"Measure twice, cut once" is a classic adage that most of us have heard. Aside from being a highly applicable guideline in construction, it also underscores the value of thoughtful and deliberate planning when executing projects.
Luis Berumen, VP of Strategy and Innovation at Bartlett Cocke, has applied this lesson at every stage of his construction career (which, by the way, spans 18 years and counting).
From Estimator to BIM Manager to VP, Luis has consistently emphasized precision and foresight to improve project outcomes.
We recently caught up with Luis to talk about his career journey, where he thinks the AEC industry is going, and what young professionals can do to succeed. Check out the highlights of our conversation below.
At Bartlett Cocke, we pride ourselves on building facilities that add lasting value to our communities. Our projects span schools, universities, healthcare, research facilities, industrial manufacturing, and commercial offices.
Our annual revenues are just over one billion, and we typically have 55 to 60 active projects throughout the state of Texas at any given point in time. Our +500 employees, including a substantial 25% of tradesmen and women, allow us to self-perform a considerable portion of our work.
We have three offices across the state: one in San Antonio, which is home to me and HQ as well as offices in Austin and Houston.
I grew up around construction my whole life. In addition to his day job, my dad was the ultimate handyman and jack of all trades. So, throughout my childhood, I helped work on projects with him for either our own house or for friends and family.
Whether pouring a driveway, repairing a roof, or doing some carpentry work, he really loved to build furniture and work with his hands. He taught me a lot about tools, different trades, and building things. At home, we would do our own drywall work, texturing, floating, painting, and laying tile.
This hands-on experience taught me the value of working with your hands and the satisfaction of creating something tangible.
But I also learned the hard way that the "Measure twice cut once" adage speaks to the value of planning. That was where the idea of architecture or building engineering was born, and my pursuit of understanding that.
In high school, I debated studying law, medicine, or engineering. Ultimately, I had a great physics teacher who went to UT Austin and knew the faculty and College of Engineering well. I went to an expo day there and learned about a program called Architectural Engineering, where multiple disciplines—architecture, engineering, and construction—come together. That really excited me.
I began my career with a two-year stint at another national general contractor, where I started in estimating. After a year, I realized that my talents and passions lay elsewhere, so I requested a role in operations at the project level. This led me to become a BIM Coordinator, which was a pivotal moment in my career trajectory.
At this prior company, I was quickly thrown into the deep end, working on a mega project worth over $500M in 2008 dollars. Initially, I was unfamiliar with the specifics and nuances of mechanical, electrical, and plumbing trades for that facility type. However, the subcontractors were incredibly supportive, inviting me into their trailers, home offices, fabrication facilities, and internal meetings. By thoughtfully observing and immersing myself in their workflows, I gained a deep understanding of not just the deliverables but also the processes behind them. This experience was invaluable.
When I transitioned to Bartlett Cocke, a friend of mine working there as an estimator mentioned they were looking to implement their first BIM project. I joined Bartlett Cocke to lead this project, which was a success. Winning over the long-time employees, such as a superintendent who had been with the company for nearly 40 years, was crucial. Initially skeptical of the new technology, he became a regular visitor to my office, eager to see the models and understand the day's work.
This experience shaped my strategy and approach to technology. We adopt a pragmatic view, implementing technology only if it adds value by saving time and money, enhancing safety, improving construction quality, or increasing sustainability. This approach gradually won over project teams and superintendents, leading to increased involvement in pre-construction and the standardization of BIM processes.
As we built the department, my responsibilities expanded to encompass all aspects of construction technology, eventually integrating IT, ERP, business processes, and analytics. This alignment of process and technology has been central to our company's strategy, ensuring that we stay at the forefront of innovation in the construction industry.
Technology is evolving at an exponential pace, with barriers to entry for emerging technologies lower than ever. For instance, turning on ChatGPT and accessing its AI capabilities is now a democratized process that was unimaginable just a couple of years ago. This accessibility, combined with the synergy of various technologies, is driving a significant shift towards the convergence of multiple fields.
In construction, numerous trends and emerging technologies are poised to revolutionize the industry. Autodesk, for example, has been a thought leader in this transformation. The integration of manufacturing techniques, modular and prefab construction, 3D printing, material science, robotics, AI, rapid prototyping, and simulations is set to drastically reshape how we design and construct the built environment.
Industrialized construction is more feasible than ever before, though no single technology will dominate the landscape, much like the energy sector where renewables such as solar, wind, and hydro power collectively contribute to the overall energy mix without any single source prevailing. It is crucial to remain conscious, aware, and adaptable in navigating these changes. Implementing structured proof of concepts (POCs) will be essential in determining what works and how best to integrate new technologies into our processes.
