Information Architecture Before AI – Lessons from Jerry Horani of VCC Construction

Rishi Srivastava (00:00)
Welcome to Finance at the Job Site, the podcast where construction finance meets the field. I’m your host Rishi Sivastava, founder of Beiing Human. In each episode, I sit down with construction CFOs, controllers, owners, project managers, IT leaders, ERP consultants, and industry experts to uncover how they connect the back office with the field, choose and implement technology, manage cash flow, and drive profitable projects.

Whether you are running the numbers, leading the team, or designing the systems that keep projects moving, this is your place to learn what’s working, what’s broken, and what’s next in construction finance.

Rishi Srivastava (00:38)
Today our guest is Jerry Horani from VCC Construction. Jerry, welcome.

Jerry Horani (00:44)
Thank you. Thanks for having me, Lischke.

Rishi Srivastava (00:46)
course. First section here is on your career journey and leadership. You started at VCC as a support engineer and grew into the CTO role. What experiences shaped your leadership journey?

Jerry Horani (01:00)
Yeah, no, thank you. It’s a great question. I was fortunate enough to start with VCC very early on. I was still in college, actually, when I started. As a support engineer, my studies were around computer science and engineering, along with information security, which allowed me to do a lot of not only support, but also light programming in the beginning.

did a lot of crystal reports and reporting and data gathering from different databases in my initial year of my career. And then really just grew with the company as it grew. But what I loved always about VCC is the kind of the only constant thing we call it, the VCCs change. ⁓

Rishi Srivastava (01:42)
Mm-hmm.

Jerry Horani (01:43)
it allowed me to continue to always sharpen my programming and technology skills. So VCC is a company that’s never afraid of investing in technology or using technology or implementing or developing new tools when there was none. So along those years, 21 years now, really…

I’ve been fortunate enough to work with different aspects of the IT side of the business and just be kind of grow with the business into all of areas of IT until I became obviously the Chief Information Technology Officer. But I still am technical, I’m hands-on. I still love to work with the teams. I love to find solutions to problems. And again, sometimes we develop solutions if it doesn’t exist.

Rishi Srivastava (02:30)
Yeah, you were an early adopter of being human too.

Jerry Horani (02:34)
Right, yes. Actually, there was a lot of forms early on that we’ve kind of digitized or kind of converted to e-forms way back before people really had actual solutions for them.

⁓ Really our in-house developed software started, the very first version, public, like actual version of the software was 1994. And it grew and it continued to grow and elaborate and kind of get upgraded throughout the years to today.

Rishi Srivastava (02:47)
Yeah.

Yeah. How did your early hands-on programming work, for example on DarkNet, SQL, Java, et cetera, influence the way you approach technology leadership today?

Jerry Horani (03:09)
Right.

Yeah, that’s a great question. You know, one thing that is very difficult to do when you are a programmer or when you’re starting your career in a programming is to take the programming challenges and relate the business challenges and kind of take it all the way down to technical, but be able to take your technical challenges and grow up as well.

to programming, to the business challenge and deliver a business solution. And when I say that, I mean taking the business requirements and breaking it down all the way to get it to a technical requirements to be able to develop around it is a challenge that I’ve always loved to take. I’ve always kind of loved the side to where sit down. I’m like, okay, forget any programming. Tell me the business challenge. Explain the business to me.

And over the years you learn so much, then you become kind of in nature to see a new programming language or to see an advantage in a new language and say, oh, that could help me solve that problem. Because with experience, you’ll get to know a lot of the challenges and problems. So that, to me, was one of the most fun but challenging side of the equation.

Rishi Srivastava (04:27)
Yeah, I mean, a lot of the newer languages, are solving some new problems that you as a technologist are encountering.

Jerry Horani (04:35)
Yeah, so I mean, this is way back, but when object-oriented programming was kind of publicly adapted, we saw that, it could help us a lot moving our code base to it, for example, and unify a lot of things and have objects that we could put business logic in and use it all over the place. So every time there is a new technology,

know, advancement, I always look for where it can help us in our business. So that’s been kind of a lot of the secret sauce of how we implement things or how we go about things.

