Podcast Summary: Dirt Talk by BuildWitt

Episode: Keith Brubacher w/ Brubacher Excavating – DT 422
Date: March 5, 2026
Host: Aaron Witt (A)
Guest: Keith Brubacher (B), President of Brubacher Excavating

Overview

In this deeply insightful episode, host Aaron Witt sits down with Keith Brubacher, President of Brubacher Excavating, a premier civil contracting and sitework company in eastern Pennsylvania. The conversation traces the remarkable, multi-generational history of Brubacher Excavating and delves into Keith’s leadership journey, philosophy on safety, workforce development, company culture, and industry change. Listeners gain rare access to the honest struggles and pivotal lessons learned through Keith’s tenure—from navigating family legacies and generational transitions to crisis management during the 2008 recession and the COVID-19 shutdowns. The episode weaves in practical discussions about safety, personal accountability, workforce challenges, and the evolving role of purpose in the dirt world.

Key Discussion Points & Insights

1. Brubacher Excavating: A Unique Family Legacy (00:00–07:18)

• Family Dynamics:

  • Keith’s grandfather founded the original earthmoving business under “older Mennonite” traditions, using only steel-wheeled equipment (“My grandfather never had a driver's license, only owned things on steel” – B, 01:22).
  • Keith’s father, the “black sheep,” left the church, started his company with rubber-tired machines, and eventually bought out his father (“My dad started getting into bigger work... bought out my grandfather” – B, 03:44).
  • Two parallel companies operated side-by-side for 15 years, each with different views on technology and culture.
  • The business evolved from agricultural and small residential work to large-scale commercial development.

• Memorable Quote:

  • “That's probably the only time I've heard of two earthmoving construction companies started by two generations side by side.” (A, 04:43)

2. Early Immersion and Leadership Path (07:18–10:16)

• Growing Up in the Business:

  • Keith was surrounded by the family business from birth, learning from both work and family hardship.
  • “I didn't really imagine doing anything else... I just grew up in it and around it.” (B, 07:42)
  • Started as a laborer, worked every role, did not attend college—invested in learning through seminars, peer groups.

• Organizational Lessons:

  • "I've paid far more than you would ever pay going to college... in some of those lessons." (B, 09:26)

3. Evolution of Safety Culture (10:16–16:47)

• Changing Mindsets:

  • In the 1990s, safety was compliance- and insurance-driven, focused on avoiding OSHA trouble.
  • Shift to a values-based approach: “We believe every person has been created in God's image and has a unique purpose... If we have that standard, it really takes away the ‘Are we training for OSHA?’” (B, 11:46)

• Safety as a Value, Not Just a Priority:

  • Priorities shift under pressure; values endure (“if it's a priority, it's likely to shift... So we've really doubled down on communicating about living safety as a value” – B, 14:26)
  • Keith continues his father's tradition of writing personal birthday cards to all employees, reiterating the value of their lives.

• Notable Quotes:

  • “It's like a love-based operating system rather than a fear-based operating system...” (A, 16:11)

4. Trust, Accountability, and Culture (16:47–28:55)

• Personal Responsibility & Trust:

  • Both Aaron and Keith assert that safety and well-being are first a matter of personal responsibility, which then extends outward into care for the team.
  • “I'm not giving the responsibility of my safety to you. Sorry. It's mine. I'm going to own it...” (A, 19:15)

• Leadership Role:

  • The leader sets the example and must consistently communicate the core values.
  • “If you're trying to outsource it to someone else, it just... can only be so effective.” (A, 21:32)

• Industry Culture & Change:

  • Keith reflects on adapting company leadership from his father’s “cowboy” style to a process-driven, trust-based approach suitable for a business with hundreds of employees.
  • Discusses breaking with the adversarial, contract-driven model (“the industry is built around distrust”) and highlights the benefits of extending trust, even at risk of being let down.

5. The Pain and Growth of Leadership Transitions (28:55–38:45)

• Navigating Generational Change:

  • Keith became president at 32, struggled initially by trying to imitate his father; real growth began when he embraced his own leadership style fitted to modern realities.
  • Hard decisions included parting with long-time employees and business partners when their skills or mindsets no longer fit the business needs.

• Memorable Reflection:

  • “We operated way too much on ‘ask for forgiveness instead of permission’... that's not how we run the business in today's world.” (B, 29:07)

6. Redefining the Company's Core Purpose (38:45–46:50)

• People as Purpose & Differentiator:

  • Keith’s rousing challenge: view Brubacher as a “for-profit training and development organization that just so happens to work with amazing people...” (B, 39:13)
  • The “Why” behind building: Not about roads or dirt, but about creating the infrastructure that allows people and communities to thrive.

