DNA of a CHIEF ESTIMATOR

What does it take to become an estimating

leader in Canada?

hays.ca/resources/DNA-estimator
 CONTENTS

Introduction 3
Message from Jim Fearon, VP, Hays Canada 3

The Career Path 4

1. Key findings 5
2. The path 6

Build foundational estimating and construction skills 7

Evolve from technical doer to commercial manager to be 9
seen as a leader in your function
Beyond the function; become a business leader 11

Hays Recommendations for professionals 12

Hays Recommendations for employers 13

View from the Top 14

About the Respondents 23

ABOUT THIS REPORT

What does it take to become a Chief Estimator?

This report is designed to give you insight into what it takes to achieve a leading role in construction estimating in Canada. Which
qualifications really matter? How important is time on site, business understanding, professional networking, and cross-sector
experience? Which personal characteristics are common among our construction leaders?
2DNA of a
METHODOLOGY

Survey
Hays surveyed more than 100 estimating leaders in April 2017. They were asked questions about their education, background, qualifications, international
experience, responsibilities, challenges, and personal aspirations. We also interviewed chief and senior estimators, and reviewed 80 chief estimator resumes. This
information was collated to develop the findings in the following report.

While every care is taken in the collection and compilation of data, this report is interpretive and indicative, not conclusive. This information should be
used as a guide only.

hays.ca/resources/DNA-estimator

2 | DNA of a Chief Estimator

INTRODUCTION
I am excited to launch the DNA of a Chief Estimator
guide, which examines career path trends for chief
estimators based on information from more than 100
estimating leaders.
The construction industry is booming across Canada, and building is
becoming increasingly complex, which means lots of opportunities for
estimators. How can an estimating professional drive their career? What do
you need to be the best in the function? What can construction firms do to
grow their own estimating leaders? We have investigated these questions
and more and found the common threads of an estimating career.

Thank you to all those surveyed and interviewed for this career guide.
Without your insights we would not have been able to put together this
valuable resource. I hope you find it useful for your own career, and as you
develop your team.

Jim Fearon
Vice President
Hays Canada

DNA of a Chief Estimator | 3

 THE CAREER PATH
Following this path and being open to learning at every stage will help
professionals understand how their technical knowledge and diverse
experiences can serve a business.

This path will allow professionals to unlock their potential and the potential of
their team, achieve efficiencies and lead business development.

Employers should recognize the benefits of exposing construction professionals

to a range of functions and roles, which will help them develop the technical,
tactical, and strategic skills needed to lead a construction company in the future.

The following sections cover:

1. Build foundation estimating and construction skills

2. Evolve from technical doer to commercial manager to be

seen as a leader in your function

3. Beyond the function; become a business leader

You need computer skills and the ability to use software,

specifically for take offs. Mechanical and Electrical technical
knowledge is also very important. You dont need to be an expert
but you need to know enough to be able to guide teams.
Derek Noppe, Chief Estimator, Modern Niagara Ottawa

Ive been involved more on the big picture of the construction

cycle as opposed to technical aspects in the past. For example, I
have assumed overall responsibility of budget creation and budget
management, I play a bigger role in identifying risks, and I am a key
stakeholder in the successful delivery of the project.
Sarah Chen, Senior Estimator, The Remington Group

The construction industry has a lot of niche areas within it. Most
people see estimating as a role that only counts or measures
things and that is a prominent piece to the role, however, someone
in an estimating role at the leadership level will be involved in all
the other aspects of the business.
Jeff Logan, Estimating Manager, Canadian Turner Construction Company

4 | DNA of a Chief Estimator

KEY FINDINGS
CAREER PATH SUMMARY
As building designs become more complex, estimating is becoming more complicated. From a wider range of building types, to new
materials and methods, there is a lot more estimators need to know compared to 10 years ago. Estimating and pre-construction dont
always get the spotlight, but a great chief estimator drives business development, ensures that budgets are met and margins are
maintained, and helps direct business strategy to drive results now, and into the future.

So what does it take to get there? According to the chief estimators who took part in our interview process, there are three key stages to an
estimators career path from junior estimator to chief.

The following diagram is based on our research and showcases the path to becoming an estimating leader, based on what todays
leaders rank as the most important aspects of the role.
10-15+ years: sr. management to executive

Strategic
planning
Business
Development
3 - 10 years: project & people management
Prodiving
solutions to
meet
Problem
organizational
Resolution
goals
People
Management

Communication

<5 years: entry level/technical work

Commercial
understanding
The average chief estimator
Day-to-day achieved their current job
operations between 10 and 20 years. This
Construction/ diagram is based on this time
technical frame and is not meant to be an
knowledge exact depiction of the time scales
it takes to achieve this title.

CONSTRUCTION COMMERCIAL BUSINESS

KNOWLEDGE MANAGEMENT LEADERSHIP
Least important aspect of the leadership role Most important aspect of the leadership role

1. Build foundational estimating and construction skills

Whether you start on site and move into estimating with a wealth of practical knowledge, or start
straight out of school with a technical qualification, the early years are important for being able to
Estimating is much more
estimate from detailed plans, understanding how estimating fits into the construction process, and
developing your understanding of day-to-day tasks.
difficult today than it
was a decade ago. We
have seen a rise in more
2. Evolve from technical doer to commercial manager to be seen as a leader in difficult and specialized
your function projects, and a decrease
Once you reach the intermediate stage of your career, technical skills arent enough to excel. You in the availability of skilled trades.
will need to develop commercial understanding beyond the estimating function. This is also the The types of buildings have
stage to develop your communication and people management skills. Finally, as you reach a senior changed and you need broader
level you will need to be able to resolve business problems by developing your value engineering knowledge of different materials
and other problem resolution skills. and methods, and at the same time
were potentially seeing labour
costs increase depending on the
3. Become a business driver availability of specific skills.
Finally, to become a chief estimator you will need strong internal and external networks, and the Massimo Perricone, Chief Estimator & Vice
ability to maintain or improve business activity through business development. Your marketing President, Percon Construction
knowledge and business intelligence are critical for individual and organizational success. As a
chief estimator, you have the opportunity to drive business direction and strategy by applying your
market knowledge to your companys long-term plans.

