麻豆村

Preparedness is critical to meeting change and successfully scaling growth, and that is exactly what P1 Construction has been working toward over the past six months.

According to the P1 executive team, this has been an exciting opportunity to gather our leadership, reconnect with our purpose, and chart our future with a renewed focus on partnership and sustainability.

鈥淪o far, we鈥檙e a little over six months into our 18-month commitment to this endeavor, and I can honestly say the process has been refreshing,鈥� P1 Construction CFO Gloria Keating said.

CEO Bruce Belcher notes this work is not about 鈥渇ixing鈥� something, but taking something that鈥檚 already successful and ensuring it remains that way long into the future.

鈥淕oing through this process is meant to take our excellent organization and culture and ensure that it continues long-term,鈥� Bruce said. 鈥淭hat includes getting everyone involved by helping employees and customers understand our purpose.鈥�

What is 鈥淭rue North鈥�?

CFO Gloria Keating says 鈥渇inding our true north鈥� means understanding our purpose.

鈥淲e want to walk away with a 10-year vision, aligned with a clear purpose, that is deeply connected with who we are.

鈥淎s we focus on growth, we don鈥檛 want to leave the partners that got us where we are. As we grow our customer relationships, we believe everyone at P1 will grow right alongside them. This engagement is about building momentum and making sure our strategy translates into attainable results.鈥�

It鈥檚 bound to happen over time: several individuals in key leadership positions have retired, or will soon retire, from P1 Construction.

President Kollin Knox notes that this, along with significant company growth, meant it was time to address the future.

鈥淧1 has grown dramatically the last two years, and we鈥檝e averaged 18 percent growth year over year in the last five years,鈥� Kollin said. 鈥淭his type of explosive growth is a good thing, but it creates challenges and growing pains, too.鈥�

Getting a Second Opinion

P1 leadership knew they couldn鈥檛 adequately address these challenges alone.

鈥淧eriodically, P1 brings in outside assistance to help guide us through our strategic planning process,鈥� Gloria said. 鈥淥ver the last few years, our focus has been squarely on managing growth and navigating the challenges that came with it.鈥�

Today, P1 has reached a pivotal moment.

鈥淏ringing in outside expertise is about gaining perspective and looking beyond ourselves. It鈥檚 about stepping back and aligning our goals with clarity and intention,鈥� Gloria added.

鈥淪ince I have been with the organization, P1 Construction has been fortunate to experience continued profitable growth,鈥� Bruce noted. 鈥淎s we have grown larger, we came to realize the value in partnering with outside organizations to support that growth. A neutral party can objectively assess our business and question our direction.鈥�

This time, that guidance came in the form of , with whom P1 was familiar, but hadn鈥檛, until recently, thought of as a partner to help steer a future path for P1.

PiQ is an Olathe, KS-based organization with a business model solely designed to serve the architectural, engineering, and construction (AEC) industry. PiQ specializes in equipping leaders to navigate market disruptions and innovate business solutions to better meet client needs.

Kollin says P1 chose to work with PiQ because their approach is different.

鈥淭hey truly tailored their approach to fit P1鈥檚 associates鈥� needs, embrace our culture, and build upon those things we value,鈥� he said.

鈥淲hat stood out to us was their focus on making intentional decisions grounded in quantitative and measurable feedback,鈥� Gloria said. 鈥淭hat approach fits perfectly with our 100/0 mindset: 100% accountability, 0 excuses.鈥�

鈥淧iQ has their core programs, but they don鈥檛 try to force us into their framework,鈥� Bruce said. 鈥淭hey continuously listen and modify the program to fit P1鈥檚 needs 鈥� operationally and culturally.鈥�

PiQ Founder and President DeWayne Ables says one of the main reasons companies come to PiQ is a desire to identify their purpose 鈥� and reach their full potential.

鈥淭here are two types of companies in this industry,鈥� DeWayne said. 鈥淭he first type is focused strictly on projects and profit: 鈥榞et work, do work鈥�.鈥�

鈥淭he second type of company knows they can get work and make money just fine, but wants to do something significant. They seek to uncover their greater purpose, understand their impact on those they serve, and scale the company.鈥�

鈥淧1 Construction is the second type,鈥� he said.

  鈥淭here are two types of companies in this industry. The first type is focused only on projects and profit. The second type knows they can make money just fine, but wants to do something significant. They seek to uncover their greater purpose, understand their impact on those they serve, and scale the company. P1 is the second type.鈥�

Purpose-Driven Leadership

PiQ helps clients embrace the concept of the journey, guiding people and organizations to find their true purpose, which creates the ability to lead a movement 鈥� personal and professional 鈥� that will have an enduring impact on the world.

鈥淧1 knows they鈥檙e doing really great things already, but there are greater opportunities and they want help getting to that next level,鈥� DeWayne said.

Gloria notes that measurable data is critical to staying on track.

鈥淚t is not enough to have a plan 鈥� we have to know if we are on track,鈥� she said. 鈥淧iQ鈥檚 focus on intentional decision-making through measurable, data-driven feedback fits perfectly to help us track progress and correct course as needed.鈥�

DeWayne points out that with growth, identifying the leaders and future leaders in the group is critical, and making a plan to sustain growth without burnout is the goal.

鈥淧1 is committed to investing in the people on their teams to help them become the men and women they want to be, and build the organization in a way that actually controls its direction, rather than letting it go the way the world takes it,鈥� DeWayne said.

鈥淲e have gone through a process to identify the next generation of leadership, identifying individuals that showed interest and had the skill set needed to execute our profitable growth while maintaining our culture,鈥� Bruce said.

鈥淭hrough many years with P1, they know the organization and live the P1 culture. We are confident these leaders will help us grow and succeed.鈥�

Know Thyself

None of this happened in a bubble.

P1 engaged PiQ, along with many P1 associates across office and field, to participate in a series of bootcamps, meetings, surveys and exercises to help guide what will become our 鈥渢rue north鈥�, including succession plans, personnel organization, purpose, vision, and guiding principles.

鈥淲e were able to analyze and draw from data from multiple sources gathered beforehand,鈥� Gloria said.
鈥淭his was the most inclusive strategic planning process we鈥檝e ever had, and it showed. We gathered input from multiple sources.鈥�

The Future is Here

鈥淲e鈥檝e entered a period of accelerated transformation,鈥� Gloria added.

鈥淭he speed of change, especially driven by AI and data collection, is unlike anything any of us have seen before. These technological advances are reshaping how we plan, communicate, and execute projects.鈥�

Bruce adds that anticipating what current and future customers need will be part of P1鈥檚 success.

鈥淚t鈥檚 fine to meet the existing needs of customers,鈥� he said. 鈥淏ut we want to go beyond that, and be the solution they didn鈥檛 even know they needed. Those that come with us will shape our future.鈥