Working with government contracts has changed the way I think about inspections. Before I became a Regional Director of Operations, I understood that inspections were an important part of the job, but I do not think I fully appreciated how much preparation happens before someone ever walks onto a project.
At CLR Builders, a large part of our work involves government contracts, including projects connected with the VA. There are requirements that have to be followed, timelines that have to be managed, and a lot of details that cannot simply be overlooked. When you are working on projects that serve veterans and are connected to government contracts, there is a level of responsibility that comes with the work.
That has taught me one thing very clearly. You do not prepare for an inspection when you find out an inspection is coming. You prepare for it every day.
Preparation Has to Be Part of the Routine
I oversee more than seven supervisors across different areas, so I cannot personally be everywhere at once. That means I have to rely on the people I have working with me to understand what is expected and to take their responsibilities seriously.
A big part of my job is following up.
I have learned that assuming something was handled is not the same as knowing it was handled. Sometimes I have to ask another question, make another call, or check on something that I was told was already taken care of.
That might sound repetitive, but in operations, those small follow-ups can prevent much bigger problems.
When an inspection happens, I want the team to be ready because they were already doing things correctly. I do not want everyone scrambling around because they suddenly heard someone was coming.
Government Work Leaves Less Room for Guessing
One thing I have noticed over the years is that government contracting requires a different level of attention to detail.
There are specific expectations, and you have to understand what the contract requires. You cannot simply say that something should be good enough. You need to know whether it meets the requirements.
That means communication is important.
If a supervisor is unsure about something, I would rather have that conversation early. If there is an issue with a project, I want to know about it before an inspection brings it to everyone’s attention.
Sometimes I ask myself whether we are being too cautious. Then I think about the alternative. Finding a problem after the fact is usually much harder than addressing it while there is still time to fix it.
For me, being prepared is not about expecting everything to go wrong. It is about respecting the possibility that something might.
You Have to Trust Your Team
Managing multiple supervisors has taught me that preparation cannot depend on one person.
I have responsibilities across different areas, and each supervisor has to understand what is happening in their part of the operation. That means I spend a lot of time training and developing people.
I want supervisors to be able to look at a situation and recognize a potential problem before it becomes a serious one.
That does not happen overnight.
People need experience, and they need someone willing to teach them. Sometimes that means explaining something more than once. Sometimes it means letting someone make a mistake and then using that mistake as a learning experience.
There is a balance there. You have to hold people accountable, but you also have to give them the opportunity to grow.
I have found that the stronger the people around me become, the stronger the entire operation becomes.
Inspections Are Not Something to Fear
I do not look at inspections as something negative. In many ways, they give you an opportunity to make sure the work is being done the way it should be.
Of course, nobody wants to walk into an inspection and discover a problem. I certainly do not.
But if something is found, I would rather know about it.
An inspection can point out something that needs more attention. It can make you look at a process differently. It can even make you realize that the way you have always done something may not be the best way to do it.
I think that is one of the reasons I try to stay open to learning. I have been working for a long time, but that does not mean I know everything.
The Financial Side Matters Too
Another lesson government contracting has taught me is that operations and financial performance are connected.
Part of my responsibilities includes profit and loss, so I have to pay attention to more than whether a project passes an inspection. I also need to understand how the project is performing financially.
Quality and financial responsibility have to work together.
There are times when spending a little more can make sense if it prevents a bigger issue later. At the same time, you cannot ignore costs and assume everything will work itself out.
I have learned to look at the bigger picture. What is happening with the project? What are the costs? Are we meeting expectations? Are there problems that need to be addressed?
Those questions are part of doing the job responsibly.
What Five Years of Recognition Taught Me
I have been fortunate to receive Regional Director of Operations of the Year recognition for five consecutive years for government contract operations across Texas, Arizona, and New Mexico.
I am proud of that recognition, but I do not see it as a reason to become comfortable.
If anything, it reminds me that consistency matters.
Every new project brings its own challenges. Every supervisor has different circumstances. Every inspection can reveal something you did not expect.
The job is to keep preparing.
I Would Rather Be Ready Than Surprised
After spending years working in operations and government contracting, I have come to appreciate the value of preparation much more than I did earlier in my career.
Being prepared does not mean believing everything will go perfectly. It means having people who know their responsibilities, communicating clearly, following up, paying attention to the details, and addressing problems before they grow.
I still have questions when I walk into a project. Is everything where it needs to be? Did we follow up on that issue? Does the supervisor have what they need? Are we meeting the requirements?
I think asking those questions is a good thing.
Government contracting has taught me that an inspection should never be the first time you look closely at your work. If you are doing your job properly, preparation has already been happening long before the inspector arrives.