Employee Spotlight – Jonathan Heisey, Safety Engineer

 

Meet our newest Safety Engineer, Jonathan Heisey! Jonathan grew up in Elizabethtown, PA and is a recent graduate of Millersville University. In his free time, Jonathan enjoys saltwater and ice fishing and hunting deer and waterfowl. Recently completing our internship program at Warfel, Jonathan shares his experience as an intern followed by accepting a full-time position as a Safety Engineer:

Q: What inspired you to pursue your career?

A: After working with a few construction contractors throughout high school and college as a Carpenter, I realized the importance of safety in the construction industry. I have family friends who went to Millersville for the same degree I have, and their feedback and experiences helped steer me in this direction. After a few internships, I knew I made the right choice.

Q: What skills did you learn during your internship that helped prepare you for your current position?

A: I think the internship experience helped me learn the things you do not learn in the classroom. There are always different scenarios that will come up when you are on a job site. I am still learning, but I gained a lot of experience in how to deal with a variety of situations. The different skills I learned include communication, working with a variety of people, organization, and how to effectively utilize our software programs.

Q: What is your proudest professional achievement or success story so far?

A: One time, I walked up to an unsafe situation on a job site. I talked through the situation with the employees and was able to come up with a safe solution for them to continue working. Afterward, one of the employees came up to me and expressed how grateful they were that the situation was fixed. They said they felt unsafe but did not know how to correct the situation. This made me proud that I could make a difference.

Q: What is your dream project?

A: I enjoy big projects and learning new things, so my dream project would be to work on a large project that has multiple things going on like large scaffold setups, big excavations, and cranes.

Q: Do you have a career goal you would like to accomplish in the next two years? The next five years?

A: Now that I have graduated, I recently received my GSP certification. Within the next two years, I would like to get my CHST certification. In the next 5 years, I would like to get my CSP certification.

Q: Share a piece of advice for other students considering the construction industry as a career path.

A: Have an open mind and soak up as much information as possible. Ignore the stereotypes because they are not true. There are a lot of knowledgeable/skilled people in the industry. It may be intimidating at first with a lot of new construction vocabulary you do not understand but do not be afraid to ask questions.

Q: If you could have any superpower for a day, what would it be and why?

A: I would have to say the ability to fly. It would be cool to fly around PA and visit job sites instead of driving.

 

 

Learn more about our internship opportunities at Warfel Construction: https://www.warfelcc.com/intern-program/

Warfel Ranks on BD+C 2023 Giants 400 List

Building Design+Construction’s Giants 400 Report ranks the largest architecture, engineering, and construction firms in the U.S. This year a record 552 AEC firms submitted data for BD+C’s 2023 Giants 400 Report. The final report includes 137 rankings across 25 building sectors and specialty categories.

Warfel Construction is proud to be recognized in the Building Design+Construction 2023 Giants 400 list in the following categories:

#10: Top 60 Senior Living Facility Construction Firms for 2023

#46: Top 100 University Building Construction Firms for 2023

#61: Top 90 Hospital Facility Construction Firms for 2023

#70: Top 115 Healthcare Construction Firms for 2023

#76: Top 100 Industrial Construction Firms for 2023

#88: Top 100 Construction Management Firms for 2023

#92: Top 140 Reconstruction Companies for 2023

#95: Top 100 Apartment + Condominium Firms for 2023

#115: Top 150 Contractors for 2023

Warfel’s diverse expertise creates opportunities in a wide range of industry sectors such as healthcare, commercial construction, education, entertainment and hospitality, historic renovations, and senior care. We would like to thank our Clients For Life for placing their trust in us and our dedicated employees who continue to be the driving force behind our success!

View full rankings here: BD+C 2023 Giants 400 Report

Learn more about Warfel Construction.

 

 

Keys to Success in the Healthcare Construction Industry

A Client for Life recently asked us what advice we would give those interested in entering a career in healthcare construction. Knowledge and experience gained in framing and carpentry, concrete and excavation, steel erection, mechanical and electrical systems installation, project management and delivery, pre-con, estimating, etc., will directly apply to healthcare construction. The skills learned over time shape the growth of the construction professional, regardless of the type of project. There are a few things, however, that are unique to healthcare that our expert builders and project managers must apply to their experience and knowledge base when building healthcare projects.

