Q&A With Tim Paulson

Posted October 30, 2023

Q: What do you consider your organization’s most significant achievement or highlight over the past year?

A: Last fall, Emery Sapp won the largest private and public contracts in the history of the company – and the two largest projects right now in the Kansas City region: Project Kansas, the battery manufacturing project in De Soto and our largest private project to date, and 69Express, the joint venture project (with Ames Construction) in Overland Park, which is our largest public contract. We also completed our largest-ever acquisition when Arizona-based Rummel Construction joined as a wholly owned subsidiary. These three significant milestones will lead our company to revenues of more than $1 billion in 2023.

Q: What do you see as the odds of a recession between now and the end of 2024?

A: While the global economic trends are always changing and impossible to predict, we’re not seeing any recessionary impacts to the heavy civil construction sector in either the private or public markets we serve. Specifically in the Midwest, I see a slight slowdown but overall a stable economy. We’re especially excited about the investment in infrastructure at the federal and state level that has been keeping us busy — and will continue to for years to come. This is another reason why our diversification between public and private is so important and why we continue to grow and add more local jobs.

Q: We have the new KCI up and running; what do you believe is the Next Big Thing we should pursue in the KC region?

A: Kansas City is having a moment! We’re grateful to be a part of some big projects — like the huge battery manufacturing company project in De Soto and the forthcoming Improve I-70 projects stretching from Kansas City to St. Louis – and I’m looking forward to several others, like the new Meta facility in Kansas City North and that amazing new stadium for the Kansas City Current. But the next big thing has got to be a new Royals stadium. From tailgating to post-game entertainment in a ballpark village, that kind of project will continue to push downtown to new heights.

Q: Speaking of KCI – Have you used it yet? If so, what are your early impressions?

A: Yes! I’ve used it now at least 10 times, and I think it’s one of the best terminal buildings in the nation. From the spacious gate waiting areas and the strong local eateries to the easy parking, it’s at the top of my airport travels. Plus, it still has that “new car smell” that makes it so enjoyable to arrive at KCI!

Q: Did you have a key mentor on your way to leadership? If so, who was it and what’s the most important thing you learned from him or her?

A: Our president and chairman of the board, Glen Robertson, taught me so much about strategy planning, strategy execution and succession planning — but he taught me by giving me the space and freedom to fail. He knew the best way to gain this kind of valuable wisdom was not by being directed but by learning from my own missteps. The debrief of a mistake can become one of the best tuition payments in your education as a leader!

Q: Who’s the CEO – local, national, or global you admire the most?

A: Billy Sapp, our founder and former CEO, made a truly selfless act back in 1999 when he decided to sell the company to the employees and create the Emery Sapp Employee Stock Ownership Plan (ESOP). This kind of common ownership – from the management team to the frontline craft workers – creates an amazing culture of trust and teamwork, and builds both wealth equity and shared success. We’ve been able to change lives through ownership and align our business with one of our strongest values – our people. I’m honored I now have the chance to expand this opportunity to others in the coming years as we continue to grow.

Q: What’s the best business book you’ve ever read?

A: Without a doubt, it has to be The SPEED of Trust: The One Thing That Changes Everything by Stephen Covey. The book teaches that when leaders effectively communicate the company’s mission and direction, trust is established. And once you have trust, the business can operate at a faster pace — and time is money! On the flip side, if trust doesn’t exist, employees take longer to execute the strategy, the business operates at a slower pace, and you’re not able to take advantage of opportunities. That trust is key.

Q: What is the most essential skill you look for in leadership-level hires?

A: Credibility and communication. These are two strong skills that are inherently tied together: When you can share your experience through effective communication, you create credibility. Effective communication skills also provide a leader with the ability to connect, communicate, and lead the various types of people and generations that make up our workforce.

Q: If you could start a charity, what would the mission be?

A: I was honored to start the ESS Foundation six years ago! By raising funds to create meaningful opportunities for the development of our current and future workforce, these scholarships to both students and trade schools are one important way we give back and help the industry solve one of its biggest challenges.

Q: What’s your current employee headcount?

A: We’re proud to have approximately 2,600 total employee-owners: about 1,700 across the Midwest and 900 in Phoenix, Tucson, and the greater Southwest region.

Q: Over the coming year, do you plan to add/reduce staff or hold at current levels?

A: By staying focused on intentional growth and supporting our people, we’ve been able to leverage our diversification of public and private work to realize incredible growth over the past few years — and we see even more growth coming. We’ll definitely continue to hire and bring more talented people into the Emery Sapp family!