Our team employs a range of innovative approaches to stay ahead of industry trends. We have both standing and ad hoc internal committees, each with clear charters and specific purposes. These committees run structured proof of concepts (POCs) for various initiatives and technologies, embracing a "fail small, fail fast, fail forward" mindset.
Ease of use and implementation are our primary criteria for adopting new technologies or methodologies, as they directly impact scalability and adoption. For instance, integrating drones with platforms like DroneDeploy was straightforward and allowed us to centralize our reality capture strategy seamlessly.
Implementing BIM was more challenging, but over ten years, we've reached a point where every project incorporates the use of BIM in some form. Recently, we've expanded our technological toolkit by deploying ChatGPT across multiple departments in February and, more broadly, Copilot across all departments in April.
Our approach to implementation is structured, with clear desired outcomes and well-defined goals. We track quantifiable results diligently and strive to meet the SMART goals set by each committee, ensuring that our innovations are both effective and scalable.
One of my proudest accomplishments at Bartlett Cocke is having won people over one at a time, project by project, owner by owner. We've successfully woven technology and innovation into the fabric of our culture and operations. This cumulative effort is our biggest win. It wasn't a single achievement but a series of many small victories.
By leveraging technology as an enabler, we've rethought our processes, allowing us to deliver projects safer, faster, and better for our clients. I'm particularly proud of aligning and building internal teams with robust support capabilities, such as our VDC team, our analytics team, and our integrated construction team.
Every project I was personally involved in holds a special place in my heart. They were all highly collaborative, embodying the spirit of Integrated Project Delivery (IPD). We blurred the lines between design and construction teams, and between the owner and the subcontractors. By fostering this collaborative environment, we consistently met our goals and delivered outstanding results.
Implementing technology just for its own sake doesn’t work—a lesson I learned quickly. Technology is merely an enabler, not an easy button for all our problems. This understanding is crucial to developing an effective strategy for technology implementation and adoption.
Innovation, on the other hand, is essential for survival. It keeps us relevant, helps us stay ahead of the competition, and prevents disruption. Fostering a culture of innovation is not just a strategy but a necessity for staying ahead of the curve.
Regarding social impact, I view ESG (Environmental, Social, and Governance) as a holistic approach to doing the right thing by people, the environment, and through our company actions. While some executives may not fully embrace this, I believe ESG requirements push the industry and companies to adopt more sustainable and socially responsible practices. This focus on sustainability and the human aspect of our operations ultimately benefits everyone.
I value that our partnership with Autodesk is built on a shared vision. Autodesk has a clear vision for the built environment and their role within it, which closely aligns with Bartlett Cocke's purpose, vision, and strategy. Our BHAG (big, hairy, audacious goal) is to become the most sought-after integrated building solutions company, delivering projects safer, faster, and better than our competition. Achieving this requires a paradigm shift in project delivery.
Autodesk excels in fostering collaboration, promoting transparency, and creating an ecosystem for efficiency, innovation, and cooperation. They are uniquely positioned to help us bridge pre-construction with construction operations, a focus they have maintained over the past five or six years. Additionally, Autodesk is instrumental in turning over facilities for operations and maintenance, facilitating a robust ecosystem for data exchange and collaboration.
What truly stands out about our partnership is its genuine, two-way nature. Autodesk listens to the industry by sending developers into the field to witness the challenges that customers face firsthand. They then synthesize this feedback into their products, strategy, and roadmap, addressing not only today's challenges but also those of the future. This level of engagement and responsiveness makes our collaboration with Autodesk invaluable.
Advancing innovation and productivity at Bartlett Cocke requires a commitment to never becoming complacent and always staying ahead of trends, both at the macro and micro levels. This means actively listening, leveraging our culture of innovation and pragmatic approach, and continuously rethinking our processes.
We must never stop learning or being curious. It's crucial to remain humble and open to new ideas, regardless of how long we've been in the industry. There may always be a better way to do things, so maintaining a healthy sense of paranoia is essential. As the saying goes, "Only the paranoid survive," and by embracing this mindset, we can ensure that we stay innovative and productive in an ever-evolving landscape.
Jim Collins' hedgehog concept comes to mind: find what you are deeply passionate about, what you can be the best in the world at, and what you can get paid for. Strive to align these three elements.
Passion and purpose are crucial. The saying, "If you love what you do, you'll never work a day in your life," may be cliché, but it holds truth. Finding alignment with what fulfills you and gives you purpose can make a significant difference in your career.
It's also important to understand that construction offers many diverse career paths. It's not just about field management, project management, estimating, or the trades. There are numerous other functions within a company. For example, ten years ago, we didn't have an analytics team or a data scientist, but now we do. As the industry evolves, so do the opportunities within it.
Educate yourself about the various career paths in construction, even those not traditionally advertised in school. Supporting a company involves many emerging roles, each contributing to the overall success. By exploring these different paths, you can find a niche that aligns with your skills and passions.