Rishi Srivastava (05:09)
Yeah, yeah secret sauce as a CTO. How do you balance innovation with maintaining VCC’s culture mission and values?

Jerry Horani (05:19)
Yeah, again, you’re asking really great questions. We’re in an industry that a lot of, big portion of it is resistant to change as a construction industry. So when you put technology in there, change management and explaining the how and also what I’ve learned throughout my career is gaining

Rishi Srivastava (05:29)
Soon.

Jerry Horani (05:40)
partnerships among my own team helps me a lot adapt these changes and make these technology changes in the business and the innovations and keeping doing that while keeping our core culture or our core. I always say this one of our main fabric components of our VCC’s culture is change and is hey you know

there’s gotta be always a better way and if the better way doesn’t exist, we’ll invent it. And that is proven throughout our stack of solutions throughout the years. And our support to start up solutions that we can see the vision of, we can see the problem they’re trying to solve, but still kind of within our VCC’s culture. So we kind of ingrained it in our fabric to be able to be innovative and solve problems.

Rishi Srivastava (06:30)
So you’ve worked closely with department heads as an advisor on technology. How do you foster collaboration across technical and non-technical teams?

Jerry Horani (06:36)
Yeah.

Yeah, I call myself a consultant to them. So I’m a consultant on the department ends. I meet with them almost maybe at least in the beginning of the year for sure early to understand what’s your goals for your department this year and how can we help better that how can we help give you the right tool to do or to deliver the vision for your department. So I look I always

Rishi Srivastava (06:45)
Hmm.

Jerry Horani (07:05)
One thing I’ve also learned is if you come across as more of a team player that you’re trying to help them and not kind of shove technology down their throats, you’re gonna be more successful. So I’m a partner, I’m a consultant to all of the guys in the business.

Aside from the infrastructure and whatnot, but from a business solutions, that’s how I work. And in turns, it’s great because what happens is when they have the next challenge, they’re like, okay, Jerry, let me ask you about this and what’s your take on it. So then I become really more involved in the business organically and not by, you know, being a CTO or a management team member.

Rishi Srivastava (07:46)
I was talking to another speaker and he had a point like people before technology. Yeah

And it seems like ⁓ your vision lines up with that. In the next section here, Jerry is on technology, vision, and strategy. What does aligning technology vision with business strategy look like in construction?

Jerry Horani (08:06)
Yeah, mean right now, honestly, it’s all about how do you align, how to take your business vision, understand where the company’s going. If your company’s trying to grow two times, three times, or 20 %…

Rishi Srivastava (08:19)
Bye.

Jerry Horani (08:21)
That’s going to change your technology vision and how you’re going to implement solutions and which solutions and which technology stacks you’re going to partner with. So I look at the business as, first it’s a business, let’s admit it. Two, okay, where is the business headed? Do I have the right stack of technology solutions to meet the business vision? And where would…

Rishi Srivastava (08:34)
Mm-hmm.

Jerry Horani (08:42)
And if I don’t, how do I get there? Because it’s easy to sit and talk and say, want to, you know, a vision without goals is a dream. I always say that. So aligning your technology vision with business strategy, they’re going to go hand in hand. They’re going to be parallel. And you have to be able to speed things up or slow things down as the business strategy allows. So.

really it goes back, it goes to the second item which is being agile and in the whole overall solution. So what I mean by that is you can’t anymore work on something for six, seven months and just wait to send feedback. The business strategy doesn’t allow for that. So we’ve really moved to more agile development and deployment.

Rishi Srivastava (09:22)
huh.

Jerry Horani (09:26)
years ago to where we could start putting things out in a pilot user group and get feedback quickly, learn from it and reiterate as fast as you can. really the answer to that is speed because how fast can you iterate? You will fail. There will be some initiatives that will not be 100 % success from the first go around.

But the question is always going to be how fast can you iterate and learn and get better?

Rishi Srivastava (09:55)
Yeah, Silicon Valley has this vision of fail fast. You don’t want to be taking a long time to fail.

