Jeff Byrne
39, Senior Superintendent
I have a construction
Bear, Ore.
Jeff Byrne has been successful in building, approaching every day work with enthusiasm, adopting challenges and focusing on problem solving.
“You can have a great feeling of performing away from work at the end of the day, leaving -different from how you found it when you appeared in the morning,” he says.
Byrne admits this mentality as a surprise, as he admits Byrne, as he did not really understand the wonders of the construction industry when he was at school. It was not until his second practice with Je Dunn Construction Group when he realized that he had found his call and signed with the firm after his graduation.
“I have always said that construction construction projects are like creating a gigantic puzzle,” says Byrne. “This is what differentiated me has been my ability to solve problems.”
For the last decade, Byrne has obtained five promotions and has become one of the few dozens of Senior Superintendents in Je Dunn Construction. He has worked on projects in almost all markets, from the government to health care and advanced manufacturing.
He has helped to lead the work in the historic building of Capitol State Kansas, in multiple vertical hospital expansions occupied and at a high clean room link for an automatic system of handling material manipulation in a semiconductor manufacturers facility.
For Byrne, a key to its success is that it came to the construction of a different discipline. He says he needed to keep up to date with the construction learning curve from a liability to an asset that sets it apart.
“I always thought I had something to prove, and I only tried to work my ass as much as I could,” he says.
In addition to his work ethics, BYRNE tries to provide “good ideas, good solutions and a creative type of problem solving constantly.”
As a senior superintendent, Byrne champion a culture of the respectful place and promotes open communication. He says he understands why there is a temptation as a leader to use anger or intensity to solve problems, but he is also aware of limitations. Instead, he tries to foster an environment of respect.
“I prefer to connect with people. Try to understand where they come from and try to express them that I want them to be successful,” he said. “There are certain things we have to do, but I’m by your side.”
Or, to say, in more practical terms: “If you make money, I make money.”
His success in improving efficiency and communication with this approach led him to create a graphic calendar that would formalize the process. Each trade is assigned a color and these colored blocks are overlapping with time kites through an place to provide an easy -to -read visual visual that commercial partners can instantly understand a traditional P6 calendar.
“I can communicate the same message to all these people [on the project]”, He says of the method.” But if there is someone who has fought with this communication with the crews. I want to be able to prevent this. “
