Brian shares his personal background in construction, starting young with his father and launching QBC in 1998. He talks about early challenges in valuing employees, shifting industry perceptions, and building a company where people felt appreciated.

Brian reflects on how his leadership style evolved. He notes the lack of formal leadership training in construction and how he had to research, learn, and develop QBC’s own programs. He stresses that leadership is more than delegating — it requires understanding the whole person and adapting to generational shifts.

Brian explains QBC’s approach to creating leadership pipelines, emphasizing training programs, mentorship, and cultivating the right attitude. Entry-level leaders graduate into elite leadership roles, ensuring long-term growth for both employees and the company.

Caroline and Brian discuss how QBC stands out in the construction industry for providing structured leadership training. While rare in construction, this approach has helped QBC avoid chaos and grow sustainably.

Brian reflects on scaling challenges and the need to demonstrate career growth opportunities to younger workers. He highlights how leadership training builds confidence and shows that construction offers a viable, rewarding career path.

Brian explains how QBC shifted hiring practices to attract the right people, focusing on transparency, realistic expectations, and cultural fit. This shift strengthened retention and ensured long-term success.

Brian shares how QBC invests in employee growth by checking in regularly, aligning professional and personal goals, and creating a vision for the future. He emphasizes the importance of helping younger generations see their place in the industry.