In this interview, we had the pleasure of speaking with Joel Hoffman, Director of Product Management at Acumatica. Joel is responsible for product planning, market analysis, and launch readiness of Acumatica’s construction, field service, and property management solutions.
Will Johnson: Thanks for chatting with me, Joel. You’ve been in the industry for a while now. Why don’t you start by telling me a little about your journey?
Joel Hoffman: Sure! Yeah, it’s been a few decades. My journey began as a programmer in construction at Maxwell Systems during the mid to late 80s, just as computers were gaining traction. From there, I immersed myself in various technical roles, from support to product management, eventually transitioning into sales engineering. Now, at Acumatica, I continue to contribute to the product management team.
Over the years, I've witnessed the evolution of the software business and the construction industry's embrace of technology. What was once a challenge—getting field personnel to adopt technology—has shifted. Today, there's a growing demand for technology among those in the field, prompting us to simplify products for easy adoption. It's exciting to see how far the industry has come since my early days.
WJ: What big changes have you seen over the years that shifted the paradigm when it comes to technology and technology adoption within construction?
JH: A big one is the breakdown of silos between finance and operations within companies. Initially, there was a strong division of information, with each department keeping to itself. However, there's been a shift towards greater openness and collaboration. Companies now understand the importance of sharing information across departments for better decision-making, especially in areas like profit analysis and change management.
With the expanding reach of companies, whether on a global, national, or regional scale, there's a growing need to streamline processes and eliminate the need for manual data entry. This has led to the evolution of tools like automated time collection systems, replacing traditional paper timesheets. This advancement benefits both finance and field operations, as it enables quicker and more accurate data processing.
Previously, systems couldn't communicate effectively, resulting in disjointed workflows. However, technological advancements have bridged this gap, allowing for better integration and collaboration across departments. This has ultimately led to a more cohesive and efficient working environment within the industry.
WJ: What makes good construction technology?
JH: Most importantly, it's crucial for software developers to grasp the unique nuances of the construction industry. Effective construction software isn't just adapted from generic project management tools—it's purpose-built to cater to the specific needs of the construction sector.
WJ: As a product manager, how do you ensure that what you're building is practical for the construction industry?
JH: It's essential to start by defining the use case and identifying the problem we're solving. We actively engage with our community of Acumatica users, including partners and customers, to gather feedback and ideas. However, it's vital to carefully analyze these suggestions to ensure they address practical needs effectively. Our approach involves prioritizing features based on their overall impact, focusing on widespread issues rather than isolated requests. Ultimately, our goal is to enhance day-to-day operations by incorporating functionality that truly meets the industry's requirements.
We maintain close communication with customers and advisory boards, including our partners who sell and support Acumatica software. This enables us to stay informed about emerging challenges and user preferences, whether it's streamlining functions or addressing specific pain points. We also closely monitor the competitive landscape to ensure our product remains competitive.
WJ: What do you believe are the key aspects a sales rep must focus on to ensure that the technology they're selling aligns well with the customer's needs and vice versa? If you were addressing a group of new hires selling Acumatica, how would you advise them to ensure a good fit?
JH: My best advice is to understand the industry you're selling to. Don't just rely on a one-size-fits-all approach; take the time to grasp the intricacies of the industry. Conduct thorough discovery sessions to uncover the customer's pain points and goals. Listen actively to their needs and reasons for considering a change in software. Familiarize yourself with industry terms and ensure you can speak their language. Successful sales come from understanding the customer's needs and offering tailored solutions that address their specific challenges. So, mastering the art of discovery and industry understanding is key to thriving as a salesperson.
WJ: On the flip side, if you're addressing a group of potential buyers, perhaps mid-sized SMB to mid-sized construction leaders in the market for new accounting or ERP software, what advice would you offer them on what to look for and how to proceed with their purchase?