DNA of a Chief Estimator | 5

BUILD FOUNDATIONAL
ESTIMATING SKILLS
Knowing your trade is very important. If you are a piping company or sheet metal shop, it is very important
to know how your guys in the field work and install your product. You need to understand how systems are
put together and how other trades do their work too.
Hugo Ouimet, Chief Estimator, Sprint Mechanical

Get the right start in your estimating career by focusing on the technical and practical skills. In the early stages of your career you need a
firm understanding of construction overall, and estimating specifically. There are two common paths into estimating. Some estimators get a
construction or estimating qualification and start directly in estimating. This is indicated by the 30 per cent of chief estimators who say their first
construction role was in estimating. The other common start is when construction professionals who work on site, such as tradesman, labourers
and superintendents, will move into estimating. More than a quarter (27%) of survey respondents started in trades and labour or site supervision.

This core construction knowledge is critical for understanding the big picture of construction and where estimating fits in. For estimators who
start straight out of school, getting this understanding can take longer compared to those who started on site. In this career stage, ensure you
are getting on-the-job understanding of the construction process. Visit sites, talk to superintendents and project managers about their roles
and common challenges. Depending on what your company does, make sure you understand the process of building or installation. Know
what can go wrong, and where costs such as labour really come from, because this will make your estimating more accurate.

Most estimators have a technical diploma or certification, and 79 per cent of respondents say a degree or diploma is imperative to
becoming a chief estimator. Gold Seal Estimating is another highly-rated qualification, with 29 per cent saying it is imperative.

CHIEF ESTIMATOR RESUME

Education and Certifications Highest level of education
50% have a technical diploma
2%
33% have a Gold Seal Estimating
10% 7%
21% have a degree High-school
14% have a PQS Technical diploma/certification
14% have a Masters degree Undergraduate degree

14% Masters degree

Post-graduate certification/diploma
What credentials leaders say are imperative PHD
40.5% say degree
14%
38% say diploma
52%
28% say Gold Seal Estimating
19% say PMP

It is important to have had time working

Accomplishments on a construction site so you understand
The following outlines the time it took to reach a manager level how things really are on site. You need to
understand the process of things like hanging
a door versus just assigning a price to things.
John Sellick, Chief Estimator / Director, Pre-Construction, Omicron
7%
9%
14%
<1 year
1-3 years
3-5 years
12% YEARS OF EXPERIENCE BEFORE LEADERSHIP TITLE
5-7 years
7-10 years 1 5 years: 10.8% 15 20 years: 10.8%
>10 years 5 10 years: 17.6% 20 25 years: 12.2%
28%
10 15 years: 23% 25 years: 25.7%
30%

6 | DNA of a Chief Estimator

Progression
In which area was your first construction role? At what seniority level did you find it most challenging
to be promoted and move up the corporate ladder?
Estimating 31%
4%
11%
Trades/Labour 16%
13%
Site Supervision 11%

Project Management 9%

Other 7%

CAD Drafting 6%
30% 42%
Development 3%

Contracts 3%

Civil Engineering 3% Junior to Mid-level

Customer Service 3% Mid-level to Management

Management to Senior Management
Architecture/ Interior Design 3%
Senior Management to Director Level
Operations 3% Director Level to Executive (C-Suite)

Administration 2%

Cost Control 1%

Position (title) directly held before attaining their current role

The following outlines the typical roles that executives held before achieving their current role
32% Senior Estimator 19% Chief Estimator 12% Estimator
11% Project Manager 5% Pre-construction Manager 4% Operations Manager

Its very important to get out to the site. Talk to the supers, the PMs, even the labourers. The more you
know about that frontline operation, the more effectively youll be able to do your job and understand how
the numbers on the page impact real-world operations.
Massimo Perricone, Chief Estimator & Vice President, Percon Construction

Functions worked in

100

80

60

40

20

0
Estimating

Administration
Project Management

Cost Control

Contracts

Customer Service

Development

Site Supervision

Operations

CAD Drafting

Civil Engineering

Property/Facilities Management

Architecture/Interior Design

Mechanical Engineering

Mechanical Engineering

Electrical Engineering

Environmental Engineering

DNA of a Chief Estimator | 7

Evolve from technical
doer to commercial
manager
You need a combination of analytical skills and a vivid imagination. A project manager and
superintendent may physically build one project a year, but an estimator may conceptually build ten or
more. You need to be able to completely understand construction documents and drawings including
contract types. Estimating is something that depends on a process and procedure that can be repeated
on all estimating projects. An estimator needs to be the type of person that can follow that process and
procedure every time you work on a project.
Brad Ens, Chief Estimator, PCL

Once youve covered the basics, its time to expand your estimating abilities,
business understanding, and soft skills to advance to senior estimator. Senior Soft skills for success
estimators often oversee a team of junior estimators, and are seen as function CIOs ranked the following soft skills as most
leaders internally. They will be responsible for budgets, help with risk assessment important for success in their role.

1
and reduction, and work with other functions and customers to ensure a project
runs smoothly from start to finish. Communication
Your technical skills must evolve to meet new challenges, such as becoming a
value engineering expert and being able to do conceptual estimating, rather
than working purely from detailed plans. Business acumen becomes increasingly 2 People management
important as you work with other functions because you need to understand

3
how your team and function fit into the overall business. How does estimating
contribute to business performance? Problem solving
Beyond technical and business skills, you will also need critical soft skills such
as communication, negotiation, people management, and presentation. As
you advance through the function, your ability to listen and communicate with 4 Work ethic
people at all levels and across functions will be critical. Being able to manage
and motivate a team is another skill you will need to develop. Overall, 80 per
cent of chief estimators say their team was important or very important for
helping them achieve their current role. Everything in estimating happens on
5 Time management
a deadline, so the ability to prioritize and manage a team through those busy

6
periods will be critical to success.
Self-confidence

When hiring, chief estimators prioritize:

1 Personality fit
2 Technical skills/training
3 Communication skills
4 Interest/passion for the company
5 Professional accomplishment (projects completed)

8 | DNA of a Chief Estimator

Continued education: shift from technical to soft skills
We asked IT leaders what percentage of their time was spent on soft skills versus technical skills throughout their career. The responses
showed a clear trend towards increasing focus on soft skills as they progressed to more senior roles.

