Career Journey
From laying bricks to building software, my career has been defined by continuous learning, problem-solving, and a drive to create meaningful solutions.
Career Journey
Autobiographical Narrative: My Life in Masonry and Construction
From the time I was old enough to carry a block, I was on construction sites with my family. My journey in masonry began in middle school, working for my grandfather’s company, Dickens Masonry. In those early days, my responsibilities were simple: stocking bricks, carrying materials, and learning the basics of spreading mortar—what we called “mud.” I would spend long summer days on job sites, watching my dad and grandfather work, slowly picking up the skills and habits that define a mason.
As I grew older, my responsibilities grew with me. I started performing saw cuts, building scaffolding, and assisting with more technical tasks. I eventually joined my grandfather on the road, hauling trailers loaded with scaffolding across Missouri, Iowa, Kansas, and Oklahoma. Preparing crews for jobs, making sure materials were delivered, and helping set up sites taught me early lessons about responsibility, planning, and teamwork.
By my late teens and early twenties, I was fully immersed in construction life. I worked alongside my uncle, a general contractor, where I pushed wheelbarrows, cleaned job sites, and labored wherever I was needed. My stepdad, also a general contractor, exposed me to the world of interior commercial work. Through him, I observed and sometimes assisted with cabinet installations, interior finishes, and other detailed aspects of building that contrasted with the heavy, exterior work of masonry.
After my grandfather passed away, I decided to take the next step and join the bricklayers union. This led me to work on large-scale projects across the region with my father, including major builds like the Republic High School in Republic, Missouri. I spent a couple of years on that job alone, learning not only the craft but also the discipline required to be part of a union crew. I became OSHA-trained, mastered the safe use of saws, jackhammers, demolition equipment, and heavy machinery, and developed an eye for structural integrity and building processes.
Being a bricklayer taught me more than just how to lay block and brick. It gave me an understanding of how buildings come together from the ground up—foundations, block walls, veneer brick, and the coordination required with electricians, plumbers, and other trades. I saw firsthand the importance of communication, safety, and precision in any team effort. These experiences instilled values of hard work, reliability, and problem-solving. I also learned leadership through example—whether it was organizing crews, managing materials, or helping keep jobs on schedule.
When the 2008 recession hit, I was laid off from union work. That turning point led me to return to school and explore new career paths. But the skills and work ethic I developed in construction have stayed with me. From discipline and safety awareness to adaptability and teamwork, my years in masonry shaped me into someone who can lead, manage, and persevere through challenging projects.
Bricklaying was more than a job—it was a foundation for the way I approach work and life today.
Lessons Learned and Transferable Skills: Leadership and team coordination Project planning and logistics OSHA safety training and risk management Discipline, reliability, and strong work ethic Problem-solving under pressure Understanding of construction, structural systems, and multi-trade collaboration
This narrative reflects my journey from a young laborer stocking blocks to a skilled tradesman working on large-scale projects, and the enduring values those experiences built within me.
Restaurant & Early Work Experience
I began my working life before I was even old enough to drive, getting my first real job at Celebration Station in Knoxville, Tennessee. I was hired as a video game technician, responsible for repairing and maintaining the arcade machines for customers. That job gave me my first real exposure to corporate structure, training programs, and how organized systems support a business. I quickly learned about cross-departmental training, organizational charts, and the importance of clear supervision. I was eventually promoted to trainer, mentoring new employees, and if I hadn’t been a minor, I likely would have been offered a supervisor role. That early experience left a lasting impression on me about the value of structured training and development programs.
During my teenage years, I also worked at Wendy’s in Knoxville, Tennessee and later in Hatboro, Pennsylvania. Those positions taught me a great deal about consistency and the power of corporate training programs. I saw firsthand how customers could walk into any location and expect the same product and experience, and I developed an appreciation for the systems and processes that make that possible.
