约翰·菲什（John Fish）以愉快的乐观和雄心勃勃的态度，通过2009年的大萧条来引导他的公司萨福克建筑公司（Suffolk Construction Co.）。他还为萨福克设定了巨大的目标，包括对技术的投资。既然美好时光又回来了，这家总部位于波士顿的公司将继续赢得全国各地的大型建筑建筑管理合同，在2015年的收入为25亿美元。Enr通讯员Scott Van Voorhis与Fish关于萨福克市场，千禧一代和技术的谈话。新利luck

What percentage of Suffolk’s work is now in either the tech or health-care sectors?

I would say the health-care and technology sectors are close to 25% of our portfolio. We are doing quite a bit of work with Amgen—and the barriers of working with a company like Amgen are high. We are working with GE Healthcare in Marlborough [Mass.], and we are working on GE’s new corporate headquarters in Boston. We are doing work on a new $700-million tower for Children’s Hospital [in Boston] and a $500-million All Aboard Intermodal center in Miami.

工会和开放式工作之间的平衡发生了很大变化吗？

I would say that, today, 50% of our work is union and 50% is open shop. It was 75% union four years ago. In the San Francisco area and Boston, we are building union. In New York, it’s both union and nonunion. In the Southeast, it’s nonunion.

您已经谈论了将技术更加紧密地集成到萨福克的运营中。为何如此？

大萧条之后，我们确实研究了我们的价值主张，并试图看看我们的竞争优势是什么。它比我们想要的相对较薄且薄。当您作为商品竞争时，竞争的唯一方法就是提供最优惠的价格，有时最低的价格不是最优惠的价格。归根结底，[重要的]是我们带给客户的内在价值。我在技术上进行了大量投资，探索了iPad和BIM建模的使用。

你好吗？

We came out with a brand-new vision for the company, transforming the construction experience by “building smart.” We use a VDC—virtual design and construction—model. The mechanical, electrical and structural—all the different disciplines are coordinated in one model. Before we build a job, we are building the job virtually first. Our value proposition and predictability in cost, value and scheduling are much higher now. If you are able to produce something more efficiently and predictably, you are taking the risk off the table.

OK, can you given an example of how Suffolk’s new “build smart” approach has paid off for you and your clients in dollars and cents?

As our models have become more accurate, our use of contingencies has dropped. We are seeing a 2% reduction in contingencies on projects because of the quality of the modeling. We also have been using a “virtual cave” that shows [clients] the three-dimensionality. Our ability to build it once and only once is more the norm than it is the exception. It is providing a sense of predictability, lowering our costs and increasing quality.

下一代如何帮助使公司更精通技术？

We had to start changing the DNA of the company. People my age, 56, were not born with technology. We take senior-level people and partner them up with millennials, who were born with that DNA, and create a mentor-mentee relationship. We have allowed millennials to have a much [stronger] voice than they would have otherwise had at another type of company. We have probably at least 200 young people working with senior-level [managers.]

萨福克是否仍主要担任高危承包商，规定价格建筑经理和设计建设者，还是改变了？

今天，我们更像是一家提供全方位服务的公司。我们比以往任何时候都参与项目要早得多，并试图通过不同的18luck官网技术为客户创造价值。