A Chat with Andrew Bray, Superintendent at Hoar Construction

A Chat with Andrew Bray, Superintendent at Hoar Construction

Lessons learned, best tools + rewards of the job

By Chris Maday Schmidt

As a superintendent at Hoar Construction, Andrew Bray has worked in construction for 18 years—eight in residential and 10 in healthcare. With almost 10 years with Hoar, he’s spent half of this time at Children’s of Alabama. According to Bray, he naturally gravitated toward the field after working in various construction laborer/carpenter jobs throughout college. He practices a hands-on approach, and being in the field allows him to interact with the contractor’s trade partners. Bray is responsible for taking a proactive approach to managing the construction of the project—from planning the sequence of activities necessary for completing the project on schedule, to resolving construction issues, coordinating the delivery of all materials and directing the work in accordance with the project schedule. He also conducts preconstruction conferences before each trade begins, monitors quality workmanship and holds weekly safety and coordination meetings with trade partners. Join Construction Superintendent as Bray talks about safety buy-in, the ins and outs of adaptive reuse and bridging the gap between the “young” and “old” superintendents.

(Q) Walk our readers through a typical preconstruction conference that you conduct with the trades.

At Children’s of Alabama, we are very fortunate to have trade partners who have worked at the hospital for many years, so preconstruction meetings with new trade partners are rare. Our current partners are “bought in” and know the extra level of concentration, expertise and consistent training needed on a job like this one. We all share a common culture of placing the children first, and that compassion drives everything we do.

At meetings with new trade partners, we stress patient safety as the most critical part of our job. We can never forget that we are working in a hospital that happens to be a construction site. We are guests in their hospital, and we must be willing to do whatever we can do to make sure their care is not interrupted in any way. Our number one priority is our clients, and their number one priority is helping sick children get better.

Infection Control Risk Assessment conversations about cleanliness, noise, MEP interruptions, etc., are a must. Expectations on work times must be discussed as night and weekend work is common when working in an existing facility. If the trade partner affects MEPs in any way, we always discuss our process for coordinating with the owner, along with scope and planning.

In these meetings we also cover employee safety (safety on the job and what those expectations are), quality of work, general rules (where to park, orientations) and scope of work (what you’ve agreed to perform on this project).

(Q) With your background working on hospital projects, what types of unique challenges have you experienced? Is there a common problem/theme with those projects that you seem to run into?

The most common challenge with healthcare renovation work is “when.” When is the best time to do the work? We have to plan around the hospital’s day-to-day operations, trying not to disturb patients or the healthcare providers. There must be constant coordination with the owner when working on building systems, which we do a lot. Whether we’re shutting down a circuit, working on med gases or changing an air handler, all our work affects patients and/or staff in some way. A lot of shutdowns take assistance from the hospital facility staff. Another aspect is “when” there can be noise. Drilling and demolition sound can transfer multiple floors up or down through a concrete structure. The owner must advise us on best times for this type of work; therefore, good communication is key.

(Q) How do you engage the trade partners as far as safety buy-in on the jobsite?

On our job, “brothers’ keeper” is talked about a lot. I have had the pleasure of working with a lot of the trade partners for almost 10 years. I view them as friends and family. We take care of each other and try to nurture the brothers’ keeper mentality – look out for your own safety, as well as your coworkers. We want to see everyone go home safely so we can continue to work together and build amazing things.

We also discuss patient safety constantly at our weekly safety meetings. Most of the team has their own children, nieces, nephews, etc. Many have had to bring a child to the very hospital we work in. Patient safety is something discussed all the time because it is so important to all of us on the jobsite.

(Q) What types of issues are inherent with adaptive reuse projects, such as the Children’s Hospital (Birmingham, Alabama) reprogram and renovation project?

Unforeseen design challenges. Many older buildings lack accurate as-builts; the one we’re working in right now was constructed in 1960. You also find asbestos that needs to be abated in older buildings. We have to work alongside the design team on every project to overcome any of these unforeseen challenges.

Work hours and MEP shutdown coordination with a hospital can affect your schedule. It is also common to have to shut down work because of the noise, or a smell, or something else affecting patients and staff.

Since we are onsite, we are asked to help with maintenance issues as well. If there’s a flood or some other type of emergency, we get the call and help in any way possible. If it means pulling labor off a contract project, then that’s what we do. It’s all about being there to support the owner and keep their facility running smoothly.

(Q) What is the best advice you’ve received in your career?

Take pride in your work, and don’t do it if you don’t love it. If you’re proud of what you do, you’re going to do it to the best of your abilities.

(Q) What is the most rewarding part of your job and why?

The most rewarding part is seeing our completed projects/spaces in use. The medical staff are the heroes here, so it’s amazing knowing that you helped contribute to a state-of-the-art facility that helps them treat children and perform miracles every day.

We rarely interact with patients, but every year for the past five years we have organized a Superhero Window Washer event. It’s fun to see all the kids up against the windows smiling and waving at their favorite superheroes as they repel down the side of the hospital, washing the windows as they go.

(Q) Do you have any insight on bridging the gap between the “young” and “old” superintendents?

Yes. Listen to the old supers! They know what they are talking about because they’ve done it. Bridge the gap by respecting them and learning all you can from them. I had the pleasure of working with one of the best healthcare superintendents (the late Tommy Berryhill). I made a point to walk with him every day because he loved to teach and help me with whatever issues I was facing. Along the way, we “young supers” might be able to impart some technology help.

(Q) When you’re not on the job, how do you spend your time?

I enjoy working out, spending time at home or camping with my wife (Marion) and two dogs (Daisy and Marley), traveling for concerts, college football (Clemson Tigers!) and hunting.

(Q) What new or recent technologies have you employed on projects?

One of the best tools we have used lately is the Matterport 3D camera. We use it to do in-wall and above-ceiling scans, and it was very helpful in our owner/architect design meetings for a recent operation room renovation project. The 12 ORs were in use and hard to access during normal hours. We scanned all the rooms over the weekend and were then able to “view” the rooms with the owner and design team on a large monitor during our regular business hour meetings. The Matterport scans are very high quality and can capture every square inch of a space.

(Q) How does Hoar Construction tackle attracting and retaining skilled workers?

Hoar Construction gives employees the best tools to do the job, whether it’s technology, training or support. They are a large company but treat employees as family and stand by their core values.

(Q) Any parting words of wisdom for aspiring superintendents?

Communicate with and respect your job team – coworkers, trade partners, designers and owners. Safety, quality and schedule all improve if the job team is in constant communication and sharing ideas. Renovation work is tough, so the job team must be fluid and work together.