As I grew older, I moved deeper into restaurant work, spending significant time waiting tables at The Gondolier. I learned both front-of-house and back-of-house operations, becoming a highly knowledgeable and reliable team member. My skills as a server and my ability to understand kitchen operations gave me a unique edge. It was actually through this job that I was recruited to become a facilities manager for the Fabulous Family Fun Center in Hickory, North Carolina. The owners, a husband-and-wife team, had trained at my Gondolier location before opening their own family amusement center with go-karts, batting cages, and arcades. They admired my work ethic and offered me the management role. This was an incredible opportunity to oversee operations, manage staff, and learn the realities of small business ownership. I gained invaluable insight into both the successes and the struggles of running a family-owned business.
Along the way, I spent time working in other restaurants like Trips and Rafferty’s, where I handled both serving and kitchen duties. These experiences reinforced the importance of teamwork, cross-training, and staying calm under pressure. Working in high-stress, fast-paced environments taught me how to think on my feet, manage customer expectations, and push through challenging situations—skills that have proven useful far beyond the restaurant industry.
During my college years at the University of Tennessee, I also balanced working as a bartender at The Urban Bar in Knoxville. This role allowed me to work nights and attend classes during the day, further sharpening my ability to manage time and handle stressful, customer-facing situations. Later, while studying engineering technology at Pellissippi State and working for ForeMost Construction, I also worked evenings as a Starbucks barista. My time there introduced me to Starbucks’ highly organized and inclusive corporate culture. I learned about their use of technology for operational efficiency and their commitment to cross-training and team development, and even though my tenure was under a year, the experience left a strong impression.
All of these experiences—spanning arcades, restaurants, bars, and coffee shops—gave me a wide range of transferable skills in customer service, leadership, and business operations. I learned to thrive in high-pressure environments, to manage teams effectively, and to appreciate the systems that make businesses consistent and successful. Equally important, I developed a lifelong respect for hard work, teamwork, and the value of learning from every role, no matter how small it might seem at the time.
My Journey at Ozarks Technical Community College
When I first decided to go back to college, it was during one of the most pivotal times of my life. I had just learned that I was going to become a father, and around the same time, I was laid off from the bricklayers union during the recession. Faced with a choice between drawing unemployment or finding a new path, I chose to pursue an education. I remember walking into the admissions office at Ozarks Technical Community College in Springfield, Missouri, with dusty jeans and a tape measure still on my belt from the jobsite. I told the woman at the desk, “If I can lay bricks, I can do anything. Sign me up.”
Initially, I aimed high—thinking about an MBA someday—but I started with computer science courses. I dove into learning about databases, programming basics, and all the foundational classes that would eventually support a degree. I also caught up on my general education requirements, including math, which I hadn’t touched in years. To my surprise and pride, I began earning straight A’s.
Life was busy, to say the least. I was a full-time student taking 15 credit hours while also working full-time as the night manager for a local hotel and its restaurant. I was balancing the responsibilities of work, school, and being a new father. Those were some of the hardest and most rewarding days of my life.
Unfortunately, I didn’t finish my associate degree at OTC. Just as I was down to my last one or two classes—maybe a Spanish course and one more—life threw me another curveball. My son was taken by his mother to North Carolina after our divorce, and I had to uproot my life to follow. Completing school at that moment became impossible.
Even though I didn’t walk away with my degree then, my time at OTC was invaluable. I learned discipline, developed new skills in computer science, and proved to myself that I could excel academically. Those credits later transferred seamlessly to universities like the University of Tennessee, Pellissippi State, and ETSU, helping me continue my higher education journey.
Looking back, Ozarks Technical Community College was where I rebuilt my life. It was where I learned that grit and determination could carry me through any challenge—and that even in hard times, you can take the first step toward building something better.
University of Tennessee: Growth, Learning, and Perseverance
During my time at the University of Tennessee, my journey was as much about personal growth as it was about academics. I enrolled at UT after moving back to Knoxville to be closer to my son and family. Being a father was my top priority—I wanted to be present in his life with regular visits, to support him, and to be a role model he could look up to. My hope was that by pursuing higher education, I would inspire him to value learning and perseverance when his time as a student came.
