My Career Journey
Intentional, Not Traditional
My career path is intentional, not traditional. Over the past decade, I’ve chosen roles that allowed me to stay close to the work while also launching and running my own businesses. That combination has given me what many executives never develop: a true owner’s mindset.
While serving as a Senior Superintendent on major Southeast projects, I simultaneously founded and led construction and development companies. That experience required hands-on leadership, financial discipline, strategic planning, and full P&L responsibility. It taught me to operate like a business owner, not just a project leader.
A Builder Who Operates Like a Business Executive
Built to Drive Market Expansion and Organizational Growth
A Builder Who Operates Like a Business Executive
For years, I have been performing the core functions expected of executive-level leaders — even without the title:
• Leading multi-market operations
• Managing executive-level client relationships
• Driving repeat work and long-term partnerships
• Protecting margins through risk forecasting
• Aligning preconstruction, PM, and field teams
• Delivering complex healthcare and mission-critical programs
• Communicating with clarity, confidence, and strategic intent
My experience spans sales, operations, client leadership, strategy, and entrepreneurship.
Most leaders develop one or two of these strengths — I’ve developed all of them.
Entrepreneurship: My Biggest Differentiator
Built to Drive Market Expansion and Organizational Growth
A Builder Who Operates Like a Business Executive
Running my own businesses sharpened every skill I rely on today:
• Building and developing teams
• Hiring talent
• Creating systems and processes
• Managing budgets and P&L
• Maintaining client relationships
• Leading day-to-day operations
• Handling risk
• Scaling growth
Executive roles require running a business unit—overseeing people, operations, clients, and performance. I’ve already done that through my entrepreneurial and multi-market experience.
I am not a superintendent who wants to become a business leader.
I am a business leader who deeply understands construction.
This is the biggest differentiator in my profile.
Built to Drive Market Expansion and Organizational Growth
Built to Drive Market Expansion and Organizational Growth
Built to Drive Market Expansion and Organizational Growth
My background is uniquely suited for organizations that require:
• Relationship-driven business development
• Entrepreneurial thinking
• Operational discipline
• Team building
• Market expansion
• Executive presence
• Predictable delivery
This blend is essential in high-growth, fast-moving environments.
Where others bring corporate hierarchy experience, I bring business-building experience.
Why My Path Creates Stronger Executive Leaders
The Last 10 Years: Developing Executive Capability
Built to Drive Market Expansion and Organizational Growth
Leaders with strong operational grounding often become exceptional executives because they:
• Understand field realities better than most executives
• Reduce risk and drive schedule performance
• Earn trust from PMs, supers, subs, and clients
• Solve problems faster and more effectively
• Bring practical judgment that cannot be taught
I combine that credibility with executive competencies gained through entrepreneurship and multi-market leadership.
This makes me uniquely effective at building teams, elevating performance, and scaling regions.
The Last 10 Years: Developing Executive Capability
The Last 10 Years: Developing Executive Capability
The Last 10 Years: Developing Executive Capability
The past decade has been the most important stage of my professional development.
I stayed deeply engaged in delivering large, complex projects and built multiple businesses from the ground up.
This period developed my:
• Operational expertise
• People leadership
• Financial management
• Strategic thinking
• Sales and client development skills
• Growth mindset
• Innovation and systems thinking
I didn’t just lead projects —
I led companies, built teams, managed financials, and scaled operations.
This combination is exactly what regional executive leadership requires.
How Executives and Clients Describe My Impact
The Last 10 Years: Developing Executive Capability
The Last 10 Years: Developing Executive Capability
- “Highly qualified, professional, and reliable.” — University of Kentucky
- “Exceptional in complex healthcare environments.” — Niswonger Children’s Hospital
- “Communicates clearly and coordinates work without disruption.” — Methodist Le Bonheur
- “Went beyond expectations to solve problems and keep the project on track.” — RBM Development
- Operates with the mindset and accountability of a regional business leader
- Brings business instincts most executives never develop
- Combines builder credibility with executive presence and relationship strength
- A proven growth-oriented operator capable of scaling emerging markets
My career has been defined by building people, strengthening relationships, and creating predictable outcomes—all with the mindset of an owner.
David Stanley
