What separates a great construction crew from an average one? Jerad Davis of Remuda Buildings, the 2026 NFBA Crew Foreman of the Year, joins Building with Metal to share lessons learned from years of leading crews in the field.
Jerad talks about the mistakes inexperienced crews make, the installation details that have the biggest impact on quality, and how planning before a crew ever arrives on site can affect the success and profitability of a project. Whether you’re a crew member, foreman, contractor or business owner, this episode is packed with practical insight from someone who knows what it takes to build a great crew—and a great building.
Notable Quotes
Jared Davis: "The earlier it happens, the harder it is to fix. If an issue happens at the end of a project, it might be fine. But if it starts at the beginning, you spend the rest of the project correcting problems that a better process could have prevented."
Jared Davis: "Blaming one another can really destroy crew culture. If people are pointing fingers and asking, 'Why did you leave me this?' or 'Why did you do that?' it creates a bad environment."
Jared Davis: "If you're looking to become a foreman or grow within a company, don't be afraid of a challenge. You're often capable of more than you give yourself credit for."
What You'll Learn
- The corners you can cut on a post-frame build and the ones you can't, starting with a square and plumb building
- Why straightening early saves you from fighting small errors that grow to a quarter inch later
- How Jared went from no trade experience to Foreman of the Year in about 7 years
- What went wrong on his worst job sites (a broken auger at minus 15, a cracked truss, a hit gas line) and what to pack and plan for
- What separates a good foreman from a great one, and why Remuda's foremen stay hands-on
- How the NFBA Crew Foreman of the Month and Year nominations work, and what the awards pay
- What draws people to the trades and what Alberta weather throws at a crew
- How crew culture, music, and a short check-in about the weekend keep good people
- A simple way to train new hires: show, walk through, let them try, give feedback, and use a buddy
- The safety basics Jared's crews follow every day, from toolbox talks to roof ropes and lifts
- How to plan a 12-person job so nobody stands around
- Which tools and tech changed the job in 7 years: cordless nailers, AI estimating, and iPad plans
Key Timestamps
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[00:00:17] Cold open: the biggest mistakes crews make on post-frame buildings, and why squareness and straightening come first
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[00:01:51] From city kid to crew foreman: how Jared got into the trades
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[00:04:00] Kathi's introduction of Jared Davis of Remuda Building & Supply
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[00:04:42] Jared's worst day on a job site: broken augers, a cracked truss, and a gas line
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[00:07:20] Good foreman versus great foreman, hands-on leadership, and the NFBA Crew Foreman of the Year nomination and award
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[00:13:27] The skilled labor shortage, what attracts people to the trades, and Alberta weather
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[00:16:23] Hiring, crew culture, retention, and onboarding new crew members
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[00:20:25] About Remuda, the biggest building Jared has built, safety protocols, and daily planning
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[00:26:23] Tools and technology: cordless nailers, AI estimating, and iPad plans
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[00:29:41] Mixed-age crews, avoiding the blame game, and advice for future foremen
Mentioned Resources
Episode 73 transcript: What It Takes to Become NFBA Crew Foreman of the Year with Jerad Davis of Remuda Buildings
Kathi Miller: Jared, what are the biggest mistakes you see crews make on post-frame buildings, and how can they be avoided?
Jared Davis: The biggest thing is taking the time to avoid cutting corners. There are places where you can save time, maybe cutting a board a little short where it doesn’t matter, but it’s really about finding those critical points where you need to get it exactly right. That will help you through the rest of the build.
Jared Davis: When corners are cut in those areas, you lose time and quality. If you get those things right, the rest of the build is so much easier.
Kathi Miller: That makes sense. What are some of the most important corners you shouldn’t cut?
Jared Davis: To begin with, make sure your building is square and plumb. When it is, everything else is easier, especially installing siding. You’re not dealing with angled siding or having to fudge your measurements.
Jared Davis: There are also critical points when putting on trim and starting the straightening process while framing. A good process makes things much easier. If you skip straightening, you’re either fighting to get everything perfect later, or you leave it and end up with a lower-quality building.
Jared Davis: That’s where I’d start.
Kathi Miller: Those problems grow, don’t they? It might start as a sixteenth or a thirty-second of an inch, and the next thing you know, it’s a quarter of an inch. The problems don’t go away.
Jared Davis: The earlier it happens, the harder it is to fix. If an issue happens at the end of a project, it might be fine. But if it starts at the beginning, you spend the rest of the project correcting problems that a better process could have prevented.