I auditioned for the School of Music and was admitted as a musicology major. For about four semesters, I immersed myself in music. I was a member of the men’s chorus, took piano lessons, and engaged in all the extra requirements that come with being a music student: ear training sessions, rehearsals, and one-credit courses that demanded hours of work. The workload was intense, especially because I was also working full-time in restaurants and bars to make ends meet and to cover child support. Balancing my responsibilities as a nontraditional student in my 30s, a father, and a full-time worker was incredibly challenging.
Eventually, I realized that continuing as a music major would be nearly impossible under those circumstances, so I changed my major to Communications. While studying at UT, I explored a wide range of experiences. I worked as a student teacher for fourth graders in math and science, which was a rewarding opportunity to inspire young students and engage with education from another perspective. I took an advanced sound design course and worked at the Clarence Brown Theatre, diving into sound engineering and learning to navigate complex audio software—skills that also connected to user interface and user experience design.
One of the most unique experiences I had was participating in a year-long, doctoral-level course at the Bredesen Center focused on energy science. Despite being an undergraduate, I was surrounded by nuclear physicists and top-level science students. The class covered advanced physics, energy policy, and sustainable technologies. Our final project tackled innovative energy solutions, and my group focused on carbon capture devices for power plants. Presenting our work to the former governor, Phil Bredesen, was both humbling and inspiring. While some of the physics was over my head, the class fed my lifelong curiosity about how things work and deepened my love for science and technology.
In addition to my core studies, I explored classes in poetry, planetary science, geology, and calculus. I was fascinated by so many subjects that I accumulated over 120 credit hours, driven by a genuine love of learning rather than strict specialization. My curiosity often led me to sign up for classes just because a hallway poster sparked my interest.
Ultimately, financial constraints forced me to put my education on hold. Yet, my time at the University of Tennessee was transformative. It taught me resilience, curiosity, and the importance of balancing ambition with responsibility. Through all the late nights, hard work, and constant juggling of school, work, and fatherhood, I never lost sight of my goal: to better myself and set an example for my son. My journey at UT was not just about earning credits—it was about growth, determination, and the pursuit of a brighter future for both of us.
Threds Inc.: From Shipping to Self-Created Engineering Role
I first joined Threds Inc. in Knoxville, Tennessee, simply looking for a day job. A couple of my friends already worked there—one in sales, another in shipping and receiving—so I followed their lead and took a position in the shipping department. My role was straightforward: pulling fulfillment orders, packing boxes, and navigating the hot-and-cold extremes of a warehouse environment. The pay wasn’t great, the work was hard, but it was honest, and it gave me a front-row seat to a company with a fascinating story.
Threds had started back in 1994 selling blue jeans out of a Jeep Cherokee and had since grown into a multimillion-dollar print shop. By the time I arrived, they were producing T-shirts, embroidery, and handling fulfillment for national brands like Mercury boat motors, Mellow Mushroom, and Salsarita’s. They managed drop shipping, ran order fulfillment for various e-commerce websites, and even handled local deliveries around Knoxville. It was a small business at heart, but one with real reach.
Not long after I started, I noticed something that no one else seemed eager to tackle: the company’s expensive machinery wasn’t being maintained properly. There were roughly 25 presses and specialized machines, not including the embroidery equipment, and many of them were collecting dust—literally. Air leaks hissed through the pneumatic lines, oil mist clung to filters, and the massive Ingersoll Rand air compressor needed attention. The dryers that cured the screen-printed shirts had worn elements, and the entire operation was running under strain.
Rather than watch things deteriorate, I decided to take action. Since the owners couldn’t offer additional compensation for the extra responsibilities I was taking on, I negotiated for something just as valuable—an official title. With their approval, I became the Assistant Chief Engineer, a nod to the company’s retired Chief Engineer (the owner’s father), who still held the title but lived out of state and only visited occasionally. Once the title was set, I made it tangible: I worked with the procurement manager to get an extra mechanic’s shirt and had the embroidery manager add a maintenance logo and my name. From that point on, I had both a title and a mission. I began servicing the machines on weekends when production was down—cleaning filters, replacing dryer elements, fixing leaks, and keeping the presses in peak condition. It was deeply satisfying, hands-on work that connected back to my mechanical roots and sense of ownership.
