My Leadership & Cultural Fit

At ICI Millwork, I contributed to transforming production by implementing lean systems, which helped increase on-time completion and substantially cut production time. Working hard is about commitment, but working smart is about creating better systems. When I joined ICI, the team was working hard and was energized by a new challenge. By analyzing the entire workflow, I pinpointed opportunities and implemented new lean processes. This improved our speed, reduced rework, and boosted morale, allowing the team's hard work to pay off even more.

My career in high-end custom construction has focused on building lasting value. I've been involved with multimillion-dollar projects where world-class craftsmanship was the baseline requirement. This value is also about people. The job description mentions building the team for the future. As a leader of large-scale teams, I believe lasting value comes from investing in people. It means fostering a culture of accountability and pride in workmanship where team members are developed, empowered, and feel a sense of ownership over the quality they produce. That culture is the lasting value I aim to build.

At Delkus, I pursued a better path for material costs. I contributed to re-engineering our procurement strategy, building new relationships with multiple suppliers to secure significant cost savings for the project. Innovation in operations is often about creative problem-solving. By collaborating with suppliers and architects, we found new efficiencies. This work smart approach accelerated the entire project timeline. I see innovation as finding a better, more efficient way to get a high-quality result.

Leading large-scale teams on complex projects requires building a positive, engaged, and enjoyable work environment. That's a people-first leadership approach. For me, fun on a job site comes from a culture of pride in workmanship. It's the positive energy from a team that trusts each other, collaborates effectively, and can celebrate a high-quality job done right. I'm a hands-on leader, and I make it a point to publicly recognize great work, which builds morale and makes the team proud to be there.

I was the primary liaison for high-profile clients on large-budget projects. This requires a focus on the customer journey and supporting their needs with empathy and professionalism. Caring has two parts: customer and team. For customers, it means coordinating the full customer journey and ensuring transparent reporting, so they feel heard and respected. For the team, it means people development. The job description's call to take pride in developing talent aligns with my leadership style. I care about the long-term success of my team members, and I actively coach them to grow.

I have served as a trusted advisor to elite clientele and reported directly to the company owner at Delkus. This trust is earned through integrity. Integrity is ownership. It's ensuring full compliance with regulatory and safety standards, especially when it requires extra commitment. It's providing transparent reporting to clients and leadership, even when sharing complex information. When coordinating a complex budget, integrity is the only way to operate. It’s the foundation of the culture of accountability I aim to build.