A Closer Look at the Emerging Roles in Today’s Construction Industry
BY JEANIE J. CLAPP
This year marks the 100th anniversary of Columbia Construction, an AGC of Massachusetts member – a firm with projects spanning the academic, corporate, healthcare, hospitality, interiors, science + technology, and energy sectors. But Columbia’s centennial story is more than a milestone — it’s a reflection of the construction industry’s transformation. New roles in wellness, belonging, innovation, energy and technology show how the industry has expanded its scope while staying true to its foundation: building safely, efficiently and with purpose.
The Past
When Columbia President Shaun Lover reflects on the company’s centennial celebration, he sees a firm shaped not only by the buildings it has delivered, but also by the way the construction industry itself has evolved.
“We have certainly built from the core principles [our founders] established,” he said, “but the level we work from now might be surprising to them. In the past they were so busy working in the business that they didn’t have time to work on the business.”
Lover believes the company’s founders would be pleased to see the construction team working alongside the architects and consultants from the inception of a project.
“We were typically seen as simply the doers,” said Lover of industry professionals of the past. “Today, the construction management firm is seen as a true partner on projects. With the evolution of the preconstruction phase, we are involved much earlier and are co-creators.”
The demands of modern construction are also vastly different from those early days.
“The way we work has changed greatly with the adoption of digital technologies, the development of prefabrication and modular construction, and the everchanging complexities of the supply chain,” Lover said.
Attitudes toward the workforce have shifted as well.
“There’s a greater respect and compassion shown for the workforce,” he said, “including trade partners who are truly considered in every aspect of the work.”
From sustainability and wellness to virtual planning and construction, the firm has embraced roles that didn’t even exist two decades ago.
The Present
For Columbia, these positions include vice president, improvement and innovation; director of energy; reality capture manager, among others. In all instances, they add tremendous value to a project outcome, to clients, to the larger project team and to team members, who are able to lean on the wide-ranging knowledge of their own colleagues.
“We involve the people in these new roles from the very beginning of a project to be sure their expertise informs decision-making and contributes to planning, even during the pursuit of the project when we are developing an RFP,” said Lover.
With a seat at the table, Columbia influences design choices, sustainable materials, MEP systems and more.
“Our in-house sustainability and renewable energy experts play crucial roles in accomplishing projects that minimize harmful impacts on the environment, and often, save money for our clients, too,” he continued.
Plus, with the volume of projects Columbia has, there’s a wide-reaching community impact.
“We have an obligation to deliver solutions that address challenges. We are conscious of using materials, building procedures and energy sources that minimize harmful impacts on these communities and the environment at large.”
Education also remains central to Columbia’s success, particularly in areas that might seem less tangible.
“When leaders buy into the importance of emotional intelligence, strong communication and empathetic listening,” Lover said, “they become far more effective, and their teams are higher-performing.”
Looking Ahead
According to Lover, Columbia continues to scan the horizon for new strategies and technologies.
“I hope [our founders] will recognize our imperative to embrace change and to develop a supportive and respectful work environment, with emphasis on health and safety, breaking down barriers and establishing a more inclusive team-based approached.”
That, Lover says, is the legacy Columbia intends to carry into its next century.
Newly defined roles and the impact they’re having
Health & Wellness Specialist Amore Douglas
Q: How does health and wellness assimilate with safety?
Douglas: A safe worksite starts with people who feel strong, healthy and clearminded. When employees are supported in their overall health, they are better able to stay safe on the job. Wellness initiatives in construction, like stretch & flex, help prevent injuries, while also opening the door to conversations around nutrition and holistic health. It is about creating a culture where safety goes beyond rules and equipment and truly starts with the wellbeing of each person.
Q: What wellness concerns are most pressing today?
Douglas: Mental health, stress, injury prevention and heart health. Even simple steps, like making blood pressure checks available on-site, can spark important conversations and lifestyle changes.
Community & Belonging Manager Jerrett Jones
Q: Why does construction need a role dedicated to community and belonging?
Jones: Construction is about people. Projects succeed when teams feel safe, supported and connected. My role ensures psychological safety is part of our culture.
Q: How does diversity improve project teams?
Jones: Different perspectives lead to better solutions and risk management. Expanding supplier diversity also strengthens delivery while supporting local communities.
Vice President, Improvement & Innovation Siggy Pfendler
Q: Where do you see the greatest opportunities for innovation to truly change the way construction teams work?
Pfendler: At Columbia, innovation often points to software, but we’ve learned that tools alone don’t solve problems. They work best when paired with thoughtful process improvement. From helping project teams adopt reality capture tools like OpenSpace to streamlining everyday workflows, the goal is to make construction more efficient and collaborative. Columbia’s openness to re-examining how things have been done for decades mirrors a larger cultural shift across the industry, in which improvement and innovation raise the bar for everyone.
Director of Energy Josh Dretchen
Q: What role do you play in helping clients navigate energy codes and incentives?
Dretchen: My most important role is to be an educator. Our clients are experts at what they do, but we cannot expect them to keep up with code and incentive changes. It is our job to know what is going on in their respective cities or towns, what is going on at the state level, and what incentives are available from a federal perspective, all the way down to the utilities. It is also imperative to not just focus on how we plan for today but to see the trends of where things are heading to ensure we execute a project that meets tomorrow’s expectations.
Q: How does energy planning connect to sustainability goals?
Dretchen: We are seeing technologies across the board focus on increasing efficiencies which lead to lower operating costs for our clients. A great example of this is heat pump technology. Even partial electrification of heating or cooling systems can have a massive impact on operational expenditure as heating and cooling typically make up 70-85% of a building’s energy usage. By focusing on increasing efficiencies and reducing operational expenditures, a natural benefit is carbon reduction. A client doesn’t need to have published sustainability goals to reap the rewards of decarbonization, but it definitely helps solidify the sell to the C-Suite or board of directors when we tie the financial benefits of a project to their values.
Reality Capture Manager Erik Gronneberg
Q: How does reality capture change project management?
Gronneberg: The key to a strong reality capture program is knowing both the strengths and limitations of each technology and applying them at the right time. Just as important is getting involved early in a project to understand its unique details and challenges. With that insight, we can choose the right tools, capture the right data and, most importantly, interpret and apply that information to solve relevant problems.
Q: What’s next?
Gronneberg: I see two major opportunities. The first is at the building level, where reality capture enables accurate digital twins. Having a complete digital record makes future renovations or expansions far easier, because you’re not starting blind; you already know exactly what’s there. That makes design and construction faster, safer and more cost-effective. The second is at the industry level, where capturing enough projects digitally will allow AI and analytics to spot patterns across jobs. Every project is different, which traditionally makes about what works and what doesn’t. But when you can compare hundreds side by side, the invisible becomes visible – risks, efficiencies and best practices emerge. In the future, I believe reality capture won’t just support construction, it will change how we design, build and operate buildings.
Director of Virtual Planning and Construction Jennifer Wooles
Q: How does VPC change project planning?
Wooles: Through the coordination process, entire construction projects are planned virtually prior to the start of construction. This enables installation issues, changes to different-sized equipment and existing condition impacts to be identified much earlier within the construction project process. By identifying these earlier, it allows design and trade partner teams to determine the right solution rather than the quickest solution. It also eliminates delays on-site since the solution was determined prior to the start of installation.