In addition to maintenance, I often served as a delivery driver when local orders needed to reach customers. That gave me an unexpected role as a customer-facing representative of the company. Driving around Knoxville, I got to know the community even better and helped maintain strong relationships with our clients.
While my primary responsibilities were hands-on, I also observed the inner workings of the business. Threds used a FileMaker Pro database for fulfillment, and I learned how the different departments—design, sales, shipping, and embroidery—worked together. It was my first real exposure to how a small but growing business integrates its operations. I even got to see the company expand, adding a new warehouse and another building to their campus, and I pitched in on projects that came with that growth.
Eventually, I outgrew the role. Threds was a small company, and while I valued the experience and the friends I made, they simply couldn’t offer me the pay or career trajectory I needed. I gave my two weeks’ notice and left on good terms, proud of the work I had accomplished and grateful for the lessons I had learned.
Looking back, my time at Threds Inc. was more than just a day job. It was a formative experience that let me take initiative, claim responsibility, and develop skills in maintenance, logistics, and small business operations. I walked away with confidence in my abilities, a sense of accomplishment, and deep respect for the people and community that built that company from a Jeep full of blue jeans into something far larger.
My Time at Homesource of East Tennessee
Working at Homesource of East Tennessee was one of the most formative experiences of my career. Homesource, a nonprofit property management organization based in Knoxville, Tennessee, is dedicated to providing homes for low-income families, senior citizens, and people with disabilities. During my time there, I served on the maintenance team, helping to care for nearly 300 properties spread across several counties. Our portfolio included everything from small single-family houses to larger apartment complexes.
My days were rarely the same. A big part of my work involved “turns”—preparing units for new tenants after someone moved out. That meant handling a wide array of tasks: electrical repairs, plumbing fixes, carpentry, drywall finishing, flooring, and sometimes coordinating with subcontractors. I took pride in keeping my work truck organized and stocked with the essential tools and materials needed to tackle any maintenance call. If a job required specialty supplies, I would head to the hardware store with the company credit card or check our shop for stocked materials.
From time to time, I also worked for the general contractor side of the company, assisting with construction projects like building senior apartment homes. One of the highlights was using my bricklaying skills on a restoration project—an opportunity to bring my past experience into my day-to-day work. Every project came with its challenges, but there was always a sense of purpose: we were improving homes for people who truly needed them.
Being part of Homesource meant more than just fixing things. We interacted directly with tenants, and I learned how important it was to be approachable, understanding, and patient. We rotated on-call duty, handling emergency repairs at all hours of the night. When the phone rang, I had to be ready to jump in the truck and head to whichever property needed immediate attention.
Because Homesource relied heavily on grants and federal funding, compliance was critical. We had to maintain high standards to pass inspections and meet all regulatory requirements. That discipline taught me the value of doing things correctly the first time, no matter how small the task.
I worked at Homesource during the COVID-19 pandemic, which made everything even more challenging. As essential workers, we continued caring for the properties while most of the world was in lockdown. Extra precautions, PPE, and social distancing were mandatory—especially when working with our senior residents, who were the most vulnerable.
Leaving Homesource was bittersweet. I enjoyed the variety of the work, the camaraderie of the maintenance team, and the satisfaction of knowing that my efforts directly impacted the lives of people in need. I even had the unique privilege of maintaining a property where my own grandmother lived, occasionally running into her during my rounds. But as much as I loved the mission, I needed a higher wage to support my family of three children. Eventually, I transitioned to a commercial maintenance role, which provided better financial stability.
Even now, I look back on my time at Homesource with pride. It was a period of hard work, problem-solving, and personal growth—an experience that strengthened not only my skills as a handyman but also my appreciation for the importance of safe, well-cared-for homes in people’s lives.
