Having this mix of high-level executives on the Welty team helps the company anticipate where the problems are going to be and what processes need to be put in place to proactively address them.
“I don’t want that to sound like we’re perfect. Sure, we have our share of fires and challenges that we’re dealing with, but I think we’re way ahead of the curve the way we deal with it,” Taylor says.
Client’s client
Welty has also differentiated itself through its approach to projects, which Taylor separates into “control over” and “control with.”
Control over is when Welty wins a bid to complete a project with already defined parameters. Those tend to be about first pricing.
Control with is when Welty is brought in from the start and has input on materials, size, location and other critical project decisions. That represents a chance for Welty to have a more substantial impact on the client’s success.
“We’re working with the architect, we’re working with the client and we’re a part of the team,” Taylor says. “We’ve been involved with trade partners — the mechanical engineer, the electrical engineer, the structural engineer and the contractors. We want to have the dialog about what are the best practices, what’s the best way to make this work, how can we accomplish this at the least cost and the fastest way.”
It’s a different conversation, he says, and it requires being curious about how the client’s business works rather than building to the design specs. For these jobs, Welty’s focus is on what it can do to help its customer be successful with their customer.
“When we build a building, the building does nothing for our client,” he says. “It’s the activation of the space that we put people into. We call it high-performance workspace.”
Taylor says the company’s approach to projects ties directly back to his emphasis on the soft skills of his employees and the health of the organization.
“Because when you’re put into that situation where you’re helping to create, you’ve got to be much more sensitive,” he says.
“Architects are right-brained and creative, and contractors are left-brained and more analytical and more process oriented. Together, we make a great team; but separated, there’s always friction because we don’t think the way they do and they don’t think the way we do. This process of bridging that gap and meeting them in the middle is what allows us to actually activate our God-given talents in a way that benefits the client differently. That’s why we spend so much time on these soft skills and getting healthier, so that we can deliver better results to our client.”
How to reach: Welty Building Co., (330) 867-2400 or www.thinkwelty.com
Takeaways:
- Eschew convention for results.
- Build complementary teams that embrace differences.
- Anticipate the structure your company needs to sustain growth.
