Executive Opinion

By Christine McCommons, Chief Strategy Officer, Caliber 1 Construction

Christine McCommons

May 11, 2026 — Attending the Associated General Contractors of America (AGC) Convention in Orlando sharpened my thinking about one thing we‘re clear on at Caliber 1: business development is part of how we execute every project. 

It’s why my role at Caliber 1 has evolved in recent years. Much more than brand or sales, business development is about understanding our client’s goals and challenges, and working across the organization to bring the right plans and solutions together. 

A common gap in our industry

For a long time in the construction industry, business development and operations have lived in separate lanes. One wins the work. One delivers it. It sounds clean, but it creates a gap.

Because if we’re serious about being a relationship-driven company, that commitment can’t sit in one department. Every conversation with a client sets an expectation. Not just about the project, but about how we communicate, how we respond, how we handle the hard parts. Those expectations don’t stay in business development. They land with the full team – from project managers to superintendents to our trade partners. If there’s a disconnect, everyone feels it.

A better role for business development

What I’ve realized is this: business development isn’t a department, it’s a mindset. It’s how we think about relationships. It’s whether we operate as an extension of our client or treat the work as transactional. 

Four ways this shows up in our work 

Shifting a mindset only matters if it shows up in action. Here’s how we’re being more intentional in treating business development as part of project execution. 

• Strengthening trust with subcontractors. Our subcontractor partners are essential to every project’s success. We make a point to spend time on-site with them – not just to review progress, but to acknowledge the work they are doing, hear what’s working, and understand where we can improve. That level of engagement builds stronger teams and better outcomes.
• Taking ownership of communication. In many cases, project challenges are really communication challenges. We use our business development team to help align the team across the organization, resolve issues early, and maintain clarity. Our goal is simple: clients shouldn’t feel like they’re managing multiple touchpoints. We take ownership from day one.
• Investing in relationships and the community. Every project ultimately serves people. We look for ways to create meaningful connection points beyond the build itself. On one of our education projects, for example, we’ve invited students to participate in weekly safety talks, giving them exposure to the jobsite and a deeper understanding of the industry.
• Staying connected to industry trends. Construction is constantly evolving. By being part of industry events like AGC, ICSC Las Vegas, and GAPPA, we stay close to the challenges our clients are facing and the solutions shaping the future of our work.

We’re not trying to build one good project. 

We’re building something that lasts – a strong client relationship and a building that serves a community long-term. That doesn’t happen by accident. It takes alignment.

If this resonates with you, I’d love to continue the conversation.