Teaching Organizational Awareness in the Built Environment Sector

When David Alexander drives around Chicago with his family and says, "Guess what," his loved ones have a standard response.

"They roll their eyes and say, 'Yeah, yeah, we know, you built that,' Alexander said.

With nearly 40 years of experience in the built environment sector, Alexander has built a lot. His resume includes some of the most iconic projects in Chicago, including Aqua, St. Regis, Trump Tower, the United Center, and 2 Prudential.

"I love to build and am incredibly lucky to have worked with so many talented people and on incredible projects over the last 40 years," said Alexander, who today is senior vice president at F.H. Paschen, a commercial construction and contracting company. "It is an amazing feeling to know that I have contributed to landmarks that will survive long after I’m gone."

Alexander joined the company in 2019. He focuses on organizational planning and strategy, major project pursuits, and leading the company's vertical concrete division. He previously spent 34 years at James McHugh Construction Co., most recently as president of the organization. 

Alexander recently leveraged lessons from his career to teach students in Northwestern Engineering’s Master of Science in Executive Management for Design and Construction (EMDC) program. His lecture, which focused on systems thinking and organizational awareness, was part of the program's inaugural weekend intensive for its current cohort.

The objective of his course was to help students understand how and why they must consider the perspectives of other members of the built environment sector during the decision-making process.

"When making decisions, don't just look in a mirror as you only see what is important to you," he said. "Look through the window to see what others see."

For Alexander, considering other areas within the built environment sector is incredibly important today, more so than it was when he started his career.

"The built environment has become more regulated, standardized, competitive, and litigious, but this has resulted in the industry becoming more creative, productive, technologically advanced, and resourceful," he said. "In the 'old days,' builders built and architects designed. But today, all members of the built environment sector are significantly more skilled at managing, collaborating, and documenting the process while holding each other accountable." 

What hasn't changed, in Alexander's eyes, is what it takes to be a successful leader in the built environment. It's important for leaders to acknowledge what they don't know and surround themselves with people who have varied knowledge and experiences.

That is why Alexander is a fan of the EMDC program.

He enjoyed working with the students at the weekend intensive and appreciated their diverse backgrounds and perspectives. He said it was clear students were in the program because they were interested in learning new ideas and concepts to help them grow in the industry.

"I would argue that the keys to the program are classes that frame new ways of thinking and teach general business skills," he said. "Business skills and people skills are critical. All business leaders learn that the higher they advance in an organization, the more they manage people and a process and much less the tactical details."