Q&A with Chris Osheroff, General Superintendent at Q&D Construction

It's all in the details

By Chris Schmidt

In this issue, Construction Superintendent goes behind the hard hat with Chris Osheroff, general superintendent at Q&D Construction, Reno, Nev., where he has worked for six years. His background includes 30 years of construction experience, as well as construction management and business courses at Diablo Valley College in Concord, Calif.; he is also OSHA 30 certified. Osheroff gets involved in the preconstruction phase as a “means and methods advisor” to the design team. And, during construction, he provides onsite leadership and technical direction. Here he shares time-management tips, expectations for the superintendent of tomorrow and more.

(Q) Why did you decide to enter the construction trade, and what do you enjoy most about your career as a general superintendent?

During high school, I worked summers and weekends doing side jobs with a neighbor who was superintendent for a firm in the Bay Area. I enjoyed working with my hands, and he taught me the trade, as well as how to work an eight-hour day. I joined the Carpenters Union and, after I graduated from high school, I started a four-year apprenticeship program.

What I enjoy the most about being a general superintendent is growing the younger superintendents and seeing them mature in their career. Once they reach a certain stage with experience as a superintendent, the construction of the building becomes the easy part. It is the managing of people that becomes the challenge—dealing with owners, architects, engineers, sub-contractors, unions, inspectors, etc.—and coordinating them to flow with your plan as a team is the exciting and challenging part.

(Q) Some of your recent projects contained high-end finishes — do you manage those jobs differently? Anything additional to share regarding that aspect on a project?

Yes, you do manage the high-end projects differently. You do not forfeit quality, or craftsmanship, on the lesser-end projects, but on the high-end projects you spend more time and money on protection of finishes to avoid trade damage, and QC during the finish phases. The pre punch is set at a higher standard and managed with greater energy on the five-star projects.

(Q) Do you have any time-management tricks?

I learned long ago that you do whatever it takes to make your project successful when it comes to time being spent. I like to come in early to review the hot issues of the day before the crews show up, and then get the issues prioritized in order to be resolved. I check the calendar for scheduled meetings to make sure I am ready with an agenda, and create a “hit list” of the issues that are impacting the critical path schedule, or the project budget that needs owner approval or decision to keep the project moving in a forward direction.  

(Q) What are your thoughts on the "superintendent of tomorrow?" What skillsets should they have?  

I believe the best superintendents come from the tradesmen who have come up through the field, but have the computer skills and mindset for the paperwork that goes along with the job and the position. Knowing how to build a critical path method schedule, and managing it from notice to proceed to certificate of occupancy, is a paramount skill requirement. The superintendent needs the basic skills of plumb, level and square, and to know how to tell the guy in the field how to do it right when it's not getting done properly. He also needs to push the crews for maximum production without forfeiting safety, or quality, and these skillsets are not taught in college but learned by experience coming up through the trades.

(Q) What would you say is your biggest accomplishment in your career? Why?

As a superintendent, my biggest accomplishment was finishing the $230-million Ritz Carlton hotel at North Star project on schedule, and making the estimated margin. This was a tough three-year project in the Sierra Mountains working through the winters and with a joint-venture partnership. The building design was very challenging, with a difficult terrain with one road in and out. But the biggest challenge was the joint-venture partnership, combining two different business cultures and personalities under one roof and making it work. It was very similar to a marriage with lots of compromises from both parties to make it successful.  

(Q) What type(s) of training do you provide your superintendents as far as jobsite safety, skills review, etc.?

I have a quarterly superintendents" meeting with an agenda, which includes safety topics, company procedures, upcoming projects, expectations and IT. I also conduct an individual annual review with each of my superintendents to discuss their performance, goals, personal highlights for the year and personal plan for the coming year.

(Q) If you could turn back the clock to your first job as a superintendent, what advice would you give yourself?

I would spend more time on the small details. As a young superintendent you tend to be most concerned about getting things done quickly and pushing schedules and manpower, and less time on the smaller details. As you grow in experience, you realize the small details are the ones that, if not paid attention to early on, bite you in the end and cost you additional dollars, as well as time on the schedule.

(Q) If you could hand pick the next project, what would it be and why?

Being the general superintendent, I do not have my own project now, but I am involved with all building department projects. If I could do another project, I would like to do a large resort project again, as they have all the components from kitchens to suites with the high-end finishes.

(Q) How do you balance your personal and work lives?

Balancing your personal and work life is always a challenge in this industry due to the long work hours required and the high stress level involved. I tried to make it a habit that once I got in my truck to go home, I would flip the switch and turn off the job so I could concentrate on the family, raising three sons and being a supportive husband to my wife. It was not an easy task, but doable if I made the effort. My kids are grown and gone now, so things have become much easier around the house.