What Does the Career Path From Crew Member to Crew Foreman Look Like?
Kathi Miller: We’re going to talk more about squareness later. Before we jump in, I have another question. If a young person is considering the trades today, what does the career path look like from crew member to crew foreman? Tell us about your journey.
Jared Davis: I started with no knowledge of the trades whatsoever. I was completely green. I’d almost consider myself a city boy going into it. I started from scratch, kept my eyes open, and tried to learn as I went. With hard work, the skills eventually came, and things started to click.
Jared Davis: If you’re getting started in the trades, be observant and learn from the people around you. Over time, that learning turns into skill, and opportunities come. I started out barely knowing how to use a drill. If you put your head down, work hard, and keep learning, people will notice.
Kathi Miller: What made a city boy decide to get into construction?
Jared Davis: It happened by chance. I graduated from high school and didn’t get into the university I wanted to attend. I had some connections through my church who said their construction company was always hiring. I thought it would be a good gap-year job, so I gave it a shot.
Jared Davis: Working that first year gave me some understanding of the trade. I didn’t commit to it right away. I went to school for a year and a half, but when I came back, everything started clicking. The feeling of building something and seeing what you created right in front of you is unreal.
Kathi Miller: The construction industry is second to none, isn’t it? How lucky are we to be able to drive around and show our family, friends, or kids and say, “Hey, I worked on that”? It’s a great feeling that a lot of people don’t get at their jobs.
Jared Davis: Over the past few years, I’ve been able to drive all around Calgary and Alberta and say, “I built that one. I built that one.” It’s so cool.
Who Is Jared Davis, the 2026 NFBA Crew Foreman of the Year?
Kathi Miller: I’m your host, Kathi Miller, and today on Building With Metal, we’re talking with Jared Davis of Remuda Building & Supply near Calgary. He’s the 2026 NFBA Crew Foreman of the Year. Jared built his career in the field, leading crews and delivering quality post-frame projects day after day.
Kathi Miller: We’re going to talk about what makes a great foreman, how to find, train, and retain a strong crew, and how to keep an eye on safety on top of everything else. Jared, congratulations again on the award, and welcome to Building With Metal.
Jared Davis: Thank you. Glad to be here.
Kathi Miller: We’re excited about our conversation today.
What Is the Worst Day on a Post-Frame Job Site, and What Can Crews Learn From It?
Kathi Miller: I want to start with a question you might not be expecting. There are great days when you drive by a finished job and feel proud of it. But let’s talk about the worst day you’ve ever had on a job site, when nothing went right and everything went wrong.
Kathi Miller: Tell us what happened and what you learned from it.
Jared Davis: There have been a few of those. Some involved things I couldn’t control. I remember a winter job when it was probably minus 15 or minus 20. I was starting the job and drilling holes. About 20 holes in, my auger broke from wear and tear.
Jared Davis: We got a new auger out to the site, and about 10 holes later, the auger bit broke. First the auger broke, then the bit. I was three hours from our shop, too. It happened over and over. I think the auger drive broke again a few days later.
Jared Davis: Those are things outside my control. The biggest lesson was to be prepared. When you’re going out of town, bring extra hoses and bits. Make sure you can handle as much as possible on the job site so you’re not stuck waiting through long periods of downtime.
Jared Davis: There have also been problems I could control. I can think of times I made poor decisions about the weather. It was too windy or snowy, and I tried to push the limits of what I could do. Then a truss cracked and had to be replaced, creating more work. Another time, we thought everything was located, but we hit a gas line while drilling and had to excavate and repair it.
Jared Davis: Those setbacks can be mentally crushing. You think about how much progress you could have made, and now you’re farther behind. But they’re also growth experiences. I learned to be more cautious about the weather and to respect the wind. Don’t push the boundaries. You also learn how to deal with adversity.
Jared Davis: Part of that is knowing who to call when something goes wrong.
Kathi Miller: There’s no substitute for experience. I was onboarding some new reps today, and we have a lot of tribal knowledge. I’m sure you do, too. Sometimes you have to learn through the school of hard knocks.
What Separates a Good Crew Foreman From a Great One?
Kathi Miller: Let’s talk about your NFBA Crew Foreman of the Year award.
Kathi Miller: In your mind, what separates a good crew foreman from a great one? And feel free to share how you were nominated, what the process looked like, and what you won.
Jared Davis: Every foreman, and really every post-frame builder, has processes for getting a job done. Those processes vary, but ultimately they aim for the same result.
