Kissinger’s line frames leadership as movement, not maintenance. Your job is to help people leave the familiar present and step into a future they can’t yet fully picture. That requires more than authority; it requires a destination that feels worth the effort and specific enough to trust.

Start by naming the gap: what’s working, what’s breaking, and what must change. Then describe the “where we’re going” in concrete terms, customer experience, speed, quality, or impact. Break it into three near-term moves, assign owners, and make the trade-offs explicit so priorities don’t drift.

Finally, create conditions that enable others to carry the journey: share context, defer decisions to the closest information, and remove one obstacle each day. Run short check-ins to learn what’s changing, adjust quickly, and celebrate progress publicly. People follow when they see both vision and a believable path.

Define a future state, name three steps, and share them with your team by Friday.

Gerardi frames its vision as a discipline: serve the customer, improve relentlessly, and move with urgency. That combination is not about speed for its own sake. It is about acting responsibly so decisions, labor, and dollars stay aligned with the client’s definition of success.

It also makes the project team explicit. The client, the architect or engineer, and Gerardi are the leading players, each owning a different kind of risk. When those roles are clear, problems become conversations instead of conflicts, and progress becomes measurable rather than assumed.

Gerardi pushes involvement downstream to the owner. Clients should participate in planning, material selection, change decisions, and final acceptance. The contractor commits to gathering the requested information, evaluating the impacts on price, quality, and completion date, and presenting it promptly to enable informed decisions. It even claims the duty of watchdog, flagging actions that could threaten success.

Customer-driven teamwork, combined with proactive communication, turns urgency into predictable outcomes.

Delray Beach is breaking ground on a nearly $300 million membrane water treatment plant that replaces a facility more than 60 years old. The centerpiece is advanced nanofiltration, designed to meet tightening federal drinking water standards while improving reliability and resilience for residents and businesses.

The construction story is less about pouring concrete and more about delivering verified performance. A regulated treatment plant is a commissioning project that integrates pipes, pumps, controls, power redundancy, cybersecurity, and operability. When schedules compress, risks show up as late design changes, long-lead equipment delays, and startup failures that can force rework under public scrutiny.

Progressive design-build can help if owners use it to lock in decisions early. The most brilliant play is to define acceptance tests up front, standardize equipment families where possible, buy long-lead electrical and membrane components early enough to avoid premium pricing, and keep documentation audit-ready from day one. The winners will be the teams that treat water quality compliance as the schedule driver and run turnover in manageable zones, so performance is proven before the ribbon cutting.

Commissioning and documentation drive water plant schedules more than concrete.

Some new-home buyers are experiencing a “tax shock” after closing. A class action filed in Nevada accuses D.R. Hortonand its lender DHI Mortgage of marketing artificially low monthly payments by using property tax estimates mainly based on land value, then leaving borrowers with escrow shortages when counties reassess the finished home.

For builders, this is a sales-to-closeout problem, not just a legal one. New homes often start with a low tax bill until the first post-completion assessment. If the initial PITI quote is low, the servicer’s later escrow analysis may increase payments by hundreds or more, leading to higher cancellations, early delinquencies, and reputational damage that slows community absorption.

The fix is simple but powerful: disclose conservative tax assumptions up front, model the improved-value tax bill, and show buyers a payment range with best- and worst-case scenarios. Require lender partners to document how taxes were estimated, revisit projections before final underwriting, and coach buyers on when reassessments typically land in your county. If affordability is real, it should survive a realistic tax line.

Use full-value tax estimates to prevent escrow payment shocks.

Morning, crew. Before we start, we will identify every hole, stairwell opening, shaft, and skylight. If it is not guarded, it is covered and secured before anyone works in the area. Do not remove a cover without permission and a replacement ready. Keep materials and carts off covers unless they are rated for that load. If you see an unprotected opening, stop work and call it out.

Openings are a leading fall hazard because they look safe until you step on them or back into them. Covers must be strong enough to support the expected load, secured so they do not shift, and marked so everyone knows what is underneath. Guardrails work, but they must remain in place and include toeboards to prevent tools from falling through. Skylights are treated as openings; do not rely on the plastic to hold you. Use set paths and good lighting to avoid backing into danger.

Today, we will control openings the same way we control electricity: no exposure. If a cover is damaged, wet, or flexing, we replace it rather than patch it. If guardrails are removed for access, they are restored as soon as the task is complete. Report problem areas and keep the next crew safe as well. A covered opening is a simple control that prevents a life-changing fall.

Cover it, secure it, mark it, and keep every worker on their feet.

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