PMX Perspectives
Insights from a PMX-er
“I’m inspired by coordinating multiple moving parts on large-scale developments; the strategic thinking and careful orchestration required make each project a fulfilling challenge.”
Christopher Sanchez
SuperinTendent
PMX Perspectives
From laborer to superintendent overseeing airport terminals and commercial campus renovations, discover how 29 years of diverse construction experience shaped Christopher’s exceptional leadership approach.
Q: What leadership qualities have you found most essential for your success?
A: I’ve learned that great communication and building strong relationships are what make leadership really work. My approach centers on maintaining open lines of communication with all stakeholders, from superintendents in the field to architects and owners.
Being readily accessible and working directly in the field builds trust and enables quick problem-solving. The ability to coordinate diverse teams across commercial, educational, industrial, and transportation projects has taught me that good leadership is all about adjusting how you communicate with different people while still keeping your project standards and quality expectations the same.
Q: How has your career progression evolved over nearly three decades in construction management?
A: I started out in construction as a laborer in Local 310 in Cleveland, Ohio, and then after I graduated college, became an assistant project engineer. From there I worked my way up through project engineer, assistant project manager, and finally to project manager.
Each position built upon the previous one, starting with hands-on technical work, then learning procurement and coordination, and eventually taking on management responsibilities for multi-million-dollar projects.
The progression wasn’t just about size; it was about learning how to think strategically and manage all the different people involved in complex, multi-phase projects.
Q: How do you approach risk management and quality control on complex projects?
A: Being out in the field and having good quality control systems in place. Since I’ve worked as both a safety officer and EEO officer, I know that managing risks goes way beyond just staying on schedule and budget.
I make sure to be out in the field regularly to spot problems early, work closely with superintendents to tackle issues before they get worse, and put solid quality checks in place. My TQM training showed me that quality control isn’t just about checking things at the end – it’s about building quality into everything we do, from buying materials all the way to wrapping up the project.
Q: What role has mentorship and team development played throughout your career?
A: Since I’ve worked my way up through every level of project management, I know how important it is to help new people grow in their careers. I make sure I’m available to superintendents and team members, sharing what I’ve learned from working on all kinds of different projects.
I’m big on hands-on mentoring – working out in the field with people, bringing them into meetings with stakeholders, and giving them more responsibility as they show they’re ready for it and have leadership potential.
Q: Three words to describe working at Group PMX:
A. It’s really diverse and collaborative. The team atmosphere makes it easy for everyone to share what they know and help each other get better at what they do. And because the company is so committed to excellent work, every project becomes a chance to pick up new skills and learn something you didn’t know before.