Jared Davis: The biggest thing is refining a process that works for you while learning from other people’s experience. I learned a process from my foreman when I was starting out. But if I’d never moved beyond that process, I wouldn’t have grown.
Jared Davis: I took the things that worked well and added them to how I build, while leaving behind what didn’t work. A great foreman uses experience and knowledge to improve the whole process. A mediocre foreman may still get the job done, but it can take longer because he’s not using everything he’s learned.
Kathi Miller: How do you gain those skills? Are you asking questions, watching other people, or being mentored?
Jared Davis: A lot of it is observation and asking questions. Take the straightening process for our buildings. You can learn how to keep a building straight, but if you don’t understand the reasons behind the process, it’s hard to improve it.
Jared Davis: For me, it was seeing the process, understanding part of it, and then digging deeper by asking, “What would happen if I did this instead?” It might be something as simple as changing which board you nail first or the order you do things in.
Jared Davis: Sometimes the new process is worse, and you learn from that. For me, it was trial and error, building on something someone else had already learned.
Kathi Miller: As a foreman, and I know this varies by company, are you swinging a hammer with the crew, supervising, or running more than one crew? What does your role look like?
Jared Davis: Remuda is pretty unique in this respect. All our foremen are hands-on. We’re on the job site every day, swinging hammers, putting in nails, and installing sheets. We’re very in tune with the building process, and we’re an asset on site because of what we can do.
Jared Davis: I’m right there with the guys. I might not do as much of the hands-on work as my top guy, but I’m usually prepping materials and working alongside them. It gives me a chance to set the tempo and lead by example, showing what’s expected and what we’re capable of.
Jared Davis: It helps the crew learn. They can learn from the top guy and see what their foreman is doing. It’s not a situation where their foreman sits in a truck on the phone all day while they’re working.
How Does the NFBA Crew Foreman of the Year Nomination Process Work?
Kathi Miller: Tell us about the NFBA Crew Foreman of the Year award and the nomination process.
Jared Davis: It was pretty crazy. I wasn’t even aware I’d won Foreman of the Month. I got a message in our company group chat congratulating me for winning Foreman of the Year. I thought, “That’s great, but this is the first I’m hearing of it.”
Jared Davis: I asked around and learned that our project managers and supervisors had nominated me for the NFBA award. Then people around me filled out forms supporting my nomination for Foreman of the Month.
Jared Davis: It was all my peers sharing their perspectives on me and writing about why they thought I was a good foreman. That’s what led to the Foreman of the Month award. Foreman of the Year was the extra-special part.
Jared Davis: The NFBA chooses from the 12 Foremen of the Month. I don’t know exactly how they make their decision, but they look at all 12 and select a Foreman of the Year. I guess they saw something special in me, but that’s how the process went from my perspective.
Kathi Miller: That’s a big award. Coming up in February, you’ll hand over the title, so to speak, although your legacy will live on. Did you win any money with the award, or was it mainly bragging rights?
Jared Davis: There’s a financial award: $250 for Foreman of the Month and $500 for Foreman of the Year. It’s a nice bonus. Going on stage, receiving the award, and having the plaque was amazing. The money made it even more meaningful.
Jared Davis: It’s not just a plaque, although that alone would be great. It’s $750, too, which shows that people value you and recognize your work.
Kathi Miller: Exactly. I’m going to show a picture of you receiving the award at the show. And $750 is significant, but what stands out to me is the support of your peers. They really went to bat for you.
Jared Davis: It’s humbling to hear that so many people respect you. Even at the NFBA event, people went out of their way to congratulate me. That made it feel more real than just hearing I’d won an award. It was extra special.
How Do You Attract People to the Trades and Skilled Labor Careers?
Kathi Miller: This isn’t just any award. It’s the biggest honor for a crew foreman in the post-frame industry. Huge congratulations. Now I want to pivot to the skilled labor shortage. The whole construction industry, from post-frame to commercial and architectural work, has struggled with skilled labor.
Kathi Miller: We’ve recently seen reports in the States that college enrollment is declining and more people are becoming interested in the trades, which is exciting. In your time as a foreman, what have you found that attracts people to the trades? And how do you keep a good employee once you find one?
Jared Davis: One aspect is showing that the trades aren’t just backbreaking labor for people without skills or knowledge. It’s a fun job. You don’t have to feel you’re wasting your talent by going into a trade.
Jared Davis: With some office jobs, it’s hard to see exactly what you’re contributing to society. For some people coming out of university, it can be difficult to feel that they’re affecting the world.