Jerry Horani (09:59)
Right, yes. Yes.

That’s right, which I 100 % agree with. Fail fast. Fail fast so you can get up and move. if you’re gonna fail fast, absolutely. I agree with it 100%.

Rishi Srivastava (10:10)
Bye.

You’ve implemented a job and mobile development methods at VCC. What lessons have you learned about adoption and construction?

Jerry Horani (10:23)
That’s what I was leading to in my earlier point. We have, and the biggest lesson is what you just said. If you’re gonna fail, fail fast. Get feedback and win feedback. The one thing I’ve learned over the years, and it continues to be right, is…

Sometimes you as a technologist will think that you know everything about the business, but when you learn more from actual business people and be in the day-to-day with them, you’ll figure out that sometimes you’re wrong. learning or figuring that out quickly, which goes back to your fast, is part of the success and part of kind of the long-term vision.

Rishi Srivastava (10:54)
Hey.

Jerry Horani (11:02)
of delivery.

Rishi Srivastava (11:03)
Yeah, yeah, and generally construction teams tend to be reluctant to IT changes, you know. As well, so. Failing fast is important there too. How do you evaluate new technologies? What’s your framework for research case studies and determining implementation probability?

Jerry Horani (11:23)
We’re a big company, but the beauty of our company, we operate as a small family business. We are a company. And that gives me lot of advantages to be able to, if I research and I find the tool and I quickly think the ROI on the tool is high, and it doesn’t take a big complicated equation, to be frank.

Rishi Srivastava (11:30)
Mm-hmm.

Jerry Horani (11:44)
If you start going to these big equations of error, if it doesn’t make sense from the get-go, it’s not going to make sense after you put numbers to it most of the time. So the beauty of our company is we do move fast. If we do see a solution, we identify apologies as a group, we put it out, we get feedback, and if their ROI is high, we are not afraid to change into it.

Rishi Srivastava (11:44)
Mm-hmm.

Jerry Horani (12:05)
It goes both ways sometimes it makes things a little bit challenging because you’re an early adopter by nature if you do that of solutions but you can also be an early winner as well most of the time if you know the business and kind of know what your ROI is.

Rishi Srivastava (12:24)
One thing that early adopters have is that they get to kind of dictate the technology for late commerce, know, early adopters, they come in, you know, and the technology is not fully ready, maybe when you know,

Jerry Horani (12:36)
But you can become part of building the solution too.

Rishi Srivastava (12:40)
What role does data warehousing and smart reporting play in scaling a construction company?

Jerry Horani (12:46)
You know, I think that’s probably one of the best questions you have. Because in construction, if you ask anybody in construction, it’s all about reporting. And it’s all about producing good reporting mechanisms. Because in construction, you’re not alone. VCC is an entity.

But then you’ve got on every project there is the VCC entity and there is many subcontractors. Each is an entity. Then you’ve got the architect, which is an entity, and the owner is an entity, and the lender is an entity. So you can look at a project and we’re not alone. We’re together as one team delivering the project. But at the same time, we’re all separate entities. the most traditional way over the years, those entities communicated is through reporting.

Rishi Srivastava (13:20)
Mm-hmm.

Hmm.

Jerry Horani (13:33)
Being able to accurately report via power bi via static reporting via Portals, however, you want to look at it Is the way to solve problems? And that was actually the first ⁓ Development project I worked on in the company was was developing crystal reports. I remember it back then it was crystal reports before SAP bottom but but but the the

Rishi Srivastava (13:45)
The first.

Jerry Horani (13:57)
idea or the really the gist of it is that’s how these entities communicate. So to get reporting you have to have accurate data. To have accurate data you have to have ways to put this data with information architecture into a data warehouse that you can tap into

and actually get good reporting and stitch data from different components of your systems. And we’re very proud of our Data Warehouse. We built it since 2018. Really, we started our data housing project and it grew over the years. It encompasses all of our systems, internal or external or third parties or via APIs and whatnot.

But that is what we saw, the vision was, to get our data warehouse with information architecture built, with the vision long term to be able to do AI on good data.

