Construction Today - July 2016 - 92

Institutional | BROOKSTONE

the YMCA's Camp Cullen in Trinity, Texas,
located about 90 miles north of Houston.
Brookstone has built several projects for the
camp, including a rifle range, swimming
pool, archery range and 12 3,500-squarefoot cabins.
When working for a diverse group of clients, contractors must be able to adapt to the
requirements for each job. Different owners
and architects are comfortable with different
project delivery systems. Brookstone is
comfortable working through a variety of
delivery methods, from design/build to
competitive bids and sealed proposals. But
the majority of the company's work is conducted with construction manager at-risk
with a guaranteed maximum cost.
The construction manager at-risk delivery method allows Brookstone to become
involved early in a project and better
protect and inform the client.
"I think we have a sincere desire to
please and make everybody on the project
team successful," Montegut says. "The better informed they are the better decisions
they can make. And the sooner they can
make decisions the sooner you can deliver
the project to them."
Brookstone also offers land acquisition,
scheduling, estimating, building information modeling, constructability review and
permitting services.
"It's all about making things happen,"
Montegut says. "If you don't make it happen you don't make money."
In addition to its vast construction
services, the company completes some of
the actual building in-house - primarily
carpentry, blocking and hardware - but
subcontracts out most of the work. Before
signing an agreement with a subcontractor, Brookstone first brings them in to talk
about crew size, productivity and their
existing workload. Both sides come to
an agreement on how long the work will
take in each portion of the building and
Brookstone then uses those timeframes to
develop the overall project schedule.
Montegut says the construction manager
at-risk process allows Brookstone to best
manage constructability so that subcontractors are clear on the details. Brookstone's
superintendents are also on site to check

92

CONSTRUCTION-TODAY.COM JULY 2016

the quality of work in the early stages so
that if something needs to be corrected it's
fixed before becoming a larger issue. "They
understand that we're expecting them
to produce a certain amount of work in a
certain amount of time," Montegut explains.

Investing in Employees
Montegut has worked in the construction
industry for 37 years, but before joining
Brookstone in 2008 he worked as a consultant. During that time he grew to miss
his interactions with young people and
the time he spent helping them learn to be
successful in the business. The construction business is entrepreneurial, Montegut
explains, and a successful manager has to
train people and then get out of the way.
It's an approach Montegut brought with
him to Brookstone.
Montegut says Dishman is a people-oriented CEO and Brookstone has one of
the best employee retention rates of any
company he's every worked for. "We tell everybody when they come to work there that
we're going to help you grow your career,"
Montegut says. "And we do."
Brookstone uses a mentoring process to
teach its employees. Management encourages workers to come to them with any
question, regardless of how small it may
wants to help its
ยป Brookstone
employees grow their careers and
has a high employee retention rate.

seem. Montegut says employees can't be
afraid to ask for help when they are working
with subcontractors to get a commitment to
make a project happen in a certain way or
to resolve an issue. "We're here to help you
be successful and help you learn your job,"
Montegut says.
Brookstone is in a constant state of learning even as the Houston market continues
to boom. Montegut sees two or three new
tower cranes going up in the city every
month and Brookstone's own workload is
limited only by its manpower. The company's biggest challenge today is finding
qualified people and subcontractors to work
on projects.
To manage that activity, Brookstone hired
10 new employees in recent months and
moved to a large office space. The company is
now undertaking about 16 projects annually.
Although business is good, the volatility
of oil prices always adds some uncertainty because of Houston's close ties to the
energy market. Start dates can be delayed or
projects canceled depending on the price of
a barrel of oil. But Brookstone's reputation
and diversity are helping it weather those
fluctuations. "You got to be flexible, you got
to think out of the box and you got to communicate," Montegut says. "If you do those
things you'll be successful."


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Table of Contents for the Digital Edition of Construction Today - July 2016

Contents
Construction Today - July 2016 - Cover1
Construction Today - July 2016 - Cover2
Construction Today - July 2016 - 1
Construction Today - July 2016 - Contents
Construction Today - July 2016 - 3
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