Transforming Construction Management through Tech Innovation

Julia Salgueiro is a seasoned professional with a Masters degree in Civil Engineering, leveraging over sixteen years of project management expertise, 7 at Granite Construction and 9 with Preston Pipelines. Transitioning from direct project management while with Preston Pipelines, Julia has exceled in standardizing and systematizing project management operations, employing their skills to integrate technology and bridge communication gaps. With a commitment to accountability and operational efficiency, Julia's leadership has earned increased support from upper management, driving success across diverse aspects of the construction industry.

In an interview with Construction Tech Review, Julia Salgueiro shares her insights on the dynamic intersection of technology and construction.

Can you share your professional journey and leadership experience that led you to your current roles and responsibilities at Preston Companies?

I graduated with a mathematics degree from Lipscomb University and initially planned to pursue a post-baccalaureate in civil engineering in California. However, my career trajectory took an unexpected turn when a foreman at Granite Construction suggested interning with them. After a fulfilling summer internship as a project engineer, I chose to opt for a full-time position.

Over seven years at Granite Construction, my responsibilities as a project engineer grew, fostering my passion for project management and construction operations.  I pursued my Master’s degree in Civil Engineering with an emphasis in Construction Management 2011-13 from Norwich University; I had no idea at the time how much that would serve me in my current role. Joining Preston Pipelines, I played a key role in a significant Cupertino campus project, gaining valuable experience in underground pipe installation and expanding my knowledge of heavy civil underground utilities and BIM.

Transitioning to a leadership role at Preston in 2017, I focused on standardizing, systematizing, and training project managers for enhanced financial management. My role evolved to encompass various aspects of the business, from field operations to collaborating with the accounting team on project financials.

As the role I played continued to develop, I discovered that I have a talent for providing translation services between departments, leveraging construction management, safety, accounting, estimating and fleet management principles learned at Granite and with Norwich. This involves facilitating communication and process improvement company-wide.

What do you perceive as some of the major challenges in the current building information management (BIM) space?

Our primary challenges stem from expectations, not only between specialty subcontractors and general contractors but also internally within our organization.

Traditionally, BIM collaboration was confined to the building domain. However, over the past decade, particularly since the 2013 project, adapting BIM practices from vertical construction to civil work has proven to be a considerable challenge. Crucially, there is a need to educate clients about the importance of incorporating and honoring BIM for the civil site works scope.

The central issue lies in translation, where a general contractor (GC) might interpret heavy civil scope and construction differently, or how a BIM engineer might not grasp the constructability or sequence without the input of a field superintendent. It is crucial to prioritize the establishment of clear expectations for project superintendent and management participation in the BIM process to have success with BIM application.

Could you delve into some technology initiative you have engaged in, emphasizing the primary challenges, strategies implemented, and the ultimate outcome?

I have not formally initiated a project as of yet, but in the course of my journey I have identified what I consider a large-scale concern that impacts not just the Construction Industry, but has a [possibly] unintended consequence to hurt our economy. This is in part due to the rapid pace of technological innovation, but primarily due to the business of technology.  It has come to my attention that the absence of governance in the construction tech landscape is driving up the cost for construction and inefficiencies. I want to advocate for legislation to eliminate the added cost and loss of efficiency that construction technology has introduced, and safeguard all contractors and owners, who willingly embrace technology for operational advantages.

The existing lack of truth in ROI figures from tech companies necessitates legislation enforcing a standardized language for software integration between solutions. This aims to prevent efficiency losses and elevated construction costs incurred when contractors adhere to disparate systems mandated by clients. Implementing support for an API in systems can facilitate seamless sharing among contractors, promoting a more efficient construction environment. 

This will drive tech companies to compete to be the best solution, continue to push for improvements not sales, and actually save companies’ and project owners’ time and money.

How do you envision the future of the construction industry in a few years?

Construction project management at its core has very consistently executed workflows and processes no matter which company you are with. While terminology might differ, such as “change estimates” versus “potential change orders,” the same process has been established.

We are as effective at collaboration between stakeholders as we can be with the current environment.  To improve from where we are now requires the appropriate participation of legislation. I want to see a world where construction projects are executed with each stakeholder is using the software solution that is best for them, and all of the information is seamlessly shared; look at how Healthcare has integrated a system agnostic of provider. 

Mandating tech company integration has the potential to reduce construction costs and time for all, and foster notable advancements in construction technology development.

Do you have any words of advice for your fellow peers?

Even if you're an excellent project manager, advising another project manager on how to run their projects can [and probably will] be met with resistance. I recommend focusing on obtaining buy-in from others, whether in implementing a new process or integrating new technologies.

Getting skeptics involved early and learn what works for them is often the most effective way to encourage company-wide adoption. We involve mixed groups in discussions to establish standardized process and improvement initiative. With the gained buy-in, implementation becomes more effective, positively influencing the entire company for the desired change.