 

 

Patient Safety and the Immuno-comprised

Nothing is more critical than protecting and providing for the safety and welfare of the public. Whether in an acute care setting inside a hospital, a medical office building, or an ambulatory surgery, imaging, or infusion and treatment facility, we work daily beside an immuno-compromised population.

It is essential to understand that the very nature of treatment for many patients fighting cancer, multiple sclerosis (MS), and auto-immune diseases renders their immune systems ineffective at fighting nosocomial (hospital-acquired) infections from simple exogenous threats such as dormant mold spores resting on the top of ceiling tiles, airborne bacteria or surfaces laden with potential organic contaminants that would otherwise be harmless to healthy individuals. Premature infants in the neonatal intensive care unit (NICU) fight for their lives while struggling to breathe room air that must be filtered and free from airborne contaminants stirred and scattered by nearby construction activity. Construction professionals working in the healthcare environment should remember that the second most significant health risk to patients undergoing surgery is fighting a new infection they acquired while in the operating room.

An effective patient safety plan for successful healthcare projects begins with the education and awareness of each person on the job, regardless of their role or experience level.

 

 

Effective Communication and Self-Awareness

Construction professionals working in the healthcare construction arena will frequently find themselves in contact with various people on active healthcare job sites who may not be present on other projects. Some of these include full-time project management representatives employed by our Clients for Life, third-party owners’ construction representatives, life safety inspectors from the State Department of Health, reviewers from the Joint Commission for the Accreditation of Hospitals, medical imaging equipment vendors and installers, and, on occasion, hospital executives on a periodic walkthrough to observe construction progress.

Entry-level employees, such as field engineers and project engineers with just a few years of experience, will participate in frequent client interaction during healthcare construction projects. Healthcare renovation projects require effective constant communication with the clinical professionals affected by the scope of work, such as a lead clinical physician or nurse practitioner, nurse manager, patient floor unit clerk, environmental services manager, hospital patients, and their families.

Effective communication with these healthcare and facility services professionals requires self-awareness, empathy, maturity, and a thorough understanding of the program, use, and patient care scenarios surrounding the renovation project area.

Regardless of the role performed by our construction professionals and expert builders, we must consider how our words, actions, and the choices we make while on the job will affect and be interpreted by those around us in this sensitive environment.

When construction professionals maintain a safe and clean job site, focus on patient safety and awareness, and communicate effectively, they build strong relationships, mutual respect, loyalty, and environments for effective clinical care that improve the quality of life for patients and their families for generations to come.

 

 

Robert J. Allen, PE, CHC

Director of Healthcare Construction

Warfel Client Stories — Masonic Villages & Clients For Life

Adrienne Staudenmayer, Chief Operating Officer for Masonic Villages of The Grand Lodge Of Pennsylvania, talks about her experiences working with Warfel Construction and what Clients For Life means to her. Learn more about our work on retirement living campuses.

Building During a Recession: Laying the Foundation

Whether a recession is here or will begin in the coming months, the difference between a successful project and a money pit during unsteady economic times is preparation. It is important to implement best cost practices early on to reduce the risk of unexpected price hikes and material delays throughout the lifetime of a project.

Financial Flexibility is Key

As the economy dips, financial flexibility becomes paramount when approaching construction. Understanding all aspects and cost drivers involved with a project not only saves money but ensures that the possibility of even constructing a building within budget becomes a reality.

Part of this flexibility comes from developing a thorough value management log alongside the initial project budget. This log is designed to be used as necessary throughout the preconstruction process to ensure that the client’s budgeting needs are met. The specifics of this log will vary depending on size, scope, and complexity, creating a customized cost management system for each project.

In the current market, a desire for future flex space can come at the expense of the building itself. For this reason, the earliest conversations need to be about the why – why do you need this building? What purpose does it have to serve to meet your requirements? Breaking the desired structure down into its essential components will help identify a concrete core cost, with wishlist items added as the budget allows.

Empowering Decision Makers

While the supply chain stress is easing, the reduction in lead times due to the recession does not bring scheduling back to what it had been pre-pandemic. This reduction should not encourage a slow-down in decision making, as there are still several elements, such as chip issues, that can significantly delay a project. Decision-makers need to be empowered early on – quick, precise decisions are key to avoiding cost escalation and significant material delays.

Furthermore, questioning schedules should always be a key component of the contractor selection process, but it is even more pertinent with the current economic climate. The most appealing schedule is not necessarily the one that most accurately reflects the timetable of a project.

