According to John Schneider, when you’re working in the construction industry and building complicated projects with many moving parts, it’s an exhilarating feeling when everything comes together just right. And fortunately for GGA Construction, with a great team of people, John says that’s the expectation of the leadership team for each and every project.
“The other feeling I can compare that to is golf,” he said. “You can have a horrible round, but when you hit that one magical shot, it’s the best feeling.”
John grew up in the Dover area and graduated from the University of Delaware with a degree in engineering technology. He had an initial interest in highway design and did that with a consulting firm before joining the Delaware Department of Transportation. He missed private industry, and he eventually went back to work focusing on land development. When the real estate bubble burst in 2008, John found himself out of a job. When he landed another position, he started his own consulting business on the side as a financial safety net for him and his family. Eventually, he left to start his own business, Broadpoint Construction. He met Dave and Lorri Grayson with GGA Construction through their collaboration on the Rehoboth Beach Country Club project. Eventually the two businesses merged, with John becoming president of GGA Construction.
With his wife, Autumn, and one child still at home, John recognizes the need to try and find a work-life balance with the demands of his job at GGA.
“I’m a big plan-ahead person,” said John. “I find that’s the best way to ensure I’m available when I need to focus at work, but also available to spend quality time with my family.”
When John started his own business, he was involved with running the business as well as managing projects. At GGA, John now hires people to do the work that he used to do, and feels that gives him a better understanding of what people in those roles need to be successful. That’s particularly important today, when younger people are looking for more flexibility with work hours as well as wanting to be in a job where they feel they can make a difference for their employer. John says that what worked 20 years ago doesn’t work today. Leaders today need to be able to strike a balance between driving high expectations and individual accountability, while at the same time making sure employees have what they need individually to be successful.
John feels very fortunate to have become part of an already successful business at GGA Construction.
“Lorri and Dave Grayson have built a great business with great customer relationships,” he said.
Looking to build upon that success with his partners, John believes a different model that emphasizes a larger leadership team, where the capacity for innovation and strategic thinking is spread out, is the best way forward for GGA Construction.
“The only way we’ll be able to effectively scale our business and engage more of our people is with this kind of model,” he said.
John is a big believer in utilizing technology to advance the company, and he views artificial intelligence as a game changer in the construction industry.
“Instead of poring through pages and pages of construction documents and being distracted by menial tasks, AI will free people up to connect with their team members, customers and subcontractors,” he said.
This reinforces John’s belief that the successful construction industry professional of the future will develop better interpersonal skills, in addition to the technical skill sets that are imperative in the construction industry.
Giving back to the community and sharing his success with others is a priority for John. He admires other businesses in the community like Schell Brothers and SoDel Concepts, which do a great job of giving back. He believes that’s where GGA Construction is moving as well, not only to give back, but also to be attractive to people who desire to work for those kinds of companies.
John’s biggest challenge has been going from a small entrepreneur, where the owner does many of the tasks, to a larger business where he delegates many of those tasks he used to do.
“It’s really hard sometimes to let go of what you feel comfortable with, but that’s what I have forced myself to do in order to grow personally. Pushing myself outside of my comfort zone is necessary,” he said.
When asked what advice he would give his 18-year-old self, John said he would reinforce the importance of building trust in all relationships throughout his life – not just business, but any relationship.
“Trust is like a forest. It takes years to grow, but can burn down in an instant,” he said.
As GGA Construction continues to grow and evolve, John recognizes it is trusting relationships that will be a critical success factor for the future.
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This column provides an opportunity for readers to connect with the personal side of business leaders in area communities. Many of our local business owners and CEOs are thought leaders in their community, and they can provide valuable insights and ideas on issues of common interest to all of us. Successful businesses are essential for a healthy and growing society, especially as people continue to move to this area looking for employment opportunities. This column will highlight leaders who are not only successful, but also making a difference in our communities.
Jeffrey Fried was an executive in the healthcare industry for over 40 years, including serving as the president/CEO of Beebe Healthcare for 24 years. After leaving Beebe Healthcare, Jeff started his own consulting and executive coaching business and has coached other executive in a wide variety of industries. In addition, Jeff has partnered with a company called Vistage, the oldest executive development and coaching company in the country. He serves as a Vistage chair on the Delmarva Peninsula, where he supports a local group of business owners and CEOs. Jeff and his wife Sherry reside outside Lewes and have three children, six grandchildren and two rescue dogs.
