In an era where transit and infrastructure projects face tighter budgets, stricter timelines, and heightened expectations, success in construction is increasingly tied to collaboration. Clayton Gilliland, president of Alameda, California-based contractor Stacy Witbeck, argues that much of that success depends on the “tone” a project sets at the very start.
“In today’s transit world, doing more with less has become the norm, which is a shared challenge for public agencies, designers and contractors alike,” Gilliland wrote. “Large-scale megaprojects continue to support overall activity, but with mounting signs of economic softness, the pace of growth is beginning to moderate.”
Gilliland emphasizes that effective partnerships don’t just happen—they must be intentionally built from the outset. For him, true collaboration means moving beyond working in silos.
“Sometimes we think we’re collaborating, when in reality, we’re working in silos,” he said. “True collaboration means getting in the same room, having a conversation together. That’s when communication becomes faster and decisions become clearer.”
He recalled a preconstruction phase where his team worked directly with a project partner to review the contract in person. “I remember it clearly: not just emails flying back and forth or redlines going unnoticed, but physically sitting across the table from our partner and having an honest conversation about our concerns. That moment really stuck with me. The ability to shape the agreement from the very beginning; not after it’s finalized, but while it’s still being defined. It was validation that our voice mattered. That, to me, is what working together truly looks like.”
A key theme Gilliland returns to is language—specifically, how word choice impacts relationships and project culture.
He described a training session that was memorable for its simplicity: “The entire session was built around a single one-page handout. It highlighted something that seems small but is actually quite powerful: language. Specifically, how the words we use shape our relationships and behaviors in collaborative environments.”
At the top of that page was a table comparing traditional, adversarial phrases with collaborative alternatives. The lesson: words help set the tone for long-term partnerships. “The training reinforced that the way we talk to each other sets the tone for how we work together. And when you’re on a five-year project with multiple partners, that kind of tone-setting matters.”
.avif)
Gilliland also notes that collaboration thrives when leadership is inclusive and transparent. On a long-term project, his team held a joint training session that included not just executives, but staff from both the office and the field.
“It wasn’t limited to project managers or executives. The session brought together people from both the office and the field. Everyone involved in delivery was there. That kind of inclusive environment signaled that this wasn’t going to be a top-down operation. It was going to be a partnership where input from every level of the team mattered.”
That philosophy extends into estimating and budgeting, particularly in open-book arrangements. “We unpack the entire estimate line by line,” Gilliland said. “You can see every activity, subcontractor quote, labor assumption, indirect cost, fee and contingency. We even walk through the risk register and how it ties back to the cost model.”
While some owners may initially find that level of transparency daunting, he argues that structured orientation sessions help ease concerns and build trust. “What’s critical is being able to clearly show how and why your estimate has changed with each design iteration. Everyone begins to understand not just what the number is, but the reasons behind it.”
At Stacy Witbeck, Gilliland sees collaboration as more than a cultural value—it is built into the contracting framework. “Collaboration becomes the ‘activator,’ acting as a catalyst for better outcomes across cost, risk, and trust,” he wrote.
He concludes that success in modern project delivery comes down to mindset and intentionality. “In the end, collaborative contracting is not just a better way to deliver projects, but a better way to build trust, relationships and strong teams. While structure creates the foundation, success depends on mindset and intention. Whether you are an agency leader, a builder or a designer, the goal remains the same: Show up early, stay engaged throughout and remain aligned at every step.”
Originally reported by Clayton Gilliland in Construction Dive.
.webp)
