Miller Bros. Const., Inc.

Jeremy Hurst's leadership philosophy is heavily grounded in making strong operational decisions that allow people to work to their strengths while leveraging company resources to further enable their success.

AI as an Operational Decision-Making Tool

AI is becoming a valuable tool for managing complex operational workflows in heavy highway construction. It can analyze estimates, production rates, subcontractor history, weather patterns and utility conflicts to help predict project risks.

The technology brings together data on schedules, costs, equipment utilization and quality metrics, giving project teams visibility into project performance. It can support planning through cash flow forecasting, staffing needs, bonding and backlog management. At the same time, mobile AI assistants provide field personnel with immediate access to plans, specifications, utility data and safety procedures.

AI can also help preserve organizational knowledge. Standardized lessons learned can help younger teams develop more quickly. It allows leaders to focus more on managing people while reducing administrative burdens.

Turning Drone Data into Field Decisions

We use drone data to supplement model creation, with its primary value coming from progress monitoring and quantity calculations. Using tools from our industry partners, we compare survey flights and calculated quantities to determine completed work and what remains. Those insights help our teams make real-time decisions on equipment allocation and the efficient way to move work forward.

That same digital-first approach has transformed how our teams access project information in the field. Digital plans make it easier to mark up utility conflicts, organize project phases and navigate complex plan details.

At the same time, on multiple occasions, viewing a project's sequencing across printed plans on a wall provides a perspective that digital zooming cannot fully replicate. That reinforces the value of combining digital tools with practical field experience.

Technology Driving Industry Transformation

Evaluating our technology infrastructure has reinforced how quickly construction technology is evolving. We expected to find operational inefficiencies during our IT infrastructure review, which was the reason for bringing in an IT consultant. However, the biggest surprise was the number of construction technology platforms that have emerged over the past five years.

Keeping pace with that rapid innovation requires a balanced approach. We stay committed to our equipment replacement cycles while continuing to invest in automation technologies from equipment manufacturers and survey partners like Trimble.

Improving Bid Decisions with Technology

Using the Edgevanta platform, we make our bidding process more data-driven. It helps us evaluate proposals, compare owner and engineer estimates, determine whether a project is worth pursuing and assess competitors’ capacities and unit prices.

The ability to make decisions through technology will become more important as the industry evolves. One of the challenges the industry will face will be labor shortages as an aging workforce continues to retire. Although more young people are entering the industry, it is not enough to offset those retirements.

Advice for Emerging Heavy Construction Leaders

My advice is to start with the business problem, not the technology. Contractors often invest in AI, BIM, drones or analytics platforms before clearly defining their operational challenges. Instead, focus on high-impact issues like project profitability, utility conflicts and equipment utilization, then determine what data already exists within the organization.

Avoid trying to digitize every process at once. Start with a few workflows where measurable improvements can be demonstrated quickly. Early successes build credibility, encourage adoption and create momentum for broader digital transformation.

BIM delivers the greatest value when it is treated as an operational tool. It enhances constructability reviews, utility coordination, quantity verification and machine control. Ultimately, successful digital transformation depends on people. Consistent data standards, strong leadership support and the trust of project managers, superintendents and executives are essential. The real advantage comes from empowering employees to make faster and better decisions using reliable data.