During this interview, we had the privilege of chatting with Chris Callen, CEO of PLOT, where he shared insightful perspectives on construction technology and emphasized the vital importance of product champions.
Will Johnson: Thanks for chatting with me, Chris! Why don’t you start by telling me how you got into construction technology?
Chris Callen: Of course! So I was born into a construction family, my mother and father worked in it full-time. Our dining room table was the boardroom table, and most of the conversations that my parents had around us kids were related to the business.. And as a kid, I had a bit of a rebellious nature. I wanted to do something different than my parents did.
My interest in technology was sparked in sixth grade when I participated in an after-school program focused on HTML and website creation. While my initial exposure to coding didn't lead to a career in software engineering, it opened my eyes to the potential of technology to solve real-world problems. Throughout high school and college, my passion for music took center stage, and I pursued a path toward becoming a music instructor.
However, as I entered the professional world, I realized that my degree in business information systems offered a unique intersection of my upbringing and interests. After working in consumer technology for a bit, I eventually returned to the family business with a newfound appreciation for leveraging technology in construction. Drawing on my background in software engineering and business information systems, I recognized opportunities to address industry challenges through innovative software solutions.
This realization led me to transition from managing the family business to focusing exclusively on developing construction software. Since then, I've remained dedicated to leveraging technology to improve efficiency and solve critical issues in the construction industry.
WJ: We both know that construction is super behind the times and generally slow to adopt technology. Do you have any thoughts on why that is and why it’s changing now?
CC: The one that's probably the most literal is the fact that networked communications on job sites, as far as digital communications go, is very new. This delayed the integration of technology into construction workflows. Additionally, the industry has faced challenges in recruiting younger, tech-savvy talent due to stigmas and misconceptions about career paths. As a result, the average age of workers has increased, exacerbating workforce shortages.
There have also been cycles of technology startups receiving funding without a deep understanding of construction needs, leading to the development of impractical solutions. However, there's now a shift towards funding smarter and more pragmatic solutions tailored to real construction challenges.
WJ: What makes good construction technology?
CC: This is something I've dedicated the last five years to figuring out. My first attempt at construction technology was full of mistakes, but those failures shaped my current perspective. For me, it all boils down to pragmatism. Will our solution make a meaningful impact on the job site? Will it change habits in an obvious and discernible way?
We focus on habit-changing products, aiming to provide contractors and users with something valuable enough to alter their routines. It's not an easy task. Creating something simple yet powerful is a double-edged sword in software development.
Our goal is to offer a solution with a clear workflow that users understand and benefit from. This often involves modernizing outdated analog processes while remaining relatable. Interfaces must be intuitive yet leave behind the pain points of analog methods.
To truly make a difference, our solution must be ten times more powerful than what's currently available. This is crucial for overcoming the inertia of habit. It's a time-consuming process, especially when dealing with collaborative solutions like ours, where we aim to change the minds of multiple individuals on the job site.
Our solution needs to be so valuable that it catches their attention and prompts them to elevate their work. That's why we emphasize pragmatism at PLOT—it's relatable and it reflects our focus.
WJ: Definitely. When creating a great product, building strong relationships and getting solid input from clients is key. Can you share a bit about that process and why it's so important?
CC: While I have some experience in construction, I'm nowhere near as experienced as most of my customers. However, my background does allow me to act as a bridge between technical know-how and real-world needs. But here's the thing: I've made mistakes in the past by only hearing what I wanted to hear and ignoring the negatives. Now, I take a more cautious approach. I give extra weight to the negatives and focus on actions rather than just words.
Sure, it's great to get feedback on new tools or modules, but what really matters is getting people to actually use them. Sometimes even a signed contract isn't enough. You need to see real usage, repeated visits to your website, and genuine engagement.
It all boils down to changing habits. It's one thing to grab someone's attention, but it's another to get them to commit and actively use your solution. When you start seeing projects sign on and people talking positively about your solution, that's when you know you're on the right track.
Ultimately, it's about having honest conversations with contractors, understanding their concerns, and addressing them head-on, with the same level of attention as you would positive feedback.
WJ: How do you ensure adoption, not just from executives and decision-makers, but more importantly from the field workers who are essential for maximizing the value?
CC: I think a lot of it comes down to meeting contractors where they’re at, not asking them to come to you. Take our feature called TV Mode, for instance. It was designed intentionally to be a part of the weekly job site coordination meetings so that everyone can see the data and benefit, even if they’re not customers. Once you get their attention, you're able to adjust those workflows to a higher level of value, but start by meeting them where they’re at.
WJ: What are the biggest challenges that you see facing the construction industry?