Autobiographical Account: My Journey at Pellissippi State
There was a pivotal moment in my life when the path toward self‑improvement and upward mobility became clear. I was living in Knoxville, Tennessee, working as a maintenance technician for HomeSource of East Tennessee. My days were spent driving my maintenance truck from property to property, taking care of residential units, while juggling the responsibilities of family life—one son living in North Carolina, and two stepchildren growing up in Knoxville. Life was busy and often exhausting, but I had the deep desire to build a better future, both for myself and for my family.
It was during one of those long workdays on the road that I first saw the billboard for the Tennessee Reconnect program. The program was a grant designed for adults like me—people who hadn’t had consistent access to higher education due to work, finances, or family obligations, but who were ready to return to school. The promise of fully covered tuition for an associate degree or certificate was exactly the opportunity I had been waiting for.
I enrolled eagerly, transferring all the credits I had previously earned from the University of Tennessee and Ozarks Technical Community College. This allowed me to jump directly into Pellissippi State Community College’s Civil Engineering Technology program. I pushed myself to make the most of the opportunity, also pursuing two certificates—Construction Management and Sustainability and Design—to maximize the benefit of the grant.
Balancing school, work, and family was far from easy. During this period, I continued my role as a maintenance technician, working across properties that included Cherokee Mills. I also pursued project management opportunities, facing a few rejections from companies like Green Home and McCracken Construction before finally landing a position as a Project Manager for ForeMost Construction. For a stretch of six months, I even moonlighted as a Starbucks barista to keep everything afloat. All the while, I was splitting my time between caring for a child out of state and raising my stepchildren—life felt like an endless juggling act.
Through relentless effort, I not only completed my degree but graduated Summa Cum Laude with a perfect 4.0 GPA. I could never have done it without the support of my loving wife, Sarah, who encouraged me through the long nights of studying and the demanding days of work.
At Pellissippi, I immersed myself in the world of civil engineering and construction technologies. I learned surveying, AutoCAD, Revit, and Autodesk Civil 3D, and gained hands‑on experience with materials testing, estimating, HVAC, and electrical design. Crucially, I also developed a deep understanding of sustainable construction practices and low‑carbon building design, exploring topics like Project Drawdown and the critical impact of the construction industry on global carbon footprints. I came to appreciate how innovative design and the careful selection of materials could reduce emissions and make the built environment part of the solution for a greener future.
Looking back, my time at Pellissippi State was not just about earning a degree—it was about proving to myself that I could rise above my circumstances. It taught me resilience, resourcefulness, and the importance of seizing opportunities no matter how late they may seem to arrive. This chapter of my life reminds me that with determination, support, and access to the right resources, anyone can pursue equity, self‑improvement, and upward mobility—and reshape their future for the better.
Turning Around Cherokee Mills: My Autobiographical Story
When I joined Commercial and Investment Properties in Knoxville, Tennessee, they entrusted me with a unique responsibility: I was hired as the sole maintenance technician for Cherokee Mills, a historic 100-year-old textile mill that had been transformed into roughly 250,000 square feet of commercial office space. The property housed more than 22 tenants at any given time, ranging from medical offices and accounting firms to architectural practices, a restaurant, a software company, and an insurance agency. I was, in a sense, the building’s caretaker, problem-solver, and engineer all in one.
Cherokee Mills had character, but it also carried the weight of decades of neglect. The mill had been built in stages, which meant that no two areas were quite alike. Different roof styles intersected—metal, membrane, and pitched—each with its own set of quirks and leaks. The floors varied just as much, and every system seemed to tell a story of piecemeal updates over the years. My first months were spent organizing chaos: cleaning out storage rooms and closets, cataloging keys and locks, and mapping out the building using AutoCAD so I could locate drains, plumbing, and low-voltage lines.