Rishi Srivastava (14:45)
One quote from you I remember is information architecture before artificial intelligence.

Jerry Horani (14:50)
That’s

right, have to have IA before AI, 100%. If you’re teaching, it goes, you know, it’s very simple. AI is learning and if it learns from bad data, then it will produce bad results. ⁓

Rishi Srivastava (14:53)
Mm.

.

Jerry Horani (15:04)
It’s just that simple. you know, as smart as it could be, just like your kids. You could have very smart kid, but if you feed him bad data all the time, his outcome would be bad. ⁓ But as smart as he can be. ⁓ So, good data and accurate and quality data is going to lead us to better results overall.

Rishi Srivastava (15:04)
Yeah.

Mm-hmm.

Nah.

Okay.

Yeah. Next section here, is on innovation and systems development. You’ve led the development of Endeavor CMS, a complete construction management system. What gap did you see in the market that drove this innovation?

Jerry Horani (15:44)
Yeah, no, that’s a good question. Back when we started this, there were literally maybe two or three construction management solutions on the market. They did not have all of the, you know, a platform. I call the Endeavor product that we have is a platform. It’s not just a, it’s a solution, it’s a platform.

Rishi Srivastava (15:51)
Mm.

Jerry Horani (16:02)
And it’s developed and kind of grew over the years to become a back-end even platform with a data warehouse that syncs things from different systems and whatnot. there was a lot of gaps between operations and project management that led us to build Endeavor and continue to build on it and invest in it. That’s the big gap that was, you know, and even if you look at solutions today, that gap still exists.

you have a solution that’s really good with operations and field operations and you’ll have some solutions that are good with project management solutions but you know there’s still gaps in between things have gone better but still you know it wasn’t that was the biggest challenge that we’re trying to overcome and we you know over the years saw the need to go and build a mobile app

Rishi Srivastava (16:48)
Thank

Jerry Horani (16:52)
make it mobile and have portals. Initially we used IBM WebSphere and Oracle. So you know over the years you know technology will force you to change and develop to continue having a good business application.

Rishi Srivastava (17:06)
Yeah, one thing I’ve been thinking about for a while is like all these construction accounting systems, they’re like from 80s. know, some project management system, they’re mostly you may be like from 2000s, a lot of them. But like, how are these construction accounting systems sitting on really these old technologies and architecture? What is your take on that?

Jerry Horani (17:24)
You know, that’s a good question. They, you know, every day, and I know you follow this space very closely, but every day there is new applications being launched. But if you look at the ERP or the accounting systems, that doesn’t happen every day. I think there are some certain systems people are staying away from because I don’t want to rebuild an accounting system. That doesn’t sound, you know.

Rishi Srivastava (17:36)
Bye.

Jerry Horani (17:49)
Interesting, but I’d like to build something that bolts on to it and make certain workflow Easier or more streamlined or better and that’s I think why you’re seeing what you’re seeing is kind of That mindset of whoever were to build a new app. They want to take you know, a small bites at the Apple but I Think when they get to the ERP or the accounting system itself Everybody’s like well, I don’t want get an accounting system

So that’s why we’re left with the big companies that will still control the accounting systems.

Rishi Srivastava (18:17)
Yeah, so there’s this company, Rylat, and they are an accounting software, and they are AI native accounting system. I’m not sure whether you’ve heard of them or not. ⁓ Rylat, R-E-L-L-E-T, and they just read series A, AI first in the accounting. And I do feel like construction deserves a disruption like this. There’s this bolt-on.

Jerry Horani (18:26)
What’s the name?

Rishi Srivastava (18:40)
I mean, you can only improve so much, but like to get into the market, let’s think about it. It’s hard, right? It’s not just tech challenge. It’s also funding challenge and all that stuff. So that’s what maybe the bolt on is okay. But what are you take on like just building a complete AI first construction, a chronic system.