Jared Davis: But in the trades, you’re building a home or shop that someone will use. You have a visible reminder of what you’ve accomplished. You can say, “I built this.” I think that can be great for your mental health.
How Does Alberta Weather Affect Post-Frame Construction Crews?
Kathi Miller: You obviously deal with challenging weather, which we mentioned earlier. Are you in Calgary or elsewhere in Alberta?
Jared Davis: We’re just east of Calgary, but most of our jobs are throughout Alberta.
Kathi Miller: I’m going off on a tangent here, but walk us through your weather. How long is winter, and what are the temperatures like?
Jared Davis: Calgary is unique. Winter probably goes from late October through April. We have nice weather right now, but it will soon drop into the low teens and below zero Fahrenheit.
Jared Davis: We’ve had two-foot snowfalls in April and May.
Kathi Miller: Snowfalls!
Jared Davis: Exactly. The nice part about Calgary is that we get Chinook winds, which bring warm air from the mountains. Even when winter temperatures reach minus 40, it eventually warms up and we get some thawing.
Jared Davis: Southern Alberta also gets quite windy. We experience a wide variety of weather throughout the year: hail, snow, rain, wind, and both warm and cold temperatures. We deal with just about everything.
How Do You Build Crew Culture and Retain Good Employees?
Kathi Miller: That definitely makes things challenging. The good news is you probably don’t have the heat some southern markets deal with. Let’s get back to attracting and retaining good talent.
Kathi Miller: Do you play a role in bringing new people onto the crew at Remuda?
Jared Davis: I’m not involved in the hiring process, but I can speak to how our company hires and what we look for. We get a lot of applicants, and ultimately we’re looking for people who want to work hard. Keeping those people comes down to crew culture.
Jared Davis: When I get someone new, I want them to learn. They may start with more basic tasks, but I also try to maintain a positive attitude on site. Playing music and getting to know your crew help keep spirits high. People can enjoy their time at work instead of feeling they’re there only to collect a paycheck.
Jared Davis: Our company also offers a wide variety of jobs. Someone might start in the field and decide it’s not for them. Remuda has manufacturing and supply operations, so there are probably 11 or 12 areas they could move into outside of fieldwork.
Jared Davis: Those options help with retention. People can explore where they want to be in construction and gain experience in different areas. That gives them more reasons to see the company as a positive part of their lives.
Kathi Miller: That’s fabulous. Someone might want a change, learn a new skill, and eventually come back. All of those opportunities make a difference. I love the term you used, “crew culture.” That’s telling.
Kathi Miller: Even something as simple as playing music can help. It’s not just about punching the clock; it’s about bonding during the day and making a difference.
Jared Davis: Music is funny because it helps both your workers and your customers. We’ve had customers tell us, “The guys are blasting music and singing at the top of their lungs.” If customers see that the people building for them are enjoying their work, they’re more likely to feel good about the project. The crew isn’t just clocking in and out. They’re enjoying what they do, and the quality of their work is likely to show it.
Kathi Miller: That’s a great point. Years ago, my husband and I had contractors doing some metalwork at our house. One weekend morning, while we were having coffee, I said, “Is that classical music?” They were playing classical music. My husband went out to see if they wanted coffee.
Kathi Miller: They told him they liked to start the morning mellow and ease into things. By the afternoon, they weren’t playing classical music anymore. They were rocking out. You’re right: the music made a difference for them.
How Do You Train and Onboard New Post-Frame Crew Members?
Kathi Miller: When you get someone new, how do you train and onboard them? We talked about tribal knowledge and how overwhelming it can be. Do you handle training personally, or does one of your lead crew members take someone under his wing?
Jared Davis: It depends. To begin with, I usually keep new guys with me so I can understand their abilities and decide what tasks to give them. The important thing is making sure they’re comfortable with the work you assign.
Jared Davis: I show them how a task is done and walk them through it. Then I give them a chance to try it on their own. They’re going to make mistakes, and that’s part of learning. They watch, practice with supervision, try it independently, and then I give feedback on what they can improve.
Jared Davis: For someone arriving on a job site for the first time, make sure they’re comfortable with their tasks. A buddy system is best. It allows them to gain experience without all the pressure of thinking, “I don’t know what I’m doing” or “I don’t want to make a mistake.”
What Does Remuda Building & Supply Build?
Kathi Miller: I assume you can’t push the pace too hard when someone is new. They’ll be slower and need to feel they have time to do things correctly and ask questions. Tell us about Remuda. Are you 100% post-frame, or do you focus on agricultural buildings? Do you do commercial projects?