Day to day, my work was a mixture of routine maintenance and creative problem-solving. I supervised subcontractors and general contractors during tenant build-outs, making sure each space was transformed efficiently and safely. I converted the entire building’s lighting to LED, modernized the elevator phones to digital low-voltage systems, and spent nights on fire watch when we upgraded the sprinkler system. There were times I felt more like a building engineer than a maintenance technician—handling HVAC troubleshooting, electrical repairs, and fire system maintenance, often after hours or on weekends to avoid disrupting tenants.
For two years, I poured myself into Cherokee Mills. I took pride not just in fixing immediate problems, but in giving the property a true facelift and creating a reliable maintenance structure for the future. The tenants came to trust me, and my relationships with subcontractors became invaluable for larger projects. Slowly but surely, the mill went from a neglected property to a polished, fully functioning hub of business.
Balancing the job while attending school was demanding, and as I neared graduation, I realized my ambitions were shifting toward project or construction management. Commercial and Investment Properties was a small company, with limited roles beyond maintenance, and they were preparing to sell Cherokee Mills. It felt like an appropriate time to move on, though leaving was bittersweet. My two-week notice was emotional for all of us; the property manager in particular expressed deep gratitude for the energy and dedication I had given to the building.
Looking back, my time at Cherokee Mills was more than a job—it was a hands-on education in building systems, tenant relations, and creative problem-solving. I left knowing that I had truly made a difference, breathing new life into a century-old structure and sharpening the skills that would propel me into the next stage of my career.
McCracken Construction: Lessons in Ethics and Professional Standards
During my time at McCracken Construction and Maintenance Company in Maryville, Tennessee, I gained an eye-opening perspective on the importance of ethics and professional standards in the construction industry. I initially joined the company as an estimator, eager to contribute to new projects and hone my skills in design and planning. Early on, I was tasked with responsibilities such as creating plans for improvements to an ADA ramp for one of the company’s commercial properties and working on projects for the new Midland Shopping Center, which was the company’s primary local focus. My office was set up in a converted storage business, which also operated alongside a liquor store and a sub sandwich shop owned by the company.
As I settled into the role, I quickly began to notice troubling patterns that raised serious red flags. The company was operating without a contractor’s license, taking on construction projects across multiple states, and often doing so without the proper permits. At one point, after a fire at the sandwich shop, I was even asked to retrieve metal shopping cart corrals from a local business that was shutting down—essentially a request that felt like larceny. The overall environment in the office was equally concerning, with frequent vulgar language, locker-room talk, and instances of inappropriate behavior that made the workplace unprofessional and uncomfortable.
The CEO himself maintained an apartment within the storage unit business, where he would occasionally hold meetings, adding yet another layer of awkwardness to an already unusual and ethically challenging work environment. The combination of operating without proper licensing, the expectation to participate in unethical activities, and the inappropriate workplace culture made it clear that this was not a place where I could thrive or safely continue my career.
Ultimately, I made the difficult but necessary decision to resign on short notice. I prioritized protecting my own professional integrity and ensuring that I would not be personally liable for the company’s actions. Leaving McCracken Construction and Maintenance taught me invaluable lessons about leadership, accountability, and the non-negotiable role that ethics play in any business. Moving forward, I have carried these experiences with me, committed to seeking opportunities where integrity and professionalism are at the core of the work environment.
Green Home Installations: Resourcefulness Under Pressure
My first day at Green Home Installations set the tone for a challenging experience that tested my adaptability and patience. When I arrived, no one seemed to know I was scheduled to start. I had no desk, no computer, and no clear understanding of my responsibilities. Though the title of “Project Manager” implied leadership and organization, the reality was entirely different.
In the early weeks, I quickly learned that resourcefulness was the most important skill. Instead of traditional project management, I spent most days driving long distances between job sites, ensuring materials were delivered and projects kept moving. Project managers were expected to use their own vehicles and tools, with reimbursement for gas delayed and cumbersome. Even acquiring basic materials was a struggle due to failing company cards and slow approvals. Each day required improvisation.
