For general contractors seeking to improve their bottom line, the connection between technology staffing and profitability often goes overlooked. Yet as demonstrated by W.M. Jordan Company, a $470 million construction management firm based in Newport News, Virginia, strategic investment in IT personnel can directly impact project outcomes and financial performance. The company’s approach to staffing technology roles offers a model for how How Land Acquisition Sets Profit Potential in Home Building depends on having the right infrastructure in place from the ground up. Just as land acquisition sets the stage for residential development success, dedicated technology support on construction sites establishes the foundation for efficient project delivery.
The Business Case for Dedicated Construction Technology Staff
W.M. Jordan Company operates with a seven-person IT department that serves both office and field operations. Raynald Morris, the company’s chief information officer who has been with the firm for over 30 years, manages all technical aspects of the business including enterprise technology and virtual design and construction. The size of the department reflects the company’s understanding that technology is not merely a support function but a strategic asset.
Why General Contractors Need Dedicated IT Support
Construction firms face unique technology challenges that differ significantly from those in traditional office environments. These include:
- Setting up complex network infrastructure on temporary job sites
- Integrating field hardware such as computers, monitors, and communication devices
- Ensuring standardized technology practices across multiple project locations
- Supporting mobile and remote workers who operate in challenging conditions
- Managing the intersection of enterprise systems with construction-specific software
Morris presented these insights at the Associated General Contractors of America’s IT Forum 2016, where he explained how W.M. Jordan’s IT structure evolved to meet these unique demands. The company recognized that sending critical IT staff from the home office to remote job sites was inefficient and took them away from other important enterprise responsibilities.
Understanding the Profit Impact of Field Technology
As Morris clearly states, “For us as a construction company, that’s where the money is made or lost: out there in the field. Everyone all the way up to the top is supporting those guys in the field.” This philosophy drives W.M. Jordan’s technology staffing decisions and demonstrates why construction firms must view IT investment through the lens of project profitability rather than overhead cost.
When field personnel have reliable technology tools, they can work more efficiently, communicate more effectively with the office, and avoid costly downtime caused by equipment or network failures. The return on investment for a dedicated field technology position often far exceeds the salary cost when measured against improved project productivity.
The Field Technologist Role: A Blueprint for Construction Firms
The most notable innovation in W.M. Jordan’s IT structure is the field technologist position. This role was created specifically to address the challenges of deploying and maintaining technology across active construction sites.
How W.M. Jordan Created the Field Technologist Position
Rather than hiring an external IT specialist unfamiliar with construction environments, W.M. Jordan took a strategic approach by moving one of the construction division’s existing field staff into the role. This person already understood construction workflows, project site dynamics, and the practical challenges that field crews face daily. The individual also possessed some technical background, making them an ideal candidate for the hybrid role.
The company equipped this field technologist with a van stocked with technology tools and supplies, enabling them to travel independently between project sites. This mobile approach eliminates the delays associated with waiting for IT support from the central office.
Core Responsibilities of a Field Technologist
W.M. Jordan’s field technologist model includes several key responsibilities that construction firms can replicate:
- Setting up job site technology infrastructure including monitors, computers, and network equipment
- Deploying Apple TVs and other communication devices for project coordination
- Ensuring standard technology practices are followed across all project locations
- Training field personnel on proper equipment usage and best practices
- Troubleshooting technology issues on-site to minimize project downtime
- Verifying that field crews have the tools they need and are using them efficiently
Morris emphasized that the field technologist’s primary mission is to “make sure the people out there have the tools they need, and they’re using them as efficiently as possible.” This focus on both availability and utilization is critical for achieving maximum return on technology investments.
The Office Technologist and Enterprise Technology Management
In addition to the field technologist, W.M. Jordan recently created a complementary role focused on office technology: the office technologist. This position manages conference rooms and media facilities across the company’s four offices.
Managing Modern Office Technology in Construction Firms
As construction companies adopt more sophisticated communication tools, the need for dedicated office technology support grows. W.M. Jordan identified that their increasing use of life-size video conferencing systems required specialized attention. Morris noted, “We needed an AV/computer guy that can handle the four offices and train everybody and pull training materials together.”