Moving Forward

While there is no one-size-fits-all answer to satisfy every situation when it comes to construction during a recession, the implementation of these best practices are sure to lay a firm foundation for your project.

 

Have questions about your upcoming project? Contact us at info@warfelcc.com.

Key Principles for Behavioral Health Projects

Since the onset of the pandemic, the need for behavioral and mental health treatment has skyrocketed nationwide. In fact, the value of the behavioral health industry is expected to increase by nearly $22 billion by 2028. To meet this ever-growing need, healthcare institutions are pushing to provide additional patient space and better access with both renovations and new construction.

With unprecedented material cost escalation, behavioral healthcare providers are challenged to find balance between meeting a construction budget and meeting the specialized needs of their prospective patients. Additionally, the unstable supply chain presents hurdles to maintaining a project schedule while speed to market remains a primary goal for those providers bringing new facilities online.

While there may not be a step-by-step guide for tackling the myriad of complexities that come with building behavioral health projects in this current environment, there are some key principles that should always remain at the forefront to mitigate risk, manage expectations, and keep a project moving forward successfully.

The Client Focus

The healthcare mindset is unilaterally patient-focused, so a contractor’s must be as well. A hospital is never truly closed, and behavioral health facilities bring the additional challenge of having patients who require unique considerations. No two patients have the exact same challenges or treatment plan, so it is extremely important to closely coordinate with hospital staff to perform a safety risk assessment. Part of this assessment is an evaluation of potential hazards associated with working in behavioral health patient spaces, as well as a review of how patients will be managed during the construction period.

Gaining an understanding of daily routines and protocols allows a construction team to integrate their work into a hospital’s operations, as opposed to disrupting them. Every delivery, utility shutdown, mitigation effort, and scheduling decision must be made with input from the client to ensure the wellbeing of patients. To coordinate these efforts effectively, it is not only important to understand what the client needs and wants, but why.

The Importance of Pre-Planning

Pre-planning should always be at the forefront of a preconstruction team’s mind, regardless of the type of project. However, healthcare construction has a variety of additional variables that need to be addressed during the pre-planning stage. Performing a comprehensive safety risk assessment, as described by The Facility Guidelines Institute, is a crucial part of the preconstruction process to ensure that a safe environment is created for all patients, staff, visitors, and contractors throughout the duration of the project. This allows the staff and construction team to develop strategies and establish protocols to protect all individuals throughout each phase of the project.

In addition to the physical risks that may be encountered within an operational behavioral health facility, a construction team must be aware of schedule risks associated with specialty products, such as ligature-resistant hardware, tamper-proof fixtures, and more, that are designed into these spaces and the potential long lead times for such products. With speed to market as a common goal, early procurement of materials has become the norm to meet aggressive schedules, especially when dealing with the supply chain issues seen in today’s market. It is imperative that design elements are clearly specified and coordinated during the preconstruction phase to allow for early acquisition of the appropriate materials and equipment and avoid potential delays in the execution of the work.

Collaboration, Collaboration, Collaboration

Open communication among team members is a key to success for any construction project, but within a behavioral healthcare environment, the necessity only increases. During the preconstruction and planning stages, timely sharing of information between all team members fosters efficiency in the design process and accuracy in construction budgeting. As technology in healthcare equipment is constantly advancing, it is critical for all parties to be working with the latest and greatest information to properly design and plan for required supporting infrastructure.

When work begins on site, the need for collaboration with hospital staff only increases as conditions are always subject to change. Contractors and staff must be coordinated on communication plans for emergency situations that may arise, and the construction team must keep the hospital team apprised of any and all changes that may be necessary as work progresses. No project can be successfully completed on budget and on schedule without collaborative buy-in from all parties.

There is no “one-size-fits-all” solution to achieving successful behavioral health projects, but by focusing on these key items, the project team will be well prepared to swiftly and effectively navigate through any complications that may arise. Collaboration, pre-planning, and a client-centered mindset are the backbone of everything we do here at Warfel Construction Company, and they are the backbone of any successful behavioral health project.

Pursuing Sustainability in a Challenging Market

Despite the uniquely challenging nature of the construction industry, the team at Warfel Construction has been energized by the opportunity to collaborate creatively in today’s environment. We have been in regular conversation with clients and industry partners about emerging trends in sustainable investments, business practices, energy procurement, and development opportunities.