Despite these challenges, I committed myself fully to the work. My responsibilities often extended into manual labor: laying glass blocks, performing electrical tasks, digging trenches, and completing various hands-on projects—frequently learning as I went. Communication about schedules was sparse, and I often only knew the next day’s assignments through late-night group texts from the owner. The disorganized environment demanded constant flexibility and a positive attitude to keep projects and customer relationships on track.
Maintaining professionalism was paramount. The company relied heavily on subcontractors and a borrowed contractor’s license, which complicated permitting and client trust. I made it my mission to keep stakeholders informed and as satisfied as possible, even in less-than-ideal circumstances. This focus on communication became my anchor.
Ultimately, my time at Green Home Installations ended abruptly. While on a family vacation, I received an unexpected call notifying me of my termination. Though the ending was sudden, the season taught me invaluable lessons about resilience, the importance of structured leadership, and the ability to adapt in unpredictable work environments.
Looking back, my time at Green Home Installations was unpredictable—an experience of hard lessons, unexpected responsibilities, and personal growth that shaped the way I approach every project and team in the future.
ForeMost Construction: Award-Winning Projects & Process Improvement
I began my journey with ForeMost Construction as a project manager, diving headfirst into five major projects right from the start. ForeMost specialized in upscale vacation cabins in the Smoky Mountain region, along with large custom residential homes, and occasionally light commercial work. My role was a dynamic blend of hands-on construction and administrative management. I spent significant time preparing estimates, reviewing blueprints, gathering subcontractor proposals, and coordinating with contractors to ensure smooth project execution.
One of the highlights of my time with ForeMost was managing a luxury vacation cabin project that later went on to win an award from a regional architecture and design magazine. The recognition was especially rewarding because I was deeply involved in every step of that build—from coordinating materials and subcontractors to handling finishing details that elevated the cabin’s aesthetic and functionality. Seeing our work celebrated publicly reinforced the pride I took in ensuring quality craftsmanship and customer satisfaction.
In addition to the day-to-day responsibilities of visiting job sites, managing subcontractors, scheduling material deliveries, and handling warranty work, I also focused on improving the company’s internal processes. During my tenure, ForeMost transitioned to new project management and estimating software. Recognizing the need for a clear onboarding and operational system, I suggested creating a visual workflow to streamline training and maintain consistent practices. I designed and implemented a detailed flowchart that mapped out each step of the construction and administrative process, which became an invaluable tool for the team as the company scaled.
Equipped with my own tools (and eventually a company truck), I often stepped in for hands-on tasks like carpentry, installing large glass shower doors, or troubleshooting urgent electrical and plumbing issues on-site. Beyond the tools, I prioritized customer relations—keeping homeowners, neighbors, and surrounding businesses informed and satisfied throughout construction. My responsibilities also included pulling permits, maintaining code compliance, and ensuring every stakeholder stayed aligned.
This role allowed me to leverage both my certified construction management skills and my practical problem-solving abilities, giving me the opportunity to work across nearly every aspect of the construction process. When I eventually left ForeMost Construction, it was on excellent terms after working through my two-week notice. I relocated to North Carolina to be closer to my teenage son and to pursue new opportunities with A&D Precast, carrying forward the wealth of experience and professional growth I gained at ForeMost.
My Experience at A & D Precast
When I first interviewed with A & D Precast, I was told they were a vertically integrated company and that my role as Account Manager would involve creating shop drawings in AutoCAD Inventor, as well as handling estimates and takeoffs. They offered to cover my relocation, and I was eager to join a company with decades of experience in the niche market of architectural precast concrete.
From my first day, I quickly realized that “vertical integration” meant something very different there: everyone wore multiple hats. Designers were also salespeople, handled administrative tasks, and managed their own projects. While the company had been in business for nearly 30 years, operations were highly disorganized and lacked reliable systems. There was no clear tracking of quotes versus sales, no accurate cost-of-goods calculations, and no meaningful analytics to guide decision-making.