Jared Davis: We started as post-frame builders. Then we expanded into post-frame construction and supply. We began supplying posts, lumber, and other packages for home builders, though post-frame remained our core business.
Jared Davis: Over the past year and a half, we’ve branched out quite a bit. We’ve started manufacturing our own trusses, from trusses for 112-foot-wide agricultural buildings to trusses for residential homes. We’ve also recently started building residential homes.
Jared Davis: We have a prefabricated wall plant and two residential crews. At this point, Remuda does all kinds of framing and supply. We’re looking for ways to expand and provide work for people around us. It’s been exciting to watch the company grow over the past seven years.
Kathi Miller: I assume barndominiums are big for you.
Jared Davis: Yes. We hired a saleswoman specifically for barndominiums about two years ago. We’ve evolved from agricultural buildings, horse barns, and shops into barndominiums and shop homes. It’s a different part of the industry.
Kathi Miller: For anyone unfamiliar, a barndominium, or “shouse,” combines storage and living quarters, or a business and living quarters, in one building. It gives the structure a dual purpose.
What Is the Largest Post-Frame Building You've Worked On?
Kathi Miller: What’s the tallest, longest, or most complex building you’ve worked on, Jared?
Jared Davis: The tallest building I’ve worked on was 25 feet on the outside with a 24-foot interior. It was also the biggest: a 100-by-100-foot agricultural shop, fully finished with concrete and everything, and an 86-by-200-foot cold-storage building off the back. It also happens to be the job I mentioned earlier where we had problems with the drilling.
Kathi Miller: Of course!
Jared Davis: I forget the exact square footage, but it was a very large building.
What Safety Protocols Should Post-Frame Crew Foremen Require?
Kathi Miller: Let’s talk about safety. That’s a big project. You’re 25 feet off the ground, with crew members walking purlins.
Kathi Miller: What are some of your nonnegotiable safety protocols as a crew foreman? How do you teach them to the crew, and how do you balance safety with productivity?
Jared Davis: We start with safety documentation and toolbox talks first thing in the morning. We want everyone prepared and aware of as many hazards as possible. That might mean working at heights and tying off with a rope, or simply being aware of someone working overhead when you’re on the ground. We try to identify hazards before they become problems.
Jared Davis: There’s a lot going on during a build, with multiple tasks and people on site. If everyone understands the day’s work and what to watch out for, the risk of an accident is much lower. We also have safety precautions in place in case something happens.
Jared Davis: We use ropes on the roof when installing strapping and roof metal. We also use scissor lifts and man baskets, minimizing ladder use and relying on lifts whenever we can.
Kathi Miller: I love that you discuss project-specific safety at the start of each day: what might happen today and what everyone needs to watch for. That probably takes just a few minutes, but it helps everyone get home safely to their families.
How Does a Crew Foreman Plan the Workday?
Kathi Miller: You mentioned planning earlier. A crew with a good plan can be much more efficient than one that’s constantly searching for things. What helps you lead a crew effectively and keep the work moving?
Jared Davis: A lot of planning is thinking through how you expect the day to go. I worked on a 96-by-240-foot building where we had 12 people on site, along with a lot of machinery. Without a plan, that’s a lot of hours wasted while people stand around.
Jared Davis: Throughout the day, I’m thinking about what everyone can do next. After the shift ends, I plan for the following day, sometimes talking it through with someone else. I ask where to put people so they’re in the best position to succeed.
Jared Davis: That project had two foremen, so we’d discuss how to divide the crew: three guys on wall metal, three on trim, three on framing, and so on. We needed to use both the people and the machinery efficiently. There are only so many machines on site, and sometimes a lot of work has to happen at height.
Jared Davis: For me, it comes down to thinking ahead and giving myself time to evaluate the situation. I try to picture how the work will unfold before we get to the job site.
Kathi Miller: It’s like solving a puzzle. People may approach it in different ways, but the biggest thing is having a plan. You can’t have everyone trying to do the same thing when you only have three machines available.
What Tools and Technology Have Changed Post-Frame Construction?
Kathi Miller: Speaking of tools, let’s go down that path. How many years have you worked in construction, first on a crew and then as a foreman?
Jared Davis: Seven years. I started in 2019.
Kathi Miller: That was an interesting time to start. What tools, equipment, or technology have changed the way you lead crews over those seven years?
Jared Davis: One of the major improvements has been the cordless nailer. When I started, cordless saws were becoming more common, and fewer people were dragging extension cords around. But if we needed to frame a window or block something out, we still had to bring out an air compressor and hose.