Bottom line, markets are waking up to the reality that investment in sustainability pays dividends – literally. A reflective study on 2020 mutual fund and ETFs by Morgan Stanley’s Institute for Sustainable Investing showed that mutual funds which focus on environment, social, and governance factors yielded, on average, 4.3% greater returns than more traditional peer funds.

Our clients are seeing these trends and acknowledging that investment in sustainability could have myriad benefits for the development of their organizations. However, the regular refrain to follow is, given the current market, how can we afford this?

At Warfel, we remain committed to serving the needs of our Clients for Life, no matter the industry issues, so here are some hopeful thoughts on how to pursue sustainability in a challenging market:

Start at the beginning. If sustainability is a priority, begin your project or initiative with a discussion of desired sustainable outcomes with professionals that are enthusiastic about realizing sustainable outcomes. Use the priorities established in this discussion as a benchmark for other project decisions. Clear priorities lay the groundwork for selecting great partners. Great partners with clear priorities will make great project teams. Great project teams will make great projects!

Collaboration is key. The depth of sustainable knowledge in the market right now is growing exponentially. Businesses across all sectors are hiring professionals trained with a sustainable focus. From design professionals to insurance providers, investment managers to food service distributors, sustainable experts are present throughout the industry. If you have a vision for raising the sustainable profile of your organization, there are more ways than ever to make tangible, positive change.

Think outside the box. Your influence is larger than your organization. If there is anything that sustainability spotlights, it is interconnectedness. Organizations can support substantial sustainable impacts in seemingly mundane categories. Can you improve the sustainability profile of your investment portfolio? Can you review your power purchasing agreement to access opportunities to support clean energy production? Can you support sustainably-produced products through office supply procurement? With a little effort, your everyday partnerships and procurement strategies can have wide-ranging positive sustainable effects with minimal financial investment.

Less is more. One of the most sustainable design solutions is to do more with less. During a building project, hundreds or thousands of building square footage can be eliminated if a project team can find operational synergies within a building program. This can reduce costs while eliminating substantial swaths of embodied and operational carbon footprint. Given that building operations are responsible for nearly 30% of worldwide carbon emissions, what could be better than reducing from the start? Even in today’s market, sustainability and costs-savings are not mutually exclusive.

Forward is forward. With calls for revolutionary change to our global economy, manufacturing, construction, and lifestyle, the task of sustainability can seem vast and unattainable. If the bar seems high, be encouraged that every step is meaningful. With every incremental decision, we are collectively developing this new economy, influencing manufacturing and construction best practices, and positively forming our lifestyles. Any action toward a sustainable future is a step in the right direction.

Interested in discussing how a sustainable approach can help you meet your project goals? Click here to contact our team.

Preemptive Planning: Controlling Costs for Future Construction

The past year and a half has been a wild ride for everyone. Normal patterns of life and business have been off the table as we have all adapted to new and unanticipated challenges. Some areas of the economy have seen incredible opportunity. Others have experienced incredible hardship. For better or worse, our typical moorings have pulled loose, forcing us all to think differently about plans and aspirations.

At Warfel, we have had the privilege of walking with our Clients through these challenges. It’s our responsibility to ensure Clients have the best market information to make confident, informed decisions. In a climate that continues to reinforce anxiety, Warfel strives to overcome anxiety with information and robust, preemptive planning. As you contemplate your own construction projects, here are some important factors to consider and planning strategies to put in place:

Market Considerations

Escalation is Local – Escalation indexes are traditionally able to be tracked on a national or market sector level. In the post-COVID economy, different states, cities, regions and market sectors are emerging from the crisis at different paces and with varied lingering impacts. Depending upon your project’s location and construction type, escalation factors can vary wildly. Recognizing the uniqueness of this moment, Warfel has taken a project-specific approach to construction escalation, developing customized, hyper-local escalation risk profiles for each project.

Lead Times are Fickle – Interruptions at multiple levels of industry supply chains, coupled with unforeseen levels of construction activity, have created an ever changing and challenging supply network. Commodity building materials are facing enormous challenges keeping up with demand. Large buyers rushed to scoop up commodities in late 2020, leaving smaller distributors in a precarious position (think toilet-paper crisis, except with 2×4’s). As material backlogs increase dramatically on one material, projects are shifting strategies to utilize alternate materials, increasing backlog in new categories. We have witnessed this in steel, framing, lumber, insulation, and plastics. To mitigate risk of material shortages or long lead times, Warfel has advanced procurement schedules, negotiated material reservations and worked with suppliers to identify alternate equivalent options, providing flexibility if a supply impasse is encountered.

