down the street or across state lines.

A Job Well Done
We received much positive feedback from the developer who had the vision to provide this affordable housing to the community. We also received praise for a job well done by community officials for The Ammons project. Mayor Indya Kincannon, Knoxville’s Community Development Corporation, and Tennessee Housing Development Agency were visitors to the site and participated in the ribbon cutting at the opening of the apartment complex.

Asheville Highway is a major route in Knoxville, and since we now have two more projects in the city, I get to drive by The Ammons Apartments frequently. Seeing the parking lot full with tenants, the active playground and sidewalks, and knowing Davie Construction was able to help create a housing opportunity for those needing an upward boost is personally and professionally very fulfilling.

Expanding Our Horizons
Davie Construction Co. is a licensed General Contractor in North Carolina, South Carolina, Virginia, West Virginia, Georgia, Tennessee, Florida, and Alabama. We are qualified for licensing in 16 states. With each out-of-state project we complete, we expand our footprint and build our reputation for integrity and excellence.

The post Building New Foundations Across the Southeast appeared first on Davie Construction.

Mastering the Art and Science of Construction Estimating
My fifteen years of managing the estimating of projects at Davie Construction has convinced me that those who succeed in this position must approach it as both an art and a science. As a science, we need valid numbers to develop an estimate, and precise scheduling supports accuracy. Conversely, there is art in understanding the owners’ objectives and finding innovative ways to achieve them. Luckily, my early career’s twists and turns positioned me well for balancing both disciplines.

Preparing for This Profession
I didn’t plan to use my bachelor’s degree in mathematics as a prerequisite for a job as an estimator. Out of college, I became a high school math teacher and sports coach, which honed my leadership skills. I soon switched careers, doing actuarial work on pensions plans. Estimating life expectancies and the time value of money differs from determining a construction budget, but the computer and spreadsheet-building skills were highly beneficial.

My final career twist as a residential home builder gave me specific experience in construction that rounded out my knowledge base in this industry. When things got tough, and the bottom fell out of residential construction, I was grateful to start my final career. I was honored to be brought into construction estimating by Alan Snipes, the Chief Estimator at Davie Construction Co., and the best teacher I could have ever wished for.

A Painstaking Process
Construction estimating tools may have changed over the years, but the process remains consistent from my first day on the job. The owner, with their architect, present us with plans for the new building. Given our thirty plus years in business and the respect we give our colleagues, we have a strong network of subcontractors and vendors to whom we reach out. We invite them to share their bids and knowledge and we combine that with ours to create the best estimate possible.

Our varied experience, having jobs in many types of construction gives us the historical knowledge needed to include the details vital to building an accurate estimate. Variables include job duration, labor, equipment, owner requirements, and the profit we anticipate. Once we prepare our final estimate, we will go through the estimate with the owners, giving them the chance to make that estimate meet the budget. If adjustments are needed to match the client’s proforma, we will suggest changes that reflect our expertise in value engineering. Once the contract is signed, the job begins.

Digging Deep into the Details
Once you have experience as an estimator, filling in the costs of materials, equipment, and labor is relatively simple. However, the sequencing of the job, the art of putting it all together, is more abstract. For example, have we factored in the reality that we must convey heavy materials to the fifth floor of a building? How is this managed with minimal noise and distraction while working around the people doing business on the other floors? Those kinds of additional concerns might not appear on a plan but must be addressed as part of the estimate.

Keeping Time on Our Side
Time is our most crucial variable. All subcontractors are busy since the economic downturn from 2008 to 2012 forced many out of construction. We must have strong relationships and we must also take time to create interest in our jobs with them. When they are interested in the project and see how succeeding will benefit them and Davie, they are genuinely happy to be part of our team. That’s why we have always treated our subcontractors and vendors by the Golden Rule. Our jobs are well run, we seek their input on our schedules, and we try to pay them promptly. Our efficiency helps them stay profitable and ready for the next job.

We defend our budgets by getting the job done as planned through the daily efforts of the project managers and supervisors. The biggest challenges are avoiding extending duration and scope gaps. Every job step must seamlessly move into the next, with the different craftspeople completing their tasks as scheduled. If we expect the HVAC team at a particular time, and the job isn’t ready for them, that delay will impact our budget.

A Trusted Team
One of the biggest misconceptions in the business world is that General Contractors make tons of money. Savvy owners don’t accept that, and we wouldn’t be competitive if we were factoring in a hefty profit. The owners’ wants and needs control the project’s price, and no one ever said, “Wow, I thought the estimate would be more!” We rely on a dedicated and experienced team to ensure that our initial estimate is sound and accurate. It starts with Brad (Executive VP of Preconstruction) and me meeting to establish the magnitude of the project budget. Dalton Chapman works with me to coordinate communications with the project managers who work directly with the subcontractors. Nina (Preconstruction Administrative) handles our bid bonds, notarization, and all vital paperwork to keep us all in line. Everybody has a critical role and working together to support each other, and our owner’s goals, ensures successful completion.

Doing What I Love
I love my job! I am very competitive and take great pleasure in winning jobs with our meticulous estimates and finishing by successfully defending that estimate. Our ongoing ability to do this allows the members of the Davie team to be busy and enjoy their jobs in the years to come, which is personally fulfilling. I credit Alan Snipes for teaching me, “If I help others move up and onward, we will all benefit.” Alan continues to influence all of us who remember his legacy, and his wisdom and philosophy are still integral to our family-focused culture.

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