Junior to Mid-Level 22 78
Mid-Level to Management 39 61
Management to Senior Management 56 44
Senior Management to Director Level 65 35
Soft skills
Director Level to Executive (C-suite) 76 24 Technical skills

The ability to communicate clearly and give direction is critical. I would also include listening in that skill
set you have to be able to listen to get the best out of the team and the best result for the pursuit. You
need to have people management and leadership skills so you can identify the strengths in other team
members, help them develop or grow, manage workloads and make sure that youre assigning tasks to
the person who will get the best outcome.
Jeff Logan, Estimating Manager, Canadian Turner Construction Company

Do you need a mentor? Your team is critical to your success

81%
57% say their team was
very important to them
achieving their role

of chief estimators currently

have, or have had, a mentor
Becoming a manager is the toughest
estimator career step

64% 42%
say moving from
intermediate to
management was the
most difficult career
of chief estimators currently move to make
are, or have been, a mentor

DNA of a Chief Estimator | 9

 BEYOND THE FUNCTION
BECOME A BUSINESS DRIVER
Reaching a senior leadership role in estimating requires more than just technical and team leadership skills.
As chief estimator you are accountable for driving business development and guiding company strategy so
you will need a strong network, a depth and breadth of business understanding, and the ability to connect
market knowledge to business direction.

10 | DNA of a Chief Estimator

1. Build and maintain a strong network
Networking is important for almost any senior professional, but for an estimator that network is especially important. The right network
can bring business to you, making it easier to find and win business. Your relationship with suppliers, sub-trades, and other stakeholders
also facilitates trust and contributes to your reputation and your companys reputation in the industry. If people know you as a trustworthy
professional with integrity then you will be able to get accurate information, and your connections both internal and external will accept
your input and insight.

Dont neglect your internal relationships, either. Your position and influence within your company are enhanced by good working
relationships. Know the key stakeholders and connect with them outside of project-related communication. Strengthening those
relationships now will mean that when you have a new idea to pitch, youll already have allies throughout the business.

What makes a good senior or chief is the relationships you have with people. The key is to make
the relationship real and relevant and understand that they have to be a two-way street.
Brad Ens, Chief Estimator, PCL

2. Maintain consistent workflow through business development

One of the most important roles of a chief estimator, and a crucial area of differentiation from a senior estimator, is in ongoing business
development to maintain consistent workflow. Whether youre acquiring business through relationships, or working in a hard bid environment,
as a chief estimator you are responsible for ensuring your company has a steady flow of activity. This means maintaining a reliable win-to-bid
rate, ensuring that margins are sufficient, and if either of these drop, then you must know how to increase business again.

This is also a critical area for aligning with business strategy. For example, if your company intends to expand into certain regions or
sectors, as chief estimator your market knowledge and research will be vital for success. The connection between networking and business
development is especially important when expanding into new areas.

I now have more of a strategic role in the business. Being responsible for the consistency of
workflow and dependability of the company is a good feeling.
Hugo Ouimet, Chief Estimator, Sprint Mechanical

3. Help develop and drive business strategy

Beyond just meeting organizational needs and aligning with strategy, chief estimators can take on an advisory or business leadership role.
With an extensive network, and excellent business development abilities, chief estimators should have their finger on the pulse of what is
happening both within and outside their sector. If you see a gap in the market, or you think a particular area of business is starting to slow
down, that is crucial business intelligence to help with future strategic planning.

This shift from responsive to proactive isnt easy, but most chief estimators already have the knowledge and connections to do it. Think
about where the company is going in the next five years and where estimating and pre-construction fits in. Connecting your market
knowledge and business understanding will help drive innovation and having a strong internal network means key stakeholders will listen
to your new ideas.

Now estimating has a seat at the table and are involved when large decisions are being made.
I get to help drive proactive business decisions, not just react to them.
Derek Noppe, Chief Estimator, Modern Niagara Ottawa

DNA of a Chief Estimator | 11

HAYS RECOMMENDATIONS
FOR ESTIMATORS

1
Get and maintain your professional accreditations
Accreditation is not just about having the right letters after your name. Having the
right qualification gives you a base of knowledge to build on, and maintaining those
credentials keeps you in touch with the latest best practices and developments in the
field. Not sure what to prioritize? Your recruiter can let you know whats top of mind for
employers, even if youre not job hunting yet.

2
Invest time in growing your network
Your network is your key to new opportunities, whether that is finding new business,
your next career move, or the next great person to join your team. As you progress,
business development will become the focus of your role and a strong people
network is critical. Join an association, attend trade events, and stay in touch with
your recruiter to connect with people outside your immediate network.

3
Develop people leadership skills
Whether its leading a team of junior estimators, or taking a wider role as business
leader, the ability to manage individuals, develop careers, motivate teams, and inspire
an audience will all serve you well in your career. Talk to your manager about finding
opportunities to lead a team, find a mentor who can help you develop these skills,
or talk to your recruitment consultant about finding a role that will stretch your
management abilities.

12 | DNA of a Chief Estimator

HAYS RECOMMENDATIONS
FOR EMPLOYERS

1
Attract and retain by supporting ongoing education
Want to really stand out from the crowd? Support your estimators professional
development by paying for them to attain and maintain their professional accreditations.
This is a great attraction and retention tool, and can be tied into their annual objectives
so your estimating professionals feel recognized and rewarded. And youll know that your
team is up to date with the latest best practices.

2
Encourage estimators to connect with the wider business
Many of our interviewees talked about the need to understand the overall business.
You can help your estimating team develop this by encouraging and enabling them to
network internally. Include them in planning meetings, give them the chance to shadow
a colleague for a day, and include site visits into their induction. Youll end up with a
well-rounded, more efficient estimating team, who understand how their role fits into
the overall business.

3
Estimating talent is scarce, be proactive in finding and retaining talent
This is a candidates market, so make sure youre using all your resources to find and
keep the talent you need. Ensure your rates are competitive and that your benefits are
in line with candidate expectations and priorities. If youre not sure about trends in
your region, request the Hays Salary Guide, or talk to your recruitment consultant. Use
your network to keep an eye out for rising stars. If someone great becomes available,
consider taking them on even if you werent hiring immediately. In a tight market, if you
wait until you need someone you could see long delays in filling that seat.