Labor Shortages and Wage Correction – During the early part of the pandemic, construction work ground to a halt. As time progressed and the industry found ways to work through the pandemic, demand rose to unanticipated levels. Workers lost during these early months have not all come back to work, or back to construction, leaving subcontractors woefully short on labor. Competition for labor has led naturally to wages rising. While the construction workforce is still short of pre-pandemic levels, limited manpower and rising wages are contributing to project escalation and limiting subcontractor ability to service projects in a timely manner. To address these labor shortages, Warfel has doubled down on our subcontractor backlog reviews, making sure our partners are able to provide services in keeping with the project schedule. Our longstanding relationships with our trade partners, based on mutual respect and trust, ensures that our projects are a top priority within the subcontractor market.

Additional Project Planning Strategies

Regular Market Checks: With conditions changing constantly, keeping a close eye on emerging trends is critical. Warfel is providing real time updates to ensure Clients have the best information available. This ensures the project team can collaborate on alternative path solutions early in the project and act swiftly when conditions demand.

Prepare for Procurement: Subcontractors and suppliers are facing regular price increases and are reluctant to hold pricing for 30-60 days, as they might have previously. Any delay in release to procurement after a bid can result in immediate escalation penalties. To mitigate this risk, Warfel is working ahead with subcontractors to clarify price expiration, material reservation costs and significant lead items which may prioritize purchasing. Our estimating team carefully reviews each bid, and breaks out bid packages to confirm lead times and minimize out-of-pocket costs to our Clients. We are also working with Clients to button up permit, contract and insurance paperwork, ensuring the team is ready to proceed swiftly into construction following a bid.

Indexing: Commodity pricing has varied substantially due to supply chain and material shortage challenges. Using market indexes for wood, steel and other commodities as a contracting tool can be a way of managing uncertain pricing at the time of construction.

Warehousing: Early purchasing and storage can be useful strategies to locking in pricing and avoid unanticipated manufacturing delays. Warfel is constantly reviewing and utilizing a combination of in-house, on-site, supplier and subcontractor storage capacity to make sure we can avoid costly delays and interruptions to project sequencing.

Are you preparing for a future construction project? Click here to get in touch with our team!

Net-Zero: a new construction goal that asks ‘are we actually making our community a better place?’

This article originally appeared in the Central Penn Business Journal.

The construction industry is a primary consumer of energy and materials, making it ripe for potential for focusing efforts on more sustainable practices. In recent years, construction firms and their partners have worked tirelessly to create new methods of waste reduction, including sustainable practices to ensure that resources are used in an environmentally responsible way.  

In the early 2010s, LEED (Leadership in Energy and Environmental Design) certification became the prevailing method of affirming that a construction project was designed and built sustainably. LEED offers a prescribed method of establishing a project’s sustainability, providing a set of checkboxes that an owner must meet to earn certification.  

Over a decade ago, LEED certification requests began to increase, and construction professionals pursued becoming LEED APs (Accredited Professionals)As the focus on sustainability became more widely incorporated into standard practices during project development, some owners began to contemplate whether formal certification was worth the investment. It became clear that there was a need for more diverse approaches to sustainability which are more accessible and customizable to the needs and goals of each client. 

We watched some owners in our market pivot from LEED to what was frequently referred to as “LEED-equivalent” projects. These projects still strove for sustainability and energy efficiency but did not strictly follow the LEED certification process. As technology improved in building envelope, HVAC, and energy production, it became easier to select building materials that boasted high efficiency ratings but were manufactured in a high carbon production process– offsetting the owner’s original goals of negating the project’s carbon footprint.  

The exodus from certifications noted above has been enabled by a steady improvement in sustainable technologies, materials and practices within the industry, giving the sense that one did not need to climb the certification ladder to be sustainable. As this has occurred, the questions of sustainability have also grown more complex.  

Design and construction professionals are not just making more efficient buildings but are considering how project choices are connected to larger environmental or industrial systems. For example, materials that enable highly energy efficient buildings may be produced from materials that take an extraordinary amount of energy to produce, which effectively negates broader goals of having a positive, or even net neutral, effect on the environment. While certification systems are not a guarantee of sustainability, lack of a certification process in this endeavor can result in a finished building which does not truly deliver on the owner’s intention. 