Jerry Horani (18:57)
I mean think if you get the right minds and the right funding and the right structure, I think the industry is due for one, absolutely. Because there is not a complete AI-based system. Again, like I said, there’s a lot of add-ons, but nothing complete from the get-go. So I don’t think it’s a bad idea. I think you have to have the right players.

because it is a complex, very sensitive system that you have to build. One thing that I would like to add to that, and I know there was big hypes about it at some point, and now it’s probably not as much, but I’ve actually done major studies around even putting blockchain-type accounting. ⁓

ERP system in construction that will encompass things like electronic lean waivers and things that if you look at the construction industry and you look at the way where you have too many kind of separate entities that don’t trust each other but really have to work with each other, it’s a prime use case. I’ve done tremendous studies around that for…

So if you put blockchain and AI together on something like that, I think it would be a huge success.

Rishi Srivastava (20:07)
Yeah, and it’s not just AI, actually. If you look at these constructions in the common system, they’re not even in web. A lot of times, they’re like old architecture from 70s and 80s. So next question for you, Jerry, is with your focus on revamping India over CMS for mobile responsiveness, what are the biggest challenges in bringing enterprise-grade tools to the field?

Jerry Horani (20:30)
⁓ honestly it’s just people change management with people that’s the biggest challenge it’s not the technology it used to be the internet connections and whatnot we’ve overcome that as a as as a world with 5g and all that I think it’s mainly just the people side of it to change management I’ve done something for so long and it works why would I change that kind of thing ⁓ but yeah

Rishi Srivastava (20:51)
you

Jerry Horani (20:54)
I would say that would be it. But you overcome it with, again, with just people skills and explaining more efficiencies and whatnot.

Rishi Srivastava (20:56)
Yeah.

How has your experience with enterprise platforms like IBM, WebSphere, Domino Systems, and Oracle shaped your approach to building VCC’s internal tech stack?

Jerry Horani (21:14)
Yeah, thank you. A lot of these systems seem dinosaurs to a lot of people. What they’ve taught me the best, in my experience, is skill. Every system, every company you’ve mentioned, the biggest takeaway always, if you look at each of them, is security and skill. A lot of companies can come up and build a quick workflow and do magic on the web. You could do that.

Rishi Srivastava (21:30)
Mm-hmm.

Jerry Horani (21:37)
But what these systems taught me the most I would say is how to scale and how to build secured systems.

Rishi Srivastava (21:44)
Yeah, I think when the load and the latency requirement go up, your production system needs to perform. Can you share how automation through e-farms, electronic signatures, or procurement systems has impacted efficiency and decision making at VCC?

Jerry Horani (21:53)
Right.

tremendously. mean when we started doing e-forms, I remember we started building our electronic pay application portal. I want to say we probably…

Rishi Srivastava (22:11)
hehe

Jerry Horani (22:12)
I don’t want to, I will say we’re probably one of the very, very, very first, if not the first company to take a payout electronically. Yeah, if we’re not the first, we’re probably one of the top three or four people when we built the payout portal to where people could submit their pay application or invoicing on the portal.

Rishi Srivastava (22:22)
Damn.

Jerry Horani (22:33)
So electronic forms and digitizing that was a huge shift in the, because then you just don’t have to do paperwork, improved our efficiency and workflow, the queue management things going. It was amazing. And then from there we went on to basically take every form we have and basically electronic or digitize the form.

And then, you know, we partnered with IBM initially for electronic signature, then partnered with DACI sign, and then went away from… used to… mean, a lot of people probably watching this will remember the days, if not still doing it today, of FedExing contracts and things to be signed and returned.

Rishi Srivastava (23:03)
that we walk through this, we remember this really important. Thank you very much.

Jerry Horani (23:12)
VFX and electronic signature just made that go from days to hours, then to minutes, then to now seconds. big jumps. Those are big jumps if you look at the history of our company. Big leaps in technology.

Rishi Srivastava (23:34)
The next section is on data analytics and scale. Construction generates huge amounts of data.

How do you think about scaling data infrastructure so it becomes actionable insights instead of noise?

Jerry Horani (23:46)
Yeah, no, this section, could sum this whole section with two things. One is you have to have a very good, clean data warehouse as a company, to where you can access your data and you know what the architecture of that data warehouse is.