The office technologist role encompasses:
- Managing video conferencing systems across multiple office locations
- Maintaining audiovisual equipment in conference rooms and training spaces
- Developing and delivering technology training materials for staff
- Supporting enterprise collaboration tools and platforms
- Ensuring consistent technology experiences across all office locations
How Technology Roles Complement Each Other
W.M. Jordan’s IT structure demonstrates how specialized roles can work together to support both field and office operations. The table below shows the key differences and complementary aspects of these two positions:
| Feature | Field Technologist | Office Technologist |
|---|---|---|
| Primary Focus | Job site technology setup and support | Office communication and AV systems |
| Work Location | Mobile, traveling between project sites | Company office locations |
| Key Equipment | Monitors, computers, Apple TVs, network gear | Video conferencing, AV systems, training materials |
| Primary Users Supported | Field crews, site superintendents, project managers | Office staff, executives, administrative personnel |
| Training Focus | Efficient tool usage on job sites | Software, collaboration tools, AV operation |
| Impact on Profitability | Direct, through field productivity and reduced downtime | Indirect, through improved communication and collaboration |
Implementing a Construction-Focused IT Staffing Model
For general contractors and construction firms looking to improve their technology support structure, W.M. Jordan’s model offers practical lessons. The approach does not require a large IT budget but rather a strategic rethinking of how technology roles are defined and staffed.
Steps to Building an Effective Construction IT Team
Based on W.M. Jordan’s experience, construction firms can follow these steps to build a more effective technology support structure:
- Assess your current technology pain points – Identify where technology failures most frequently impact project timelines and productivity. Focus on the areas where money is most at risk.
- Evaluate existing staff for hybrid potential – Look for construction field personnel who already demonstrate technical aptitude. They bring invaluable domain knowledge that external IT hires often lack.
- Create dedicated, specialized roles – Rather than expecting one IT person to do everything, consider separating field and office technology responsibilities as the company grows.
- Invest in mobility infrastructure – For field technologists, provide the vehicles, equipment, and tools they need to be self-sufficient between project sites.
- Establish standard technology practices – Document and enforce consistent setup procedures across all job sites to reduce variability and troubleshooting time.
- Measure efficiency and utilization – Track whether field personnel have the right tools and are using them properly. Adjust training and support based on real observations.
Common Pitfalls to Avoid
Construction firms attempting to improve their technology staffing should be aware of several common mistakes:
- Treating IT as a pure overhead cost rather than a profit-enabling function
- Hiring IT staff with no construction experience who struggle to understand field realities
- Splitting technology responsibilities among existing staff without clear ownership
- Underinvesting in training for both IT staff and end users
- Failing to standardize technology practices across different project sites
For further reading on related topics, construction professionals may find value in understanding How to Evaluate Liquefaction Potential of Soils in the Field as field-based technical knowledge remains critical to project success. Similarly, examining the Role of Petra Jordan a World Heritage Site Under Risk provides perspective on how structural considerations shape construction decisions across different contexts. Additionally, Understanding Artificial Intelligence Its Potential and Applications in Construction explores how emerging technologies are transforming the industry.
Measuring Success: Key Performance Indicators
To determine whether a dedicated technology staffing model is delivering value, construction firms should track specific metrics:
- Average time to resolve technology issues on job sites
- Project downtime attributed to technology failures
- Field crew satisfaction with technology tools and support
- Adoption rates of standardized technology practices across projects
- Cost savings from reduced travel by central IT staff
- Improvement in communication between field and office teams
W.M. Jordan’s experience shows that when technology staff are embedded in the construction workflow rather than isolated in a back-office IT department, the entire organization benefits. The field technologist who visits project sites with a van full of equipment represents a tangible commitment to supporting the people who build projects and generate revenue. As Morris articulated, the money in construction is made or lost in the field, and every technology decision should reflect that reality.
By following W.M. Jordan’s example, general contractors can restructure their technology staffing to better align with their core business objectives. The result is not just better IT support but improved project outcomes, higher productivity, and stronger profitability across the entire organization.