Sustainability remains an important goal for many building owners, and the market demanded a new methodology for construction projects to be held accountable. Enter the newest philosophy in the sustainability marketplace: net-zero. A construction project achieves net-zero emissions when any remaining human-caused greenhouse gas (GHG) emissions are balanced out by removing GHGs from the atmosphere.  

Rather than providing one prescriptive approach (i.e., do X, Y, and Z and your project will be sustainable), net-zero can offer a more holistic approach that encourages owners to do as much good to the environment as our existence and building processes cause the planet harm. It causes us to ask the question “from beginning to end, are we actually making our community a better place?”  

A construction project can achieve net-zero status by selecting a sustainability organization’s certification process and pursuing their prescribed method. A wide variety of organizations (driven by the many needs of our current construction market) permits owners to select a sustainability certification process that most closely meshes with their values and goals. This allows construction consumers to take a more creative approach toward sustainability, picking a path to net-zero that is more attainable for their organization. 

One of the emerging net-zero focused certification tools we have seen a growing interest in is the International Living Future Institute (ILFI). ILFI aspires to a truly holistic approach – measuring whether a building meets the organization’s metrics for everything from energy to social and economic equity. Additionally, buildings that earn the Living Buildings designation demonstrate that they have achieved not just net-zero, but net positive energy, net positive water, and net positive waste. This results in Living Buildings generating more energy than they consume. 

Most recently among our clients, Swarthmore College selected the Living Building Petal Certification as the most appropriate accountability tool for their dining and community commons project. After significant research and project evaluation, the Swarthmore team found that the Living Building Challenge best fit the personality of their organization and would help them meet their sustainability goals.  

Swarthmore_Rendering_net-zero

If you are considering pursuing a sustainable building for your next construction project, it’s important to select a partner who can help you identify the best measuring stick to meet your net-zero goals. The right design or construction professional will help you both aspire to truly sustainable solutions while also finding creative and right-sized paths to accountability. 

Engineering Propels Individuals into Array of Construction Careers

Warfel’s pool of Field Engineers and Project Engineers make up our entry-level project management talent that is vital to the growth of our organization. These team members are the pipeline of talent that will fill a multitude of roles as they gain experience. Our goal is to expose our entry-level engineers to the depth of experienced construction knowledge in the field, while also making sure they see the broad opportunities available in departments throughout the office.

If an individual joins us right out of college or as an entry-level employee in the industry, they start in our Field Engineer position. Field Engineers spend most of their time on a jobsite, with our field staff, seeing construction progressing every day and assisting in coordinating trade partners, tracking materials, checking deliveries, reviewing quality, and assisting with schedule management. This field experience lays the foundation for an entry-level engineer to understand the nuances of the construction industry and builds a framework for success in future roles as they grow throughout their construction career.

engineers-week-nick-project-engineer

Spending every day on the jobsite and helping teammates manage the construction process leads some Field Engineers to pursue a career path that allows them to stay in field management. The next step after Field Engineer is the Assistant Superintendent role and eventually, after many years of experience, progression to a Superintendent role to oversee the project from the highest level of authority in the field. Having Superintendents run our projects who began their careers in entry-level Field Engineer positions allows us to train on our processes and procedures as individuals grow and ensure we are passing down knowledge and experience from seasoned Superintendents over many years.

Another option for the Field Engineer is to explore various roles in the office, as some individuals are interested in contributing to a construction project from a wide-lens, rather than being entrenched in the day-to-day requirements. In the office, Field Engineers can move into a Project Engineer role acting as an assistant project manager. With enough experience and proven management of finances, people, and technical components, the step after that is a Project Manager role. This training occurs internally and is not a prerequisite for the career path. Field Engineers also gain valuable jobsite experience to pursue roles in Preconstruction, Virtual Design and Construction, or Safety. Exposure to these departments is provided during our internship program and Field Engineer programming. Understanding how work is installed onsite and coordinated and managed with trades provides a foundation for moving into other departments successfully.

engineers-week-duane-project-engineer

Engineering roles in the construction industry are far-reaching and require an individual to have excellent problem-solving skills, be willing to ask questions, and be able to work as part of a team. At Warfel, it is also vital that an individual uphold our company Core Values and live out our mission of Clients for Life in daily decisions.

Are you an engineering student considering a career in construction management? Click here to visit our Careers page.