Construction doesn't solely rely on blueprints and hard hats; it also relies on curiosity, hands-on learning, and people who make the buildings come to life. For those who step into job sites, success is measured by attitude, adaptability, and willingness to ask questions. From building psychological safety to leveraging technology like robotics, the modern superintendent is constantly learning how to work smarter by balancing human expertise with innovation.

Erin Saiki is a superintendent at DPR Construction who started her career pursuing civil engineering at UC Berkeley and discovered a passion for construction during a 2018 summer internship with DPR. After her graduation, Erin joined DPR as a project engineer but quickly realized her strengths and enthusiasm were better suited to the field rather than an office environment. Aligning herself with DPR's field engineer program, she moved to site leadership and has since progressed to become a superintendent.

Highlights

[00:20] Erin path to construction leadership. [02:31] The importance of hands-on field experience. [08:00] Making clear, objective decisions based on what's best for the job. [11:42] Psychological safety in construction. [16:50] Collaborative leadership vs. traditional leadership. [20:52] Management of tough conversations and self-awareness. [22:37] Bridging technology and craft work in construction. [28:44] The importance of getting involved early in the design phase. [33:14] The importance of addressing mental health issues in construction. [39:56] Showing up, volunteering, and finding ways to add real value. [41:18] The superintendent of the future.

Key Takeaways

Touch, observe, and follow. Spend time in the field to see how drawings translate into real installations.
Go into the field expecting to learn and be comfortable admitting what you don't know. Gather input from all trades before deciding and make the call once you have enough information.
Build psychological safety. Encourage workers to speak up without fear of blame. Prepare mentally before a tough conversation and focus on what you can control, not how it will be received.
Explain what the technology does and doesn't do and frame technology as support, not replacement.
Talk openly about mental health on site and build a supportive, respectful jobsite culture where workers feel safe.

Connect with Erin SaikiLinkedIn - linkedin.com/in/erin-saiki/ Website - dpr.com

From Civil Engineering to Superintendent: The "Field-First" Pivot