JH: I'd start by asking them how they currently gain visibility into their business—whether it's through cash flow statements or assessing profitability. Do they have instant access to key metrics, or do they need to navigate through multiple platforms? Understanding their unique KPIs and metrics is crucial, as every company has its priorities. It's essential to streamline their processes by consolidating data from various sources into one or two platforms. Ultimately, the goal is to ensure that the ERP solution they choose provides easy access to the metrics they value most, enabling informed decision-making and business success.
WJ: How can companies leverage technology to enhance both recruitment and employee retention strategies?
JH: In today’s world, technology offers various tools for enhancing employee engagement and performance. For example, companies can implement gamification strategies in the field to promote safety and efficiency. Tools like virtual reality allow workers to assess job sites remotely and identify potential issues. By integrating mobile-friendly apps and tracking metrics such as safety incidents or project performance, employees can actively contribute to project success. This involvement not only boosts work quality but also fosters healthy competition among team members, ultimately contributing to improved retention rates.
WJ: Talking about the labor shortage, there's been a historical focus on higher education, a narrative that's been ongoing since my high school graduation in 1990. Recently, I've been in discussions with my college freshman son about exploring different career paths. How do you believe technology adoption in construction can attract digitally native younger generations?
JH: With COVID and the subsequent "great resignation," many experienced workers have left the construction industry. Organizations like ABC, AGC, and CFMA are actively supporting construction companies in training and recruitment efforts. For my son, who now works at a gaming company, internships played a big role in getting him into that industry. By exposing individuals to job sites and showcasing technological advancements like 3D printers and robotics, we can redefine the perception of construction work. It's about demonstrating how technology enhances the job and requires human interaction at various stages. Despite automation, the need for skilled labor remains, reflected in increasing wages. It's essential to highlight the evolution of the construction industry and attract talent accordingly.
WJ: As our workforce ages and the labor shortage worsens, companies are turning to technology for efficiency. With rising housing demands, the future of construction is in question. Will automation replace human workers entirely, or will technology bridge the gap? What do you think lies ahead for the industry?
JH: I don't think technology will replace people, but rather supplement the workforce, similar to how robotics transformed the automotive industry. Advances like AI can enhance productivity while humans still play a crucial role in planning and oversight. It's about improving processes and addressing labor shortages effectively.
WJ: Implementing software successfully is crucial for its adoption and ultimately determines its success or failure. The key lies in ensuring that your team, especially those resistant to change, embraces the technology. The ROI depends on their usage. What are the essential factors for a successful implementation of construction software?
JH: Yeah, there are two aspects to consider. On one hand, you have the office staff who may resist change due to years of familiarity with their processes. Some companies offer fast-track options for accounting and ERP setups, which streamline the installation process. This typically involves pre-configured templates and forms for financial operations. On the field side, successful implementations often involve appointing champions who champion the new technology or workflow. These champions can be younger employees or experienced workers who embrace the change. Their success stories encourage others to adopt the technology. It's essential to have buy-in from both daily users and executives to ensure smooth implementation and address any complaints effectively. Without champions advocating for the technology, success may be challenging to achieve.
The days of individual owners making buying decisions based solely on estimating software are long gone. Nowadays, purchasing decisions involve teams from various departments, ensuring diverse perspectives are considered. It's crucial for everyone involved to feel heard throughout the buying and implementation processes to foster buy-in and minimize resistance to change.
Joel Hoffman brings more than 30 years of experience in the construction software industry to his role as Director, Product Management (Construction Edition) at Acumatica. Among his responsibilities, he will plan the product solution set to meet customer, partner and market requirements; develop, present, or respond to proposals for specific customer requirements; collaborate across the organization to increase usability of existing products, as well as developing new products, to satisfy customer needs.
Over the years, he has achieved numerous awards and recognition for his success in supporting the efforts in development, support, implementation and sales process for the construction accounting and project management software industry. Specifically, his roles have included Software Solutions Developer, Architect of multiple modules and functions, Custom Software Solutions Manager, Director of Software Development, Sales Engineer, and Product Manager.
Hoffman is a member of the Construction Financial Management Association (CFMA), Philadelphia Chapter.
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