CC: Well, it's widely acknowledged, based on numbers and statistics, that the labor force presents one of the most significant hurdles for construction. Much of this challenge stems from recruitment. Construction is a fascinating yet demanding industry. It offers immense satisfaction in your work, but it's also gritty, occasionally repetitive, and carries more safety concerns compared to desk jobs. While these aspects may not deter this generation specifically, younger individuals need to see the positives as much as the negatives. Unfortunately, negative perceptions tend to spread more easily.
In the past five years, there has been progress in improving the industry's image and that of individual companies. However, there's still a way to go before we can confidently say we're replenishing the workforce as quickly as it's leaving. We need to ensure departing experienced professionals have the opportunity to transfer their knowledge through apprenticeships, partnerships, and mentorships before they step away completely. While the industry values seniority and earning respect on the job site, we must also create opportunities for young people to learn directly from seasoned professionals in a more personalized manner.
Mentorship is crucial, not only for recruitment but also for shaping the industry's image and ensuring it becomes a more reliable career option. Many individuals are deterred by the industry's overtime demands and unpredictable schedules. While these aspects are inherent to the nature of construction, we must strike a balance to maintain a healthy work-life equilibrium. Ultimately, if we don't prioritize this balance, we risk losing talented individuals to careers with more stable schedules and incomes.
Our aim at PLOT is to make construction more predictable and reliable, allowing workers to enjoy quality time with their families and friends. After all, the individuals on our job sites are more than just workers; they're integral parts of our communities.
WJ: There's a significant push to streamline businesses and automate processes. With AI, robotics, and 3D printing on the rise, how do you see this evolving?
CC: In construction, embracing AI and robotics offers significant benefits, particularly in enhancing safety and tackling dirty, dangerous, or monotonous tasks. While we won't rush into adopting cutting-edge technology, once failures are minimized, these tools become invaluable additions to our toolkit. Tasks like drywall sanding and rebar tying are prime examples of where automation excels, allowing workers to focus on more creative and problem-solving roles. By integrating automation thoughtfully, we can address labor shortages while improving overall job satisfaction and safety in the construction industry.
WJ: As this is your second construction technology startup venture, what are the biggest lessons you learned from the first time versus the second time?
CC: From a software founder's perspective, the biggest lesson learned is that everything typically takes three to four times longer than anticipated. Take software engineering, for example. Building a feature isn't just about coding it; there are many other elements that need to be considered before it's fully implementable. While initial versions may be promising, they often require iterations based on user feedback.
Another key insight is the distinction between technology and a technology product. It's not just about building powerful technology; it's about creating something that adds value and improves upon existing processes.
Lastly, we prioritize actions over words. In our experience, verbal praise doesn't always translate to meaningful engagement. We pay more attention to users' actions and their willingness to engage with our product, rather than just their words of encouragement.
WJ: What advice would you give to a new construction tech founder?
CC: Getting your product into the market quickly is crucial. We managed to launch our beta version within 100 days of the first code commit, and I'd do it again because that's when the feedback loop begins. Building a construction technology solution in a silo is a death sentence. You absolutely have to get that feedback and get the loops as quick as possible and as often as possible. Whatever you design is not the right thing, only the market can tell you that.
Being a founder is like surfing. You paddle out, choose your wave carefully. Some of the waves are not big enough. You need to paddle through it and keep going. I see a lot of founders go out there, they see any sort of wave, and they say, that's mine, and they jump on it. But sometimes you need to wait for something that's substantial enough and also something that you have a unique capability of solving. And then once you pop up on that wave, you're on it.
In the startup world, time is limited. Venture-backed companies operate on a runway, and when funds run out, it's game over. So, it's crucial to focus on what you can control and make the most of the time you have.
WJ: What advice would you give to a construction company considering buying and implementing technology?
CC: It largely comes down to three key personas on the buyer side: the decision maker, the check writer, and the champion. In my experience as a subcontractor, I often played all three roles, which is common. However, I didn't always involve the right champions early enough in the process, especially when the tools were intended for others to use. This taught me the importance of engaging project-level champions who see value in the technology and are committed to its success.
At PLOT, we prioritize finding project-level champions who will champion our software within their company. We don't move forward until we have someone who believes in the product and is willing to put it on their resume as a successful implementation. We're not interested in selling single project licenses; we aim for company-wide licenses that have a lasting impact. The product itself is just a fraction of the equation. It's really about the people and relationships.
Chris Callen was born into construction, but found a passion for technology early in life. After pursuing software in college and early career, he returned to run the family construction company. He has since founded two construction technology startups and worked for a third.
His current company is called PLOT, tackling Procurement Scheduling and Delivery Coordination. PLOT coordinates timing and location of jobsite deliveries, while also managing the Approval and Ordering process of jobsite material.
Comments