DNA of a Chief Estimator | 13

 VIEW FROM THE TOP
Read interviews with seven estimator leaders from around Canada to find out how they
reached their role, and hear their advice for aspiring leaders.

The best advice I could give is to work hard and dont

be afraid to get involved in challenging opportunities,
take ownership of your work and be accountable to your
peers and team. Delegate what you do best and take on
the things you are less comfortable with to keep growing
your knowledge base.
Jeff Logan, Estimating Manager, Canadian Turner Construction Company

14 | DNA of a Chief Estimator


Brad Ens
Chief Estimator
PCL
Whats your favourite part of your job?
The role I was offered was a mix of
estimating and project management and it
wasnt long before I realized that I enjoyed
the estimating part of the job more. It was
the variety of experiences that I was exposed
to daily. Everything I estimated was lump
sum tendered so there was a degree of
finality, which I loved. You would work on an
estimate for a week or so and at 2:30 pm on
the day of closing you had the result. I
learned quickly that in the estimating side of
the business you are exposed to and involved
in a lot of the decision making in
construction.
I enjoy working with consultants, trades, and
material suppliers and finding creative ways
to make a clients expectations happen.
There is so much conflict in estimating
between what different people want and
what you can do to fit the project into a
determined budget, so being behind the
scenes and able to engineer a situation that
satisfies everyone is a good feeling. It is
extremely fulfilling when you pass on a well
thought out plan to the operations team. Its
not often that you have a job that offers you
the closure that estimating does.
What is the biggest obstacle youve faced
along your career path?
The misconception of estimating as a career
by others is a constant challenge. Even within
estimating there is a perception that the job
is just measuring quantities and looking
through binders for historical data. Its much
more than that. Measuring quantities is easy;
building relationships is hard. Anticipating
how certain contractors will price a project is
hard. Normalizing ten quotations all with
different exclusions is hard. I must admit that
I get a certain amount of pride in my skills
when a person that doesnt understand the
intricate workings of our job is exposed to a
tender closing. You can see that moment of
realization when they realize that an
estimators skill is different than that of their
own.
I find that estimators tend to not like the
limelight, but we do want some recognition
of our role in the success of a project. PCL is
working hard to raise the profile of
estimators by ensuring compensation is
equivalent to operations and restructuring
the estimating stream so the career
opportunities are aligned with estimating.
What technical skills are integral to the role?
You need a combination of analytical skills
and a vivid imagination. A project manager
and superintendent may physically build one
project a year, but an estimator may
conceptually build ten or more. You need to
be able to completely understand
construction documents and drawings
including contract types. Estimating is
something that depends on a process and
procedure that can be repeated on all
estimating projects. An estimator needs to
be the type of person that can follow that
process and procedure every time you work
on a project.
Projects these days are definitely getting
more complicated. Sites are smaller and the
buildings are more complex. This is forcing
the construction methods that were once
fairly straight-forward to be more and more
complicated. New estimators are having a
harder time grasping the scope of project
drawings because of this. Being able to
develop a very strong technical
understanding of drawings early on is
important so you can scale that knowledge
up as you work on more complex projects.
What soft skills/characteristics are integral
to the role?
Technical knowledge alone will only get you
to certain point in your career. If estimating is
your long-term goal you will need to develop
your behavioural skills. An estimator can
close their office door and measure
quantities and build spreadsheets all day in
peace and quiet. A senior estimator, however,
needs to leave their door open to be
available answer questions and mentor
others. You need to be a master at
communication and have good presentation
skills. You need to have the ability to sell
ideas to colleagues, architects, and clients
and perfect the ability to get information to
whomever needs it to help make decisions.
When you get to the role of chief estimator,
depending on your company, you dont really
do estimating anymore. You are now
responsible for mentoring all staff, overseeing
and developing better processes and
procedures and make sure they are followed.
You are also responsible for guiding your
team in their development of their careers. I
like to think that my job as Chief Estimator is
to remove all obstacles that are preventing
the team from fulfilling their maximum
potential.
How important is networking?
Very important. What makes a good senior
or chief is the relationships you have with
people. Making and keeping relationships can
be tough in construction as people move
around or trade relationships can be
damaged by performance issues but its
important to keep working on them. The key
is to make the relationship real and relevant
and understand that they have to be a
two-way street. You will not succeed without
good relationships.
Is there anything you would have done
differently looking back?
Working for a bigger company earlier on in
my career may have sped up how quickly I
could have become a chief estimator. It is a
trade off though. At a bigger company, you
have the benefit of structured training
programs, an established human resources
department, and proper resources that allow
you to properly learn how to be an estimator.
At small companies, you get a lot of
experience in all parts of the job very quickly.
It can be a sink or swim situation but if you
manage to survive you can be better for it.
This type of background makes you more
self-sufficient, although you may have
learned some bad habits.
What advice would you give to the aspiring
chief estimators?
Self-reflect on your skills. Understand the
difference between behavioural and technical
skills. Push yourself to be in uncomfortable
situations that highlight areas that you may
not have mastered yet or are just not very
good at. It is the act of pushing ourselves
into those situations that will make you who
or what you want to be. You will be rewarded
for your efforts. It may not be immediate but
it will be inevitable. If something scares you
then thats probably a sign that you need to
focus on that area for development.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator
DNA of a Chief Estimator | 15