Jared Davis: For someone new, setting up all that equipment might take 20 minutes just to nail a few boards. Cordless nailers have changed that. I use them for almost everything, even large roofs and roof framing. They’re well built, and only having to change a battery every few hours is incredible.
Kathi Miller: It’s a game changer, isn’t it?
Jared Davis: It is.
Kathi Miller: There’s also a safety benefit. You’re not tripping over cords or knocking other tools off a surface where they could fall on someone below.
Jared Davis: Exactly. There can already be ropes and hoses all over a roof, so eliminating one more thing to worry about is a game changer.
Kathi Miller: What about technology? Have you changed anything in the past few years that affects how your crews work?
Jared Davis: Not as much on our end. Our company has started using some AI-based systems and apps to generate quotes and material estimates. That’s still an evolving process, and people need to double-check the results.
Jared Davis: Being able to enter the dimensions of a building and have a system generate a materials list could save a lot of time.
Kathi Miller: That’s amazing. Someone I talked with recently said they’d started using iPads in the field, especially for onboarding. Our industry is famous for using the same word to mean different things, whether it’s a rake, corner, or gable.
Kathi Miller: They developed an iPad resource so crew members can see all the pieces and learn what to call them. I was curious whether you’ve done anything similar.
Jared Davis: We have an iPad on site with the plans, and we’ve moved away from paper plans over the past few years. Everyone can access them on a phone for a quick reference. You don’t have to memorize everything. You just look it up.
Jared Davis: That’s been a big improvement for me. I don’t have to run back to check something I wrote down. The information is right in my pocket.
Kathi Miller: What a difference. There used to be one set of plans inside the building, maybe on a table. If you were on the roof and needed to check something, you had to come down, losing time and dealing with the extra stress and safety considerations of climbing back up.
Kathi Miller: As a manufacturer, we’re also trying to make more installation videos that people can access from their phones.
How Do You Build a Cohesive Crew Across Different Ages?
Kathi Miller: Receiving the Crew Foreman of the Year award means you have strong leadership skills, and your peers noticed when they nominated you.
Kathi Miller: What’s the age range on one of your crews? Is everybody under 20, over 60, or somewhere in between?
Jared Davis: Right now, I’m 25, my lead hand is 35, and I have a 19-year-old and a 20-year-old. Our crews are generally on the younger side. I’ve worked with crews of six where everyone was under 24. We also have some older, experienced guys who help mellow things out. Younger workers can be high-energy and make some questionable decisions, so that experience and wisdom help.
Kathi Miller: For sure. What have you found helps a crew gel when people are different ages, have different interests, and bring different levels of experience? How do you get them working like a well-oiled machine and enjoying the job together?
Jared Davis: It helps to take a little time during the week to ask about people’s days and what they did on the weekend. Building personal relationships creates mutual respect, even when you’re at different stages of life.
Jared Davis: That respect goes both ways, from younger guys to older guys and vice versa. Throughout the day, I try to keep a positive outlook so the crew isn’t focused only on the bad parts of the job.
Jared Davis: Blaming one another can really destroy crew culture. If people are pointing fingers and asking, “Why did you leave me this?” or “Why did you do that?” it creates a bad environment. We try to take ownership of our work, stay positive, and remember that we’re building a house or shop. That’s something to be proud of.
Jared Davis: Don’t get so focused on little frustrations that won’t matter when the day is over.
What Advice Do Crew Foremen Have for Aspiring Foremen?
Kathi Miller: Before we wrap up, is there anything you’d like to share with current foremen or people who hope to become foremen? Maybe some encouragement or a lesson you’ve learned along the way?
Jared Davis: If you’re looking to become a foreman or grow within a company, don’t be afraid of a challenge. You’re often capable of more than you give yourself credit for. When I was offered a foreman role, I was hesitant and content where I was. Someone pushed me a little, and here I am as Foreman of the Year. Challenge yourself and focus on the right things at work, and you’ll do well.
Jared Davis: That’s what I’d say.
Kathi Miller: Jared, thank you so much for joining us. Enjoy your remaining months as NFBA Crew Foreman of the Year.
Jared Davis: Thank you. I will.
About McElroy Metal
McElroy Metal manufactures metal roofing and siding products for residential, commercial, agricultural, and industrial applications. Headquartered in Bossier City, Louisiana, with plants and service centers across the United States, McElroy supplies contractors, architects, designers, and building owners with metal panel systems, accessories, and the engineering expertise to use them well.
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