• Quote:

  • “If it weren’t for employees and customers, business would be great... I’m not going to say that anymore.” (B, 43:43)
  • “Our company mission is shaping the world we live in... but the part that really interests me is the opportunity to shape the lives of people.” (B, 42:42)

7. Crisis & Survival: 2008 Recession and COVID-19 (49:03–68:03)

• 2008–2011 Collapse:

  • Residential work vanishes; headcount drops from 400 to 218; company nearly fails (“...might have just lost it,” B, 50:00)
  • Survival aided by pivoting to Marcellus Shale O&G work, inspired by advice from outside board (“...that was a very defining, very difficult, difficult time” – B, 53:32)

• Quote:

  • “I wrote a resignation letter during that time... addressed it to God” (B, 53:32)

• COVID-19 Challenges:

  • Pennsylvania deemed construction “non-essential”—company shut down, 300+ employees laid off in a matter of days (61:30–62:38).
  • Navigated complex regulations, frantic waiver applications, followed by explosive demand a few months later.
  • Reflections on the deeper impacts of the shutdown: lost industry experience, retirement, enduring relationships stress.

8. Looking Forward: Utilities, Complexity, and Efficiency (69:47–83:23)

• Utility Work as Opportunity:

  • America’s old water, power, and sewer infrastructure create stable demand. Utility work offers less seasonality, more labor intensity, higher complexity—and thus, opportunity.

• Quote:

  • “I see opportunities in utilities... there’s a lot going on there in the utility world, which has been very strong.” (B, 66:04)

• Industry Constraints:

  • Staggering new infrastructure costs (Francis Scott Key Bridge, Amtrak tunnel) driven up by bureaucracy and systemic distrust.

• Competitive Differentiation:

  • Not equipment or technology, but “people are the one resource... that's just totally open ended.” (A, 42:23)
  • Emphasis on workforce training, engagement, trust, and loyalty as core profitability drivers.

• On Wage Pressure:

  • The industry must address stagnant wage growth for new generations, balanced against rising living costs.
  • Life circumstances and economic realities increasingly factor into career decisions for young workers.

9. Tactics in Workforce Development & Training (83:23–91:25)

• Development Programs:

  • Brubacher employs a field trainer focused on hands-on skills, and a manager of people development playing a personalized, guidance role.
  • Use of rightnow Media for on-demand training, performance management, and tailored video content.
  • Commitment to year-round training—even in peak season and on sunny days, reversing old “train during snow storms only” practice.

• Onboarding Philosophies:

  • Keith personally welcomes new hires in (almost) every orientation, blending values, vision, and transparency about the company’s fallibility.
  • “If we practice these three behaviors: own up right away, help make it right, and have humility to let others learn— we’ll get through anything.” (B, 91:46–93:44)

10. Culture, Mistakes, and Learning (91:46–117:58)

• Learning Through Mistakes:

  • Keith and Aaron discuss overcome barriers to reporting near misses or stopping unsafe work—emphasizing “take five” as a less intimidating approach.
  • Stories and transparency are vital: “Stories go a long way. Stories, stories, transparency really compound the things that... make it different.” (B, 100:32)

• New Generations, New Training Imperatives:

  • Recognizes that most entering the industry today lack the background knowledge once assumed. Training needs to be “as simple as explaining to a six-year-old” (A, 112:50).
  • “We have ways to go... We just assume they know so much, and it’s really not.” (B, 112:41)

11. Independent Boards, Accountability, and Leadership (118:52–121:44)

• Unique Governance:
  • Brubacher is rare in having an independent fiduciary board for a family business; directors can technically fire Keith as president.
  • This structure brings “meaningful 360 review” and healthy accountability, essential even for family ownership.
  • “It helps me grow, it helps me be encouraged... and focus on the things I need to keep working at.” (B, 121:00)

Notable Quotes & Memorable Moments

• On Trust:
  • “The less and less you trust people, I feel like the harder and harder it makes everything.” (A, 26:43)
• On Purpose:
  • “The road is the means, but that’s not the end game. It is just a piece of concrete and dirt and asphalt.” (A, 45:08)
• On Crisis:
  • “Very, very challenging. Very dark times, personally, business wise.” (B, 51:48)
  • “I wrote a resignation letter…addressed it to God…if you have a purpose for me in this, it’s going to need to be all you, because I don’t know what to do.” (B, 53:32)
• On Training:
  • “As soon as you say that, I think of the three truckloads of stone the grader operator had to push off the street because I looked at the wrong side of the correct foot rule…” (B, 114:49)
• On Independence in Governance:
  • “I think it’s hard to preach accountability to other people in the business and not be subject to it myself.” (B, 120:20)

Timestamps for Key Segments

• Unique Family Legacy/ Mennonite Influence: 00:00–07:18
• Safety Evolution & Culture: 10:16–16:47
• Personal Responsibility & Trust: 16:47–28:55
• Leadership Transition & Changing Approaches: 28:55–38:45
• Redefining Company Purpose: 38:45–46:50
• 2008 Crisis Experience: 49:03–58:06
• COVID-19 Shutdown and Aftermath: 59:30–68:03
• Utilities and Growth Areas: 69:47–83:23
• People Development & Training Strategies: 83:23–91:25
• Mistakes, Lessons, and Culture: 91:46–117:58
• Independent Board & Accountability: 118:52–121:44

Tone & Language

The episode blends humility, humor, and candor, offering honest reflections from both guest and host. Technical jargon is often paired with practical, down-to-earth stories that make the conversation accessible, insightful, and deeply relatable for anyone in the construction or dirt world.

For those considering leadership in construction or aiming to develop people-first organizations, this episode is a masterclass in building—not just infrastructure, but enduring, purposeful companies.