Massimo Perricone
Chief Estimator & Vice President
Percon Construction
Have you always aspired to becoming a
senior leader in construction estimating?
I always wanted to be in construction, but
not specifically estimation. Percon
Construction is a family business and I got
my degree in Architectural Sciences, then
started with Percon right out of school. I fell
into the estimation field, but no matter what
career path Id started on I would have been
ambitious enough to strive for a senior role.
Whats your favourite part of your job?
Celebrating the successes is my favourite
part. Two things in particular stand out in
every project. The first is when you
successfully win work, and the second is
getting to walk through a successfully
completed project. Getting to see the
outcome of all your hard work is what
inspires you to go after the next job.
What is the biggest obstacle youve faced
along your career path? How did you
overcome this?
Earning respect was a challenge for me. I
started out very young and had to work
hard to earn respect from my peers. To
overcome it I listened and asked questions, I
wanted to learn as much as possible. I
proved to the people who doubted me that
I was open to suggestions and willing to
learn. Then I worked hard, and I did good
work, and thats what won them over.
Results speak louder than you can.
16 | DNA of a Chief Estimator
Massimo Perricone, Vice President and Chief Estimator of Percon Construction, has over 18
of experience in the construction industry. Massimo joined Percon after graduating post
secondary school with a Bachelor of Architectural Sciences. Over the past 15 years, Massimo
has been involved in many of Percons larger and complex projects, including the Georgian
Village, Newmarket Medical Arts Building, the Burlington Catholic High School (aka Corpus
Christi) and the Additions and Renovations to Georgetown District High School. As Chief
Estimator, he is involved in every project from the early stages, researching materials and
equipment, gathering and reviewing quotes, preparing quantity take-offs, project costs,
awarding contracts, monitoring project budgets throughout construction and analyzing
company data and costs.
What technical skills are integral to the role?
I have a B Tech in Architecture from Ryerson. You need construction schooling in math and
sciences, and you need to be able to conceptualize. You have to have the ability to learn all the
programs used in construction.
What soft skills/characteristics are integral to the role?
You need to be open and a good communicator. You have to be willing to explain yourself and
express your concerns clearly. As a chief estimator, you do a lot of negotiating and
communicating with trades and people. At tender time, you have five minutes to pull it all
together. This takes some confidence and courage to put it all together and submit a bid.
What is your advice to someone who is moving up the ranks in the function and wants to
pursue an executive career?
Go with what you know and learn it well. You have to realize that you will be putting in long
hours and long days. There is a lot to cover and a lot to get done.
How important is it to be exposed to all areas of the business?
Its very important to get out to the site. Talk to the supers, the PMs, even the labourers. The
more you know about that frontline operation, the more effectively youll be able to do your
job and understand how the numbers on the page impact real-world operations.
In your opinion, how important is networking?
Networking is very important. You need a strong existing network, so you have to maintain
those relationships, and you also need to keep growing your network so youre meeting new
people. Your network is how you access new ideas, new work, and new opportunities.
Is there anything you would have done differently looking back at your career path?
I would have obtained more designations like Gold Seal or LEED Accreditation.
Compared to five or 10 years ago, how would you say your role has evolved?
Estimating is much more difficult today than it was a decade ago. We have seen a rise in more
difficult and specialized projects, and a decrease in the availability of skilled trades. So the
types of buildings have changed and you need broader knowledge of different materials and
methods, and at the same time were potentially seeing labour costs increase depending on
the availability of specific skills.
What advice would you give to the next generation of professionals aspiring to become a
chief estimator?
It is not an easy job but it is very rewarding. A lot of compromise is needed. You have to
accept you are not always going to win. You need to be able to face new challenges, and not
give up and you will need to do a lot of researching and leg work.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator
 Jeff Logan is a graduate of Architectural Science Program at Ryerson University and holds
designations from the Canadian Institute of Quantity Surveyors (PQS, (F) fellow as of 2013),
the Canadian Construction association (GSC) General Contracting, the Royal Institution of
Chartered Surveyors (MRICS) and is LEED Accredited by the CaGBC. Jeff is a Professional
Quantity Surveyor and a past president of the Canadian Institute of Quantity Surveyors -
Ontario. He currently works as an Estimating Manager at Turner Construction Company in
Toronto, Ontario.

Jeff Logan
Estimating Manager
Canadian Turner Construction Company
Was construction always your career path?
Yes, although, I didnt realize estimating and
pre-construction would be where I found my
strongest skill set.
Whats your favourite part of your job?
My favourite part of the job is being part of a
team that helps a client realize their project
outcome.
What technical skills are integral to the role?
At a basic level you need math skills and you
need to be technologically savvy, being able
to adapt to new technologies is important as
the marketplace is always changing.
What soft skills/characteristics are integral
to the role?
The ability to communicate clearly and give
direction is critical. I would also include
listening in that skill set you have to be able
to listen to get the best out of the team and
the best result for the pursuit.
You need to have people management and
leadership skills so you can identify the
strengths in other team members, help them
develop or grow, manage workloads, and
make sure that youre assigning tasks to the
person who will get the best outcome.
Finally, you must be able to make decisions
while on deadline and under pressure.
Theres no room in the estimating process for
indecision. You have to be able to look at all
the information and determine the best
course for the project and company.
What is your advice to someone who wants
to pursue an executive career?
The best advice I could give is to work hard
and dont be afraid to get involved in
challenging opportunities, take ownership of
your work, and be accountable to your peers
and team. Delegate what you do best and
take on the things you are less comfortable
with to keep growing your knowledge base.
How important is it to be exposed to all
areas of the business?
It is extremely important. The construction
industry has a lot of niche areas within it.
Most people see estimating as a role that
only counts or measures things, and that is a
prominent part of the role. However,
someone in an estimating role at the
leadership level will be involved in all the
other aspects of the business such as
business development and sales, operational
planning for projects, scheduling, contract
negotiations, and procurement of
subcontracts. Theyll be responsible for
managing staff, for profit recovery strategies,
and earnings enhancements during the
pre-construction phase of the project.
What is the one thing you have to have to be
a chief estimator?
Integrity. In this role you need people to trust
that you are going to do what you say.
Others in the industry will be much more
willing to work with you if they know you
have integrity and do whats best for the
team.
How important is networking?
Networking can be a very powerful way to
create opportunities. This is not just in the
sense of your own job prospects but in the
overall sense of doing business and creating
opportunities for business development.
Has networking played a role in you
achieving your career objectives?
Yes, I joined the board of directors of a
professional organization and that allowed
me to meet senior people and company
leaders from the industry early on in my
career. That experience also helped me
develop my leadership skills because I
eventually became the President of the
Ontario Affiliate and represented the
members in Ontario at the national level. This
exposure was a tremendous building block in
the development of my career. I had the
opportunity to learn from senior people and
see how they solved problems and
communicated in a professional setting.
Is there anything you would have done
differently looking back at your career path?
No. I have been able to gain experience in a
number of aspects of the industry along the
way. I got started in quantity surveying which
allowed me to build my pre-construction and
conceptual estimating skills. I spent a couple
years in the field doing project coordination
and change order management before
transitioning back to an estimating position
that entailed working on project procurement
methods such as lump sum, design build, CM,
and unit price contracts. This is all part of
what got me to the place I am today.
Compared to five or 10 years ago, how would
you say your role has evolved?
The role is very similar to five or 10 years ago,
other than the introduction of technology
such as on screen take off and the
introduction of using BIM platforms for
estimating and quantification of building
elements. This can be very useful on large
projects that would take weeks to quantify,
but by using BIM tools it takes a matter of
hours. This would also be true for looking at
the pre-planning of a project. These tools
have changed the way we can look at projects
and the speed at which we can gather critical
information.
What advice would you give to the next
generation of aspiring chief estimators?
Ask a lot of questions. Get involved in as
much of the process as possible and be
willing to listen and share ideas with your
peers as well as those in senior positions. Try
to develop an understanding of the other
aspects of the business outside of estimating.
Doing this will help enhance how you sell your
company to owners and what operational
advantages you have over your competition.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator

DNA of a Chief Estimator | 17

 Derek Noppe was appointed to Chief Estimator for Modern Niagara in
Ottawa in 2012. He started his estimating career with Gorlan Mechanical
in 2005, and transitioned to the Modern Niagara estimating team when
Gorlan was integrated into the company. In his current role he manages
a team of nine estimators and ensures seamless communication
between mechanical, electrical, and architectural estimating teams for
all projects. Prior to moving into the estimator function Derek was a
Senior Project Superintendent for a major restoration project.

Derek Noppe building trust with the senior leaders. Every
Chief Estimator time I took on an extra task or project and was
Modern Niagara Ottawa
Have you always aspired to becoming a
senior leader in construction?
I aspired to be a leader in whatever field I went
into. I didnt start my career in construction, I
initially studied business administration and
finance with the goal of working in the stock
market. Then I started working construction in
the field and I found a passion for it. I went
back to school for project management and
started my career in this sector.
Have you ever second-guessed your career
path?
When I was younger I did feel a lack of
opportunity for growth and that my voice
wasnt being heard. I spent some time in a role
that didnt play to my strengths and I struggled
with whether I should change career paths or
stick with it. Once I made it to Chief I havent
looked back because Im in a role thats a good
fit for my skills and personality.
Whats your favourite part of your job?
I like the job closings and negotiating. Its the
thrill of the hunt. Theres definitely huge stress
associated with it, but also a lot of adrenaline.
Its like jumping out of a plane packing the
chute is no fun but the jump is amazing. There
are a lot of angles that go into successful
negotiation. You get to work your
relationships, your market knowledge, your
teams skill sets. Not everyone is good at it but
it can be fun.
What is the biggest obstacle youve faced
along your career path?
Getting past the last hurdle to become a chief
estimator, actually getting to this level was
very difficult. I got here through persistence
and by stepping up when required. If youre
struggling to get to the next level in your
career then I recommend taking on extra
responsibility, proving yourself capable and
successful I was able to advance forward.
What technical skills are integral to the role?
You need computer skills and the ability to use
software, specifically for take offs. Mechanical
and Electrical technical knowledge is also very
important. You dont need to be an expert but
you need to know enough to be able to guide
teams. The ability to prioritize effectively and
motivating all team members.
What soft skills/characteristics are integral to
the role?
This job is a lot of deadlines so you need good
stress management methods. A lot of that is
making sure you have a good team in place,
delegating to them, and then trusting them to
do their jobs. Its a combination of good
people management skills and good time
management skills. If youre trying to carry
that all by yourself, you will struggle.
Relationship management, with general
contractors, sub-contractors and suppliers is
an often-overlooked skill that plays a very
important role.
Written and verbal communication is very
important. This connects into almost every
part of the job because you need to be able to
talk to clients and senior leaders, to your team
and to other trades. Being able to make
presentations and lead negotiations all require
different types of communication skills. The
ability to quickly assess risk while the clock is
ticking. Constructive debating and being able
to handle constructive criticism is another soft
skill that is greatly required.
What is your advice to someone pursuing an
executive career?
Be open to suggestions and different ideas.
Dont be afraid of debate or discussion those
conversations with your peers will lead to new
ideas and better processes. If youre
uncomfortable being challenged or changing
your mind, then you will not be able to keep
up with changes in the industry. And once you
get into executive positions, its not about
technical skills as much about being able to
align and get on the same page, even if you
initially disagree with someone elses opinion.
You must be comfortable with critics. You need
to have an open mind to others opinions and
ideas as this will aid in your self-development.
How important is it to be exposed to all areas
of the business?
Understanding the business is absolutely
critical. You need to know what everyone else
is dealing with to help avoid potential pitfalls
and make sure your activity is supporting and
aligning with the business this also helps to
gain a better understanding of the entire
business.
What is the one thing you have to have to be a
chief estimator?
You need to be a team player and a team
leader. There are a lot of skills and personality
traits that go into this, but at core you need to
be able to rally a team when the going gets
tough and share success with the team. Im a
big believer in reward and recognition,
especially when its unexpected. Pay attention
to when someone goes above and beyond and
reward them publically for that. The power of
that gesture, of acknowledging that individual
or teams good work, will pay off in loyalty and
effort in the future.
Compared to five or 10 years ago, how has
your role evolved?
Im now part of the executive team, which I
wasnt before. In the past, estimating was
somewhat separate from the corporate
decision makers. Now estimating has a seat at
the table and are involved when large decisions
are being made. I can express an opinion and
know that my opinions and ideas are listened
to and considered. I get to help drive proactive
business decisions, not just react to them.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator

18 | DNA of a Chief Estimator

 Hugo Ouimet is the Chief Estimator for Sprint Mechanical, a local Mechanical Engineering and
Construction company. He features 25+ years of total mechanical construction experience
,starting his early days working for the family mechanical business, developing and refining
skills over the years to his current role. He is proficient in numerous estimating & construction
software, demonstrating expert skill in QuickPen, Accubid 8.0, Timberline, Timberscan, Cognos,
Winprice, and all MS platforms. Hugo is knowledgeable and ambitious, having worked his way
up through the industry from a low level while constantly increasing his education levels and
certifications. He possesses a comprehensive understanding of mechanical construction from
his time spent in various roles, including project management and estimating. In his career he
has managed projects from $200K $23M as a project manager as well as bid wins of $150K
$23M in estimating. Hugo Ouimet has been enjoying medieval martial arts for over 27 years, as
well as long trips on his motorcycle.