And then you have to really have good systems to make sure your people are actually feeding the systems good data. So if you do those two things, then obviously it is a huge amounts of data. But with architecture, then you can tap into it with tools like Power BI.

You we used business intelligence reporting tools, crystal reports, you name it, we’ve used it. We’ve even used Excel, you know, getting data from databases. XML, I mean, we’ve done all of that. Over the years, you will, as technology changes. But that’s what’s gonna enable you to have those insights, is have good architecture on your data warehouse and good data.

Rishi Srivastava (24:26)
and creative resources. So, we’ve done all of that. What we do really see here has just gone. The benefit of what we’re here is, to me,

Those two are the pillars. What’s your vision for leveraging business analytics and reporting to help executives make better decisions at VCC?

Jerry Horani (24:44)
Bye.

⁓

You, I mean, my vision is really more like everybody’s vision. How can I get better reporting so I can make faster decisions? So it’s just every business leader want good report that they can trust so they can make good decision, but not just good decision, but fast decisions because speed is so important.

Rishi Srivastava (25:14)
Mmm, yeah.

Jerry Horani (25:14)
Everything you

do really not just construction but think about it even in life You know if you’re take a long time to make a good decision by the time you make a good decision It becomes bad by just the nature of you being delayed so You know I look at it as Good decisions, but how can you make the best decision fast enough?

Rishi Srivastava (25:26)
Yeah, yeah.

I used to work at a trading shop about six years ago and our reports, you know, they were tough to generate, you know, and they were a of times they were not right. I feel like they were not right. Maybe 10 % of the time we say that value at risk is like 10 million and actually it’s just 1 million. It’s kind of, you know, getting accurate report timely is so important.

So how do you see technologies like AI predictive analytics or IOT shaping the next generation of construction technology?

Jerry Horani (26:06)
I I think, you know, I’ll be lying to you if I tell you AI is not going to help. I mean think AI is going to help huge. And I think the most area it’s going to help is increasing efficiency, but also, you know, how can AI learn from good data for a company so you can avoid mistakes in the future in construction. So if AI can help me build a better project and avoid mistakes I’ve made in the past by learning from this data.

Rishi Srivastava (26:17)
I’m out.

Jerry Horani (26:32)
and not depending on somebody to remember to tell me, hold on, on that job we’ve learned that you gotta do such and such testing because you’re using such and such material. But more like some kind of a system that will outshine these things, I think that’s gonna be the biggest help.

Rishi Srivastava (26:48)
How do you think one would build such kind of AI which can actually learn from, let’s say, your company’s data and tell you, hey, then on this project, you got to do this kind of testing because in the past.

Jerry Horani (26:57)
Yeah,

it goes back to the cleanness of data, but it also goes to, we’re building similar things to what I just described. We’re trying. It goes back to initially feeding the system good architecture with the data, but then also when you need the information, you still have to have some humans knowing what to ask and how to ask and when to ask and how to put this together.

But the speed of putting it together, think that’s what AI can help.

Rishi Srivastava (27:24)
Yeah, makes sense. The last section here is on community and personal impact. You’ve contributed to projects supporting children with special needs. How does that community focus influence your leadership style?

Jerry Horani (27:38)
You know through our company we have VCC Cares is an organization within our company that we give back to the community through various activities with our vendors and business partners and those are the things that kind of you know take the day-to-day pressure and challenges away and kind of keeps you humble sometimes. All humans at the end of the day.

Rishi Srivastava (28:04)
Mm-hmm.

Jerry Horani (28:06)
So the impact that VCC Cares have on our community and local charities here is huge. And it enables us to not only just help whoever’s in kids or whoever’s in need, but it also enables us to look at things from a perspective of, and enhance our network of their partners, that sometimes we have not only a common…

shared goal of delivering a project but also common shared goal of delivering an event to help whoever is in need. So those are things that I look at, proud to be part of and proud that our company does.

Rishi Srivastava (28:35)
Yeah, yeah, you know your spiritual side, our emotional side, that is taken care of well too.

