Leadership changes the definition of success. Early in your career, progress is measured by your own skills, achievements, and recognition. Once you are responsible for others, success becomes the growth, confidence, and capability they gain because you created the right environment.

Leaders who embrace this shift spend less time proving themselves and more time coaching. They offer clear expectations, practical feedback, and real opportunities that stretch people just beyond their comfort zones. Mistakes become fuel for learning rather than reasons for blame.

Over time, this focus on developing others compounds. Teams fill with people who think independently, share ownership, and are ready for bigger responsibilities. The leader’s true legacy is not a list of projects completed, but a generation of people who can now lead well themselves.

Intentionally invest time each week in coaching someone on your team to grow.

Suffolk calls itself more than a builder, aiming to redefine how America builds. The company is a courageous organization united by an ambitious strategy to transform the built world. Its mission is to integrate the entire building lifecycle into one seamless platform powered by people, data, and innovation.

Core values shape how that mission is reflected in every job. Passion reflects a genuine love for turning dreams into complex iconic structures. Integrity means always choosing what is right with honesty and decency. Hard work, professionalism, and caring guide behavior, from grit on challenging projects to leadership by example and kindness toward coworkers, partners, and communities.

The Suffolk story begins in Boston with one project and large ambitions, then expands nationwide as America’s Contractor. Growth includes opening offices across the country and pairing construction services with new businesses in capital, technology, design, and sustainability. Programs such as Career Start, Build With Us at Suffolk, Giving Circle, and Suffolk Cares show that building careers and communities is as important as delivering skyline-changing projects.

Suffolk blends vision, data, and a caring culture to turn construction into lasting community impact.

Missouri has selected an Emery Sapp and Sons Parsons team to rebuild a busy segment of Interstate 70 between Rocheport and Columbia. The state has awarded a 441 million design-build contract that adds a third lane in each direction and modernizes pavement and interchanges along 14 miles of the corridor.

The design-build approach allows engineers and contractors to overlap work, but it also concentrates schedule and cost risk on a single joint venture. From mid-2026 through late 2029, the team must keep freight and commuters moving while replacing bridges, reconfiguring ramps, and pouring new eleven-inch concrete under live traffic.

For Missouri, this project is more than a local fix. It is the fourth piece in a multibillion-dollar effort to expand Interstate 70 to three lanes each way across the state, a test of whether long corridor upgrades can be delivered with less disruption, tighter budgets, and more apparent benefits for shippers, small towns, and daily drivers.

Treat corridor megaprojects as shared-risk, mobility systems.

Builders are testing concrete printing at the neighborhood scale in Texas, where a new community near Houston's Hobby Airport plans to build 80 single-family homes on 13 acres using robotic equipment instead of traditional framing crews. Early buyers are being offered energy-efficient walls, modern designs, and city-backed down-payment assistance to keep prices in the two-hundred-thousand-dollar range.

The experiment is part of a broader surge in concrete-printing projects from Georgetown to Austin, where large developers and technology firms are racing to turn pilot houses into whole neighborhoods. Their machines squeeze out ridged layers of cement that form exterior walls in days instead of weeks, while promising stronger insulation and less waste than stick-built construction.

For the residential construction business, the question is whether savings from faster schedules and smaller crews will outweigh the high cost of printers, specialty mixes, and new training. Permits, building codes, lenders, and insurers still treat printed homes cautiously, so the firms that thrive may be those that pair the machines with local partners and clear affordability goals.

Prioritize pilots that prove both speed and long-term durability.

Good morning, team. Today, we are focusing on how we work in and around deep ground cuts so no one gets buried or trapped. Speak up if you see unsafe walls, access, or spoil piles.

Cave-ins are the biggest killer in deep ground work. A single cubic yard of soil can weigh as much as a car. Before anyone enters, we need a competent person to inspect walls, protective systems, access routes, water conditions, utilities, and nearby traffic, and to continue checking as conditions change.

Open cuts can collapse without warning, leaving no chance to react. Take time to set up protection, keep people and equipment back, and stop work if conditions look wrong. Everyone has the authority to refuse unsafe entry.

Today we finish every dig with stable walls, clear access, and zero collapses or trapped workers.