Hugo Ouimet
Chief Estimator
Sprint Mechanical
Have you ever second-guessed your career
path?
Yes I have, often. I think it is healthy to do so.
Its a gut check. The world of estimating is a
tough path of repetition, consistency and
learning. It is usually a thankless job with
minimal rewards but with the right people
and company support you are the heart of
the business.
What is the biggest obstacle youve faced
along your career path? How did you
overcome this?
There is not a lot of education out there in
our industry on how to become an estimator.
How to tackle take offs, complete tender
forms, how to negotiate with sub trades and
suppliers. It is very limited on all the steps of
estimating.
I overcame it by working with a lot of
different estimators at a few different
companies. I have been fortunate enough to
work under some of this industrys key chief
estimators and great people. They have
always made themselves available to my
questions and explained why we, as
estimators, do what we do.
What technical skills are integral to the role?
Knowing your trade is very important. If you
are a piping company or sheet metal shop, it
is very important to know how your guys in
the field work and install your product. You
need to understand how systems are put
together and how other trades do their work
too. For example, knowing how a general
contractor puts up structural steel allows you
to figure out what openings you have in the
structure to place your equipment. This helps
with the crane lift costs and assembly of
equipment costs.
What soft skills/characteristics are integral
to the role?
You need to be able to talk to people. This is
a skill, Im afraid, that is slowly disappearing
in todays world. You need to be able to call
your subs, suppliers, and general contractors
and talk to them about scopes of work and
walk each of them through the project. By
speaking/communicating with people they
get to know you as a person and that builds
trust, and in this industry trust is everything.
What is your advice to someone pursuing an
executive career?
Learn all about the construction industry.
Learn the PMs job, learn how accounting
tracks costs, learn how the fabrication shop
does their work. Learn how your foreman
thinks about installing his work. I believe that
a good estimating manager is a jack of all
trades and understand all aspects of the
trade.
How important is it to be exposed to all
areas of the business?
It is important because if you understand
how the rest of your company works, how
your suppliers and subcontractors approach
projects, you will know what costs you are to
carry and what costs you do not need to
carry. It helps you come up with an overall
strategy to closing your project and trying to
give you an edge of your competition.
What is the one thing you have to have to be
a chief estimator?
You need to be organized, willing to speak
with people, and always willing to learn.
These three skills, to me are the foundation
every estimator needs to have. With a good
grasp of these skills you will be successful in
your career. Learning all the technical trade
information will come from the other people
you work with, but if you are not organized
things will fall through the cracks and you
will miss costs. If you are not willing to speak
with people about what they have on their
bill of material, or walk subs through their
scope of work, you will be missing costs. If
you are not willing to learn then the people
you work with wont waste their time on you,
you will never understand the finer details of
closing jobs, and will not keep up with trends
in the industry.
How important is networking?
Networking is the backbone of the industry
nowadays. A good networking system will
help you close the deal and will keep you in
the loop of what projects are coming out and
so you dont miss opportunities. I have
worked with a lot of people and, I believe, I
have a good level of trust and respect from
them which has helped me over the years.
How important is social media for
networking?
I believe it helps to a degree of getting your
name out there but that usually is only your
name. You need to meet with people so they
get to know you beyond your name, so they
recognize you as a trustworthy individual.
Compared to five or 10 years ago, how has
your role evolved?
I have gone from being part of a team to
leading a team. I also now have more of a
strategic role in the business. Being
responsible for the consistency of workflow
and dependability of the company is a good
feeling.
What advice would you give to aspiring
chief estimators?
There is a lot of responsibility involved and
you will find out that you will be estimating
less and spending more time reviewing other
peoples work. Thats where your jack-of-all-
trades knowledge of the industry comes in
and you can help guide other estimators. So
learn everything you can. Talk to all
estimators in all trades (sheet metal,
electrical, controls, insulation) and learn how
they do their job. Meet with suppliers and
find out how they look at projects and what
equipment they supply. This will help you be
a leader that your team is looking for.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator

DNA of a Chief Estimator | 19


John Sellick
Chief Estimator / Director, Pre-Construction
Omicron
Have you always aspired to becoming a
senior leader in construction?
No. I very much like being hands-on and
proactively getting things done versus
purely managing a team. In my current role I
am fortunate to still be able to be hands-on
which I enjoy.
Was construction always your career path?
Very much so. My father worked as a site
superintendent and I have been around
construction sites since a very early age. I
guess you could say construction is in my
blood.
Have you ever second-guessed your career
path?
Yes. I grew up in England and when I left
school I initially began training to be a
superintendent. I still wonder sometimes
what it would be like to be a superintendent.
After some time training to be a
superintendent, I joined a larger firm where I
joined the construction management trainee
program. This program provided me
exposure to various departments of a
construction company including planning,
estimating, quantity surveying and site
management. I have always enjoyed
working with numbers so estimating
seemed to be a good fit for me.
Whats your favourite part of your job?
I enjoy seeing how a whole project goes
together. Being at Omicron is great because
you get to see both sides of the process as
we are an integrated design/build firm. I do
enjoy being able to show my family projects
I have been involved with.
20 | DNA of a Chief Estimator
John Sellicks broad base of estimating and pre-construction experience over the
past 29 years includes institutional, residential, commercial, and industrial projects.
His experience as a quantity surveyor and pre-construction roles provides valuable
benefits to pre-construction services, design-build, and firm price tendering projects.
What is the biggest obstacle youve faced along your career path?
People having faith in my ability. I think perhaps this is due to not all my career having been
here in Canada, although I have just reached the tipping point where more of my career has
been here than in the UK.
What soft skills/characteristics are integral to the role?
Being able to present to clients. This is important as two main aspects of the role are
business development and building relationships. You have to be able to think on your feet
and communicate clearly.
What is your advice to someone moving up the ranks in the function and wants to pursue
an executive career?
Educate yourself in different ways of doing things. Estimating is not just about being the
lowest number. You have to be able to determine if the project is good value for your client.
Does it represent good value along with good quality? Having integrity is essential. Be
honest and direct with your clients.
How important is it to be exposed to all areas of the business?
This is the biggest and most important thing. It is important to have had time working on a
construction site so you understand how things really are on site. You need to understand
the process of things like hanging a door versus just assigning a price to things.
What is the one thing you have to have to be a chief estimator in your opinion?
Business development skills are essential. You cant just be the person sitting behind a desk
pumping out numbers or hiding behind e-mail. Construction really is a people industry.
In your opinion, how important is networking?
Very important. Maintaining relationships with peers, sub trades, and clients is very important
and you should always be cognizant of this. Trades need to know that they can trust that you
wont shop their numbers, and clients need to know that your word counts for something.
Is there anything you would have differently looking back at your career path?
Perhaps I would have stayed in certain positions longer. This would have enabled me to see
more of the projects I was involved with through to completion. Quite often with tenure
comes stature within a business so you dont always have to move to progress in your
career.
Compared to five or 10 years ago, how would you say your role has evolved?
Much more of my time is spent overseeing and mentoring people. I am also much more
involved with strategic decision making and establishing processes and procedures. It is
important to make sure decisions that are made at a department level are well-aligned with
overall company objectives.
What advice would you give to the next generation of professionals aspiring to become a
chief estimator?
Be patient. You are not going to get there in a short time. It takes 15 years or more to get
enough experience under your belt to operate as a chief estimator.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator
 Sarah Chen is a senior estimator with Remington Group Inc., which is a Canadian company
comprised of multiple divisions: Industrial and Commercial Construction, Residential
Construction, Land Development, Property Management, and Finance and Administration.
Sarahs core services focus on estimating related roles on mid to high-rise project
construction management, for example, creating project budgets, managing contracts,
analyzing bids, maintaining databases, project cost monitoring, negotiating change orders,
etc. After graduating with a bachelors degree in civil engineering, Sarah started developing
her career in the construction industry. Her early career years were spent in a design
consulting firm where she was promoted to a structural engineer from a technologist. She
gained extensive experience with various building technologies and was involved with
more than 20 design and consulting projects, acting as lead engineer on about five.

Sarah Chen
Senior Estimator
The Remington Group
Have you always aspired to becoming a
senior leader in construction estimating?
Yes. Since I started in construction, I planned
my career road map from junior level to a
leading role in the field Im practicing in. I
began as a technologist in a design consulting
firm after I graduated with a civil engineering
major and then was gradually promoted to a
structural engineer, taking a leading role in
several construction projects. I became an
estimator when I moved to Canada and have
carried out an estimating role since.
Have you ever second-guessed your career
path?
Not really. Engineering and construction is
what I studied at school. I stick to this path
because estimating happens to best utilize
my skill set, a combination of an engineering
mindset and money sense.
Whats your favourite part of your job?
I would say my favourite part of my job is
that I can apply my strengths, i.e. strong
mathematical and analytical skills, and
drawing interpretation capability, which I
developed during my previous engineering
career. There is never a boring moment since
I deal with various buildings, which can be
challenging sometimes, but I take it in my
stride as a fun part of my job.
What is the biggest obstacle youve faced
along your career path? How did you
overcome this?
Looking back, the biggest obstacle was at
one point I felt Id reached a glass ceiling. I
was stuck. I could see a higher ladder but I
had no clue how to get there. I couldnt
figure it out myself so I started approaching
estimators in higher positions, asking them
what qualifications would be required to
become a leader in estimating. Then I
decided to apply for a designation and I was
requested to take supplementary courses
prior to writing the exam. There were a
couple of years I had multiple roles full-
time employee, part-time student, and a
mother. I deepened my knowledge and
broadened my job descriptions and
eventually obtained that designation. When
an opportunity came up that would take me
to the next level I accepted it.
What technical skills are integral to the role?
Understanding and interpretation of
drawings and specifications; strong
numerical skill; data analysis; knowledge of
construction Master Format; contract
management; computer skills advanced
Excel, digital quantity take off, Word,
database software.
What soft skills/characteristics are integral
to the role?
You need to be detailed-oriented to ensure
result accuracy. Critical thinking is important
to acquire best interest for the organization.
You need good time management because
there are lots of things to oversee and
manage, and often very quick deadlines.
What is your advice to someone pursuing an
executive career?
Try to see things from your bosss point of
view. Do you stand out? Make sure you stand
out in a positive way by focusing on your
actions and results. What is your boss trying
to achieve and how can you help them get
there? That is how you will really make a
good impression.
How important is it to be exposed to all
areas of the business?
It is critical to keep yourself active in the
industry. To be a good estimator I have to be
extremely open minded and often have to
think outside of box. Exposure to a wider
business network makes sure I receive
industry updates, such as competitive
sub-contractor information, new material,
innovative construction methodology, etc.
What is the one thing you have to have to be
a senior estimator?
The must-have is the critical thinking skill
which helps me find a way to solve problems
that could hold back a project.
How important is networking?
Networking plays a vital role in career success.
Some of my friends found jobs through
personal contacts. I have not, but I still benefit
from honest advice from my closest industry
connections. They have supported and
advised me on every single step I made to
move ahead. Their work experiences and
knowledge about the industry contributed a
lot to my career decision-making process. If
you can learn from others experiences then
you will be able to avoid mistakes instead of
having to learn them all first-hand.
Compared to five or 10 years ago, how has
your role evolved?
Ive been involved more on the big picture of
the construction cycle as opposed to
technical aspects in the past. For example, I
have assumed overall responsibility of
budget creation and budget management, I
play a bigger role in identifying risks, and I
am a key stakeholder in the successful
delivery of the project. I also act as a liaison
with other departments and external
customers.
What advice would you give to the next
generation of professionals aspiring to
become a chief estimator?
Be persistent and be focused. If youre facing
a challenge dont keep trying the same
things. Investigate what other options could
work, use your network for ideas, and create
a plan for overcoming it.
To read more executive interviews visit:
hays.ca/resources/DNA-estimator

DNA of a Chief Estimator | 21

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22 | DNA of a Chief Estimator