To the untrained eye, a construction site can appear chaotic. It takes a skilled conductor to turn the cacophony into a symphony. The personal responsibility and leadership of the superintendent serves as a foundation for the team.
Carlos Peña Gutiérrez, a craft superintendent at Burns & McDonnell currently leading efforts at a battery energy storage system project in Georgia, shares his insights on serving in that role and key elements for achieving success in the field.
A: Safety starts first thing in the morning. I lead the daily safety meetings and see that the message is clearly communicated to everyone. Since we have a bilingual workforce, I translate the meetings between English and Spanish so there’s no confusion and everyone understands exactly what’s expected for the day. I also like to use real examples, not just from the job site, but from past projects and everyday situations at home. That helps make safety more relatable and real, not just something written on paper. I try to keep the conversation interactive, encourage questions and make sure everyone feels comfortable speaking up. When people feel informed, included and heard, they stay focused and look out for each other.
A: It starts early. I’m usually one of the first on-site and among the last to leave. I like getting here early so I can plan my day, get focused and prepare for the morning safety meeting. After that, I coordinate closely with the general foreman so he can align with the foremen in the field, and we can keep the work moving in the right direction. Since stepping into the superintendent role, my time in the field has decreased. A lot of my day is spent coordinating meetings, communicating with the client, handling paperwork and ordering materials. That said, I still make it a point to spend time in the field checking on the crews, making rounds and seeing that everyone has what they need. I wrap up the day back in the office, getting paperwork completed and sent out so the project stays on track.
A: Not everyone is truly ready to be a superintendent. You may understand the role and the responsibilities on paper, but once you’re in that position, it’s eye-opening. You realize very quickly that you’re responsible for everyone on that site. You’re the one leading the team and setting the tone. Communication is one of the most important skills. When I was promoted, I was told they knew I had the technical knowledge; now the challenge was teaching, guiding and communicating that knowledge to others. That’s one of the hardest parts of the role, and it’s something you really have to learn through experience. You also have to know how to lead people you’ve worked alongside for years. That transition can be challenging. I’ve learned that raising your voice doesn’t get the results you want. Talking to people, explaining expectations, listening to concerns, and being firm when needed earns more respect and leads to better work. You still have to be strict at times, but strong leadership comes from clear communication and mutual respect.
A: I believe in being transparent with the crew and telling them the truth about how things are going. At the same time, I try to keep the pressure that comes from the office where it belongs: in the office. The field teams don’t need that added stress to do their jobs well. On long days or during delays, I remind the crew of the end goal and why we’re doing the work. I explain what’s causing the delay and what the plan is moving forward. Sometimes motivation is simply having an honest conversation and letting people know their work matters. I also make sure they understand there’s a place for them here and that there’s another job coming up. That sense of stability and communication go a long way in keeping people focused and motivated.
A: When I started, most of the work was done with hand tools. Today, almost everything is powered cordless tools: Impact drivers and wrenches, drills, and electric screwdrivers are used for tasks that used to be done by hand. Even drawings and paperwork have gone digital. We now rely on tablets, electronic prints and apps to manage documentation and communicate in real time. I’ve been in the field for over 26 years, and I’ve seen changes that have helped improve efficiency and communication. At the same time, I think it’s important not to rely on technology too much. Knowing the fundamentals and understanding the work is still critical, and technology should support that, not replace the trained human eye and experience.
A: My advice is simple: Learn from the people around you. There’s a lot of experience in the field, but you have to ask questions and express what you want to learn. Don’t just go through the motions. Understand what you’re doing and why you’re doing it. If there’s a task you want to learn, ask to do it. The best way to learn in this industry is by doing the work yourself. Take the time to learn the proper names of tools and equipment and understand their purpose. One thing I wish I had done earlier in my career is ask bigger questions, like what I was building and why the project existed. Knowing the purpose of the facility or equipment gives your work more meaning and helps you grow beyond just showing up, working and going home.