Over time, I worked to bring structure to the chaos. I created tools to estimate the cost per pound of our products, which allowed me to calculate margins and develop KPIs like pipeline value. I also immersed myself in the company’s fragmented technology stack, which relied on spreadsheets, CSV files, and macros. Attempts to implement software solutions—such as Microsoft Dynamics 365 and Idencia for production tracking—were unsuccessful, leaving much of the process manual and unreliable.
In my own time, I researched better solutions, attending an industry trade show and exploring software built for architectural precast. Most were outdated or insufficient, so I began building my own database and workflow tools to automate processes and improve efficiency. After a year, I presented a comprehensive proposal to improve operations: establishing defined roles, building a cohesive team, implementing better technology, and creating career paths to strengthen employee retention. I even offered a profit-sharing model for a system I developed independently to help the company scale.
Unfortunately, my vision for growth did not align with the company’s direction. Shortly after submitting my proposal, I was unexpectedly let go. While it was disappointing, the experience gave me valuable insight into managing complex operations, developing business analytics, and creating solutions for niche manufacturing industries. My time at A & D Precast ultimately reinforced my passion for process improvement and scalable systems, and the lessons I learned there continue to inform my professional journey today.
My Journey to Creating 4Cast Concrete Solutions LLC
I never set out to become a business owner, let alone a software developer for the precast concrete industry. But the challenges I faced in my previous job sparked the idea for 4Cast Concrete Solutions LLC.
I was working for an architectural precast manufacturer, and my role involved estimating, managing accounts, and supporting production operations. The company’s systems were chaotic. Critical data was scattered across multiple spreadsheets, often missing or incomplete. Once spreadsheets became too large, we’d have to create new ones, which introduced even more room for error. Production staff would sometimes accidentally delete rows or columns, and manually transferring CSV files with macros became a daily headache. The inefficiency was overwhelming.
The company tried to modernize by adopting Microsoft 365 Power Apps and Dynamics, as well as an out-of-the-box SaaS solution for the production site. But after nearly two years of development and work with third-party developers, none of it worked. They were using the wrong tools for the job—trying to force a quality control software into handling inventory and production tracking. Even the fragmented approach with multiple apps still left huge gaps in efficiency and data integrity.
I used to joke, “If I had the time, I could just build the software myself.” Eventually, that joke became a plan. I started researching, attending trade shows, and meeting with developers who offered either expensive custom solutions—like Oracle, Odoo, or FileMaker Pro—or out-of-the-box software made for civil precast manufacturers. But none of them fit the unique needs of the architectural precast industry. Meanwhile, my job remained unnecessarily difficult.
So I decided to take matters into my own hands. I spent nights, weekends, and holidays building a fully functional mini-ERP from scratch for our small business. In just eight months, I had a system with RFID tag tracking, Zebra label printer integration, and automated workflows that eliminated the need for manual CSV transfers and macros. It improved data integrity, streamlined production tracking, and gave the business owners better analytics and decision-making tools. I even leveraged AI to optimize production schedules and improve customer lead-time predictions.
This success made me realize that many other manufacturers struggled with the same problems. I knew I could help them. That’s how 4Cast Concrete Solutions LLC was born—a company dedicated to providing smarter, AI-driven solutions for manufacturers like ours.
I’ve since expanded my vision to include a suite of tools: AI-powered 3D shop drawing generators, intelligent takeoff software, and even MyTinyCEO, a market analysis and executive summary tool for small businesses. Drawing on the computer science foundations I gained at Ozark Technical Community College, I taught myself modern development, UX/UI design, AI prompt engineering, and the architecture of scalable solutions.
Building 4Cast has also forced me to grow as a leader. I dove into entrepreneurship, finance, marketing, HR, compliance, and team-building—learning what it truly means to be a CEO. I’m still in a pre-revenue stage, but I’m ambitious and optimistic. My goal is to empower other small businesses with innovative tools that simplify operations, improve efficiency, and ultimately drive economic growth.
Everything I’ve learned—from coding and AI to leadership and strategic thinking—has shaped 4Cast Concrete Solutions LLC. This journey is just beginning, but I believe the tools I’m building can change how small manufacturers operate and thrive.