Jerry Horani (28:41)
Right,

It’s complete picture. Life is not, you know, so you got to stitch it all together. But yes, we are very proud. We have our upcoming VCC Cares in October, always the biggest event in our offices. And we raised a lot of dollars, obviously, over the years. And we will do that again this year, along with our partners, business partners, trade partners.

Rishi Srivastava (28:54)
Hmm.

Jerry Horani (29:06)
clients and everybody else to kind of help be a part of the community.

Rishi Srivastava (29:10)
Yeah. When you step back from day to day, what excites you most about the future of technology and construction?

Jerry Horani (29:18)
You know, it’s a question I actually a lot of times ask myself when I’m Where all gets frustrated is where does this whole thing go? Right? Because when you go like I was at Kansas City earlier this week and I was actually talking to our CEO. We’re looking at a historic building, beautiful building. And some of our peers in our company.

Rishi Srivastava (29:25)
No, no,

Mm-hmm.

Okay.

Okay.

Jerry Horani (29:43)
and I was amazed, it’s a historic building, I was amazed by the stonework on this building, it’s amazing. We’ve renovated it, it’s historical building, we’ve renovated it or we’ve repurposed it into a hotel. But when you look at the historic parts of the building, the stonework, the details and all of that, it’s such an amazing thing.

Rishi Srivastava (29:51)
Mm-hmm.

that’s such a huge

Jerry Horani (30:05)
But I also knew they did not have AI or laser scanning or ⁓ a lot of these 360 reviews

Rishi Srivastava (30:05)
issue. I don’t think we can a business without making clear eyes for men’s security and health care. And a lot of things that…

Jerry Horani (30:13)
back when they built it. But they still built it with such detail that it’s amazing, still amazing to this day. So it always leads me to ask, wow, we have so many technology tools. we, as a world, we continue to build big things.

Rishi Srivastava (30:17)
I I think it’s thing. It’s always good to ask, wow, we have a of I think it’s a good thing.

Jerry Horani (30:31)
But there were things that were great that were built before these tools too. So where these tools can take us, and I think it’s two things I think, I may be wrong, but I think what excites me about the future of construction

Rishi Srivastava (30:31)
There’s one thing that we’re crazy about is the ability to things that are not so I think it’s the architecture. I think it’s what excites me about it.

Jerry Horani (30:46)
and technology is the speed of good things that can be built.

And the continuous kind of attention to detail as you build is what these tools are going to give you. mean, listen, concrete, people have been pouring concrete since I don’t know when. Right? can build this, but I think, you know, the speed of construction is what these tools are going to allow us and the new tech is going to help us to and avoiding.

issues but the speed of construction is what it’s going to be.

Rishi Srivastava (31:13)
Yeah, one thing that just occurred to me is some there’s a conspiracy theory which talks about pyramids were built by aliens because there’s no way they could build that kind of stuff with the technology that they had. What do you think about that?

Jerry Horani (31:24)
Right, I’ve watched that.

You watch that and you get into the episode and you start believing it. I don’t know. Honestly, it is obviously a miracle that the way, when you look at the size of the stones and it’s one of the places I want to go visit. But I don’t know. I do not know. I know one thing that even if you try to build them today, it’s a big challenging thing to do. I don’t know.

get the right tools or people or technologies for that. And especially when you look at the engineering side of light during the day and certain areas it hit and the air kind of flow, there was definitely a lot of smartness.

Rishi Srivastava (32:04)
Yeah, yeah. Jay, it was great chatting with you today. Thank you for coming on the show.

Jerry Horani (32:08)
Thank you so much, Trish, I appreciate it. Thanks for having me.

Rishi Srivastava (32:12)
Okay.

Rishi Srivastava (32:13)
Thanks for listening to Finance at the Job Site. If you found today’s conversation valuable, share it with a teammate and subscribe so you don’t miss the next episode. You can listen on Spotify or watch on YouTube. Just search Finance at the Job Site. Until next time, here’s to building smarter, faster, and more profitable projects.