Christopher Hoffman: Driving growth through lean, people-centered delivery

His leadership in leading healthcare programs, including Children’s Hospital Richmond at Virginia Commonwealth University and Baystate Medical Center, demonstrates his ability to deliver complex work with precision and innovation. A board member of the ACE Mentor Program of Greater Washington, he champions mentoring and community service, reflecting a people-centered leadership style that shapes DPR’s culture as much as project outcomes.

How did you get into the industry?

As a sophomore at Brown University, I realized that I was drawn to both the science behind buildings and the craftsmanship required to bring them to life. Growing up in a family connected to steel and specialty metals, I developed an early respect for the crafts and skilled hands that physically shape our built environment.

I went into civil and structural engineering because I wanted to deeply understand how forces move through a structure, how materials behave, and how design decisions translate into performance. But I was equally fascinated by the construction itself. For me, construction is where engineering theory meets reality. I wanted to understand not just how a building was designed, but how that design survives real-world constraints such as site conditions, budgets, schedules, and the human complexity of bringing dozens of disciplines together.

In 2008, I interned at DPR Construction in Washington, DC as a rising senior. This experience showed me how deeply technical and collaborative construction could be, from pre-construction strategy to field execution and craft experience. Since then, I have been with DPR in the same office, moving from intern to business unit leader.

What is a challenge you have overcome in your career? How did you overcome it?

Challenges in construction are constant, what defines you is how you respond. Two moments stand out in my career: providing certainty during the volatility of a global pandemic and leading our business through a temporary recession.

While leading our Northeast preconstruction team from 2017 to 2022, we were finalizing the maximum guaranteed price for VCU Health’s Children’s Hospital of Richmond at VCU, just as COVID disrupted global supply chains. Over the course of months, we saw material shortages, labor constraints, extreme weather events and international instability lead to unprecedented cost escalation. Our responsibility was not just to produce a number, but to give the owner confidence to move forward with a much-needed children’s hospital for the Richmond community. We relied heavily on data, early commercial engagement, scenario modeling and disciplined target value design. Despite seven months of market disruption between early planning and GMP delivery, the final estimate came in at 1% of the cost of the completed project. This experience reinforced for me that transparency, rigor and collaboration can bring predictability even in uncertain conditions.

In 2023, my first full year as a business unit leader, our DC/Baltimore offices faced a 16% revenue shortfall due to project delays. We had a strong backlog for the following year, but the immediate slowdown tested morale. As an independent contractor, our people are our greatest asset. Instead of reacting defensively, we doubled down on communication, training and preparation for the next growth cycle. Our attrition remained well below the industry average and we maintained our team through a record 2024 and 2025, surpassing $1 billion in revenue. For me, leadership in difficult times is about protecting people, maintaining trust and building long-term resilience.

What is your favorite project and what challenges have you overcome?

Arizona State University Barrett Foundation and O’Connor Center
1800 I Street NW in Washington, DC.

The project was a complex historic renovation that combines conservation with modern functionality in one of the city’s most dynamic urban cores. The project involved demolishing and completely rebuilding the interior structure of a century-old building, while preserving its historic three existing exterior facades, a technically complex task that required deep coordination between the design, engineering and construction teams. The team had to support adjacent structures, excavate for a new basement level, install micropiles and construct a new concrete frame connected to the existing facade, all while managing extremely tight logistics in a site constrained by high pedestrian activity, White House security zones and limited space.

One of the biggest surprises we faced was the discovery of undocumented conditions in the facade and underground while it was already being excavated. To avoid delays, we worked collaboratively with the engineers and design team to engage a structural façade consultant mid-stream and refine our shoring and monitoring strategy, ensuring stability and continuity without impacting adjacent properties. Our approach was based on advanced shock detection modeling, laser scanning of the outer shell, robust vibration monitoring, and a 4D phase plane to handle sequencing and programming precisely.

The result is a revitalized eight-story building that preserves historic character while providing modern office, classroom and conference spaces for ASU’s academic and institutional mission. It is a testament to what can be achieved when engineering discipline, construction innovation and collaborative problem solving converge, and remains a significant example of how thoughtful design and execution can honor history while meeting contemporary needs. https://www.dpr.com/projects/asu-foundation-barrett-and-oconnor-center

How do you balance work and family life?

I’ve known my wife, Anna, for over 25 years, and worked alongside my business unit colleague (and DPR partner), Adrienne Rosenbaum, for over 15. These long-term relationships have shaped the way I think about balance. It is based on trust, responsibility and shared values ​​both at home and at work.

Family life is very important to me. Growing up, my parents never missed a sporting event, they always prioritized education, and we had dinner together almost every night. Anna and I have tried to create that same foundation for our family. Most nights, we sit with our kids and talk through our “rose, thorn and bud,” the highlight of the day, a challenge, and something to look forward to. This rhythm keeps us connected and grounded, and it’s something we’re not willing to sacrifice.

At the same time, construction leadership is demanding. There are early mornings, evenings and times that require flexibility. Adrienne and I support and hold each other accountable, making sure that when one of us needs to prioritize family, the other steps in. It also challenges me to focus my time where I create the most impactful driving strategy, supporting our teams and maintaining clarity in decision-making. For me, balance isn’t about fewer hours; it’s about intentionality, being fully present wherever you are, and building systems at work that enable our people to do the same.

What is your career advice for other young professionals in the industry?

If you want to grow in this industry, say yes, especially early in your career. Say yes to the stretch task, the unknown scope, or the project that feels out of your comfort zone. Construction is based on experience, and the fastest way to develop is to take responsibility, learn from the field, and be exposed to different parts of the business. Many of my biggest growth moments came from stepping into roles before I felt fully ready.

Just as important is being curious and humble. I have learned as much from mentors and business partners as from formal training. Growth comes from observing, asking questions, reflecting on mistakes, and continually improving. Respect the science behind what we build, but also respect the craft – the best builders never stop learning from the people around them.