High-Profile caught up with Jessica Anthony, vice president of internal operations at Callahan Construction Managers, to discuss her journey to leadership and her advice for those working toward a career in construction project management.
Jessica Anthony
High-Profile: What does a typical day look like for you?
Jessica Anthony: There are lots of conversations and meetings! My position is about keeping things moving in our organization. That can be preconstruction and construction projects; procedures, trainings, and software improvements; or company initiatives. It requires me to get the right people together for discussion, input, and collaboration to drive results.
HP: What experiences or mentors have most shaped how you lead today?
JA: As an inexperienced assistant project manager and project manager, I can recall many experiences where I leaned on the advice of a mentor to get through a situation where I was unsure of how to proceed. There were also occasions when I needed guidance, and the person who should have been my mentor was less than helpful. Now, as a leader and mentor myself, I make every effort to be available to our teams to assist with troubleshooting and issue resolution, and to set them all up for success.
HP: Why did you choose this field?
JA: I have always been interested in building construction. As a child, my interests showed in building things, loving the outdoors, and driving my father’s skid steer. As a teenager, that interest developed into a love of architecture. My path to construction was a little convoluted: I started in architecture school, graduated with a civil engineering degree, and landed my first job in construction management.
HP: What was your biggest issue (or fix) on a job to keep it on time/budget?
JA: While working on a phased, occupied renovation and new construction project, we experienced significant delays in the first phase, which directly affected the remaining phases. My team collaborated with the client to identify potential rephasing options to establish a new plan that would meet their acceptable completion date. The project also involved considerable additional scope due to unforeseen conditions, typical of renovation projects. We worked closely with the client to determine which scope was essential for the project to stay within budget and which tasks could be deferred as maintenance. Collaboration and communication were key to successfully keeping the project on time and within budget, while building a lasting relationship.
HP: What advice would you give to a person considering a career in construction project management?
JA: Keep asking questions. Learning as much as you can from your peers is the most important training and experience that you can get in construction. This industry isn’t about being book smart; it is about soaking up experience. You can do that quickly if you come in with an open